Magazine 02/2010

Outlook

History The Amber Room in St . Petersburg 16 | Art The Montreux Jazz Festival 22 |Innovation CERN 28 | Event A jump through the speed of sound 36 | Gourmet Nespresso 42

COCA-COLA 124 years ago, a pharma-cist in Atlanta created syrup for a soda-fountain drink. Today, the Coca-Cola Company has the best-known brand in the world – and over 3,300 other beverages.

“It ’s when we follow our curiosity to discover new horizons, just like prehistoric hunters.”

Professor Jean-Louis Scartezzini, expert in solar energy and building physics at the Swiss Federal Institute of

Technology, Lausanne, Switzerland

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looking for a replacement for fossil fuels. This involves study and experimentation across a whole range of tech-

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daylight concentrator. We at Julius Baer have a similar aim in mind. We want to lay the foundations for something

that will survive the test of time and produce future benefits. This is our responsibility towards the generations to

come. For us, this is what private banking is all about.

Julius Baer is the leading Swiss private banking group, with 120 years of tradition.

You can f ind the entire interview with Jean-Louis Scartezzini at www.juliusbaer.com/excellenceThe Julius Baer Group is present in over 40 locations worldwide. From Zurich (Head Off ice), Buenos Aires, Dubai, Frankfurt, Geneva, Guernsey, Hong Kong, London, Lugano, Milan, Moscow, Nassau, Singapore to St. Moritz.

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3Outlook 02/2010

Editorial

Dear business friends and colleagues,

At Jet Aviation, we con tinue to p osition ou rselves to s erve corporate a ircraft owner s,

operators and OEMs in key locations around the world. We have begun providing services

in Russia, France and Brazil within the past few years and are evaluating expansion of our

global footprint to other markets in the future. As these can be difficult markets in which

to set up and develop business, Jet Aviation is careful to understand local conditions. It

is one thing to plant the flag and another to achieve long-term sustainability. But this is a

core skill of Jet Aviation and we will continue to do the hard work necessary to ensure the

availability of top level support in the world’s emerging business aviation hubs.

Looking forward, 2011 will be a ye ar in which Jet Aviation focuses on ma jor initiatives including strengthening our brand, new

acquisitions and expansions of facilities and services. In a move designed to enhance our business and further unify the identity of

our operations around the world, our Midcoast Aviation facility in St. Louis, Missouri, will be rebranded Jet Aviation St. Louis, Inc.

effective January 1, 2011. Over the past several years, investment has been made in the St. Louis operation to expand the current

service offering to include narrow-body completions and refurbishment. The identity change is the next step in a logical progression

to supplement our completions center in Basel, Switzerland, which is at capacity for narrow-body completions.

By the end of the ye ar, Jet Aviation wi ll be moving into a new , larger FBO facility in Jeddah, Saudi Arabia, which wi ll provide

operators with more comfort and amenities, and we are significantly upgrading our Zurich, Switzerland, FBO as well. We are looking

at various options to increase our global FBO network and announcements about these new locations should be made next year.

Additionally, Jet Aviation will soon introduce two new programs which will benefit new aircraft owners as well as small and mid-size

business aviation companies. The first initiative is a “Total Care” program which offers aircraft owners and operators an all-inclusive

service package at a f ixed price for e ach aircraft model. “Benefits Connection” will be of fered through our s taffing company Jet

Professionals. This new service is designed to help reduce health care costs and produce long-term savings for small and mid-size

business aviation companies.

I invite you to read more about our organization in the Inside section of this magazine. We also have an entertaining feature on Coca- Cola,

which is very appropriate considering the organization is headquartered in Atlanta, Georgia, home to this year’s NBAA convention.

Sincerely yours,

Peter G. Edwards

President

4 Outlook 02/2010

Contents

03 Editorial Peter G. Edwards, President

06 Coca-Cola Guardian of the ultimate brand

16 History The Amber Room – The disappearance and reconstruction of a Russian jewel

22 Art The Jazz Festival in Montreux: 44 years of big sound in a small Swiss town

28 Innovation CERN: Colliding small particles to answer big questions

Page 06 Page 16 Page 22

5Outlook 02/2010

36 Event Red Bull Stratos: Freefalling from the stratosphere

42 Gourmet Nespresso: Spreading gourmet coffee one capsule at a time

50 Jet Aviation Inside News

58 Masthead and Advertisers

Page 28

Page 36

Page 42

6 Outlook 02/2010

7Outlook 02/2010

The Coca-Cola Company : Guardian of the ultimate brandCoca-Cola is the most popular soft drink in the world. More than 50 million gallons of the drink are produced every day, and the beverage is sold in over 200 countries.

While Coca-Cola is often considered to be the best-

known brand on the planet, many people do not know

that The Coca-Cola Company makes or licenses over

3,300 beverages. These drinks are sold under more than 5 00

brands, four of which – Coca- Cola, Diet Coke, Fanta and Sprite

– are among the world’s fi ve top-selling soft drinks. Coca-Cola is

also the largest maker of juice and juice drinks, ready-to-drink

coffees and ready-to-drink teas, as well as a leading maker of

sports drinks, packaged water and energy drinks.

Over 70 percent of the company’s sales are outside of the US.

Traditions vary, and consumers around the world are used to

different tastes, so the range of brands sold varies from country

to country. The fl avors within a given brand also vary depending

on location. There are more than 100 different fl avors of Fanta,

for example, including Bubble Gum, Guarana, banana fer-

mented milk and Lychee Soursop.

Coca-Cola has 92,800 employees around the world. Running a

business on this scale requires mobility. Since 2007, Jet Aviation

has provided aircraft charter services for The Coca-Cola Company

in Europe, Africa and the Americas.

Coca-Cola is an expanding company, entering new markets and

adding new products. At the same time, its classic products are

deeply engrained in many cultures. Coke is often not just a drink,

but also a trigger for memories. This is no coincidence. The Coca-

Cola Company made high-quality, aggressive marketing a priority

from the very beginning to make sure people were exposed to the

product and that they associated it with good times. This market-

ing convinced a generation of Americans to try the drink, which

made it part of their lives and the lives of their children.

As those children took special trips with the family, picnicked by

the river or went to parties, Coke was often present. It became

8 Outlook 02/2010

linked with special occasions in their youth. Attachment to the

brand can be seen not only in sales fi gures, but also in the number

of people who collect Coke paraphernalia, the enthusiasm among

those who visit the Coca-Cola museum, and the outcry that came

when the company (temporarily) abandoned its classic formula.

The secret ingredients

Until 1955 the company sold only one product. Today, Coca-

Cola remains the top drink, and the formula is still secret. It is in

a vault at the SunTrust bank in downtown Atlanta, not far from

Coca-Cola headquarters. The company will not comment on

how many people know the secret combination of ingredients.

The mixture was developed in 1 886 by John Pemberton, an

Atlanta pharmacist who developed elixirs and patent medicines

that made great claims to cure a wide variety of ailments. He

observed that many pharmacies had soda fountains and that

these were quite popular. He began experimenting to create a

drink for this market. Pemberton combined extract of coca leaves

with extract from the kola nut. The kola-nut extract, which pro-

vided the caffeine, had such a bitter taste that he reduced it to a

minuscule amount and added purifi ed caffeine instead. Accord-

ing to Frederick Allen, journalist and author of Secret Formula,

the mixture did contain a small amount of cocaine. At the time,

the substance was legal and widely used in elixirs and health

drinks. Pemberton’s partner, Frank Robinson, combined the

names of the coca leaf and the kola nut, replaced the “k” in “kola”

with a “c,” and created the name Coca-Cola.

Soda-fountain clients liked the taste of Coca-Cola, but Pember-

ton was not a good businessman. The fi rst summer, he sold

only 25 gallons of syrup, bringing in less than $ 50. In 1 888,

druggist Asa Candler took over the business. Candler was a

born marketer, and together with Robinson, he began an inno-

vative and aggressive marketing program.

The two men distributed coupons for free samples, a new prac-

tice at the time. “There were so many coupons distributed that

an estimated one out of every ten Americans got a free glass of

Coca-Cola between 1886 and 1910,” says Phil Mooney, Coca-

Cola’s historian and head archivist. The two men also gave

pharmacists clocks, urns, calendars and apothecary scales

labeled with the name Coca-Cola.

Candler progressively reduced the cocaine content in Coca-Cola,

and then, after only a few years, removed it altogether. According

to Frederick Allen, Coca-Cola does still contain extract from coca

leaves, but this extract has had all traces of cocaine removed.

01 John Pemberton, inventor of Coca-Cola02 Asa Candler brought the drink

to market 03 Robert Woodruff was a member of

the managment for 61 years04 Pemberton’s pharmacy in the 1880s

0201

04

03

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10 Outlook 02/2010

In 1 899, two lawyers from Tennessee convinced Candler

to sell them the bottling rights for Coca-Cola. This was the

beginning of the franchise system for bottling that still exists

today. The Coca-Cola Company supplies concentrate, and

the bottlers add water and sweetener, then bottle the drink.

(North America has become an exception to this system.

Coca-Cola is in the process of acquiring the North American

operations of its largest bottler.)

In 1919, a consortium led by Ernest Woodruff bought The Coca-

Cola Company for $ 25 million. At the time, it was the largest

business transaction to have taken place in the South. In 1923

Ernest’s son Robert was elected president of The Coca-Cola

Company. Woodruff served as president until 1954, remained

on the board until 1 984, and continued to go into his offi ce

at Coca-Cola headquarters until the day he died at 95 years

of age. He is credited with much of the company’s expansion.

Coca-Cola had been active abroad since bottling opera-

tions began in Cuba, Canada and Panama in 1906. In 1926,

Woodruff opened the Coca-Cola Foreign Department. When

the US entered World War II, Woodruff committed to bringing

Coca-Cola to every US serviceman abroad, for fi ve cents

per bottle, regardless of the cost to the company. Sixty-four

bottling plants were sent overseas, and over 5 billion bottles of

Coke were distributed to American troops. This not only gave

11 million servicemen a special connection to the drink, but

it introduced the beverage to many locals in Europe, Africa

and the Pacifi c.

Suggesting a lifestyle

Coke’s popularity was growing around the world. The company

had been one of the fi rst to recognize the potential of lifestyle

marketing. While 19 th century marketing focused on extolling

the virtues of a product, often by listing them, this new form

of advertising focused on giving the product a personality and

connecting it with emotions. The company sought to associ-

ate the drink with a glamorous, active, healthy and optimistic

lifestyle – “the lifestyle of the refreshed.”

Whatever the media of the day, Coca-Cola always aimed for

quality. “Art was a very important part of advertising from the

turn of the century into the 50s,” says Mooney. “They commis-

sioned the best illustrators they could fi nd.” The company hired

01 During World War II, American soldiers overseas could buy a bottle of Coke for 5 cents

02 Over 5 billion bottles were distributed 03 Getting Coke to the troops also introduced

it to local residents

01

02

11Outlook 02/2010

Norman Rockwell to do six paintings with a Coke theme. As the century progressed,

sports and music began to play an increasingly large role in marketing, and the com-

pany hired the biggest stars. Coca-Cola had already been sponsoring the Olympics

since 1928.

The high quality of Coca-Cola’s marketing, and the memories it evokes, have led many

people to collect Coca-Cola paraphernalia. The Coca-Cola Collectors Club has 3,000

members, and Mooney says there are hundreds of thousands of people with a few

collector’s items in their homes.

The Coca-Cola Company has kept a copy of almost every marketing item it ever put

out. About fi ve percent of that collection is exhibited in the company’s museum, The

World of Coca-Cola.

A journey into the brand

The World of Coca-Cola is in downtown Atlanta, next to Centennial Olympic Park and

the Georgia Aquarium. The entryway has giant bottles of Coke made by artists from

various countries, and almost all visitors stop to take pictures of their friends and

family next to these bottles.

Before passing into the main part of the museum, visitors are led into a movie theater

to watch ”Inside the Happiness Factory.” This animated “documentary” shows what

Bringing Coca-Cola into the homeTo increase the acceptance of

bottled Coke in the home in the

early 1930s, Coca-Cola bottlers

hired women to bring free

samples of bottled Coca-Cola

to housewives and install a

Starr X bottle opener.

Coca-Cola also began a “When

You Entertain” campaign,

in which Ida Bailey Allen, an

authority on food and home

entertaining, encouraged women

to serve Coca-Cola. “When

You Entertain – What to Do, and

How” was offered at the cost

of ten cents.

01 Giant bottles made by artists decorate the entrance of the museum

02 The World of Coca-Cola museum in Atlanta

03 A scene of the movie “Inside the happiness factory”

03

0201

12 Outlook 02/2010

happens when coins are put into a Coca-Cola vending machine.

It involves friendly blue technical workers, a large caterpillar with

sunglasses, human cannonballs, penguins, and a cheerleader

named Wendy. It is well-done, entertaining and a good example

of the high-quality and trendiness of Coca-Cola’s advertising.

As visitors exit this room, they are invited to have their pic-

ture taken with the Coca-Cola polar bear. Even those not usu-

ally interested in 7-foot fuzzy mascots stop to watch him for a

moment. The polar bear was made by the Jim Henson Com-

pany (makers of the Muppets.) He is charming. This is the bear

that helped the CEO of Coca-Cola ring the opening bell at the

New York Stock Exchange in March of 2010.

The fi rst room on the path through the museum displays the

early history of Coca-Cola, including early documents and

advertisements. Pemberton announces the virtues of the new

Coca-Cola: “Delightful ! Refreshing ! Invigorating ! Stimulating !

THE WONDERFUL NERVE AND BRAIN TONIC And Remark-

able Therapeutic Agent.”

The museum also has early marketing material such as signs,

trays, calendars, coupons and bottle openers, as well as a col-

lection of Olympic torches and a Coke machine that traveled on

the Space Shuttle. A short fi lm explains that when Coke began to

appear in bottles, it was successful, and many imitators sprang

up. Stores kept bottled soft drinks in big ice chests, and the

paper labels would often come off, making it diffi cult to distin-

guish between brands. A design competition was held for a bottle

like no other, which could be distinguished “even in the dark.”

Rumor has it that the winning designer thought he would model

the bottle after one of the ingredients, either the coca leaf or a

kola nut, but mistakenly looked up cacao instead of coca. The

bottle resembled the shape of a cacao pod. The bottle was too

wide in the middle for bottling plants, so it was made narrower.

A cinema room upstairs shows Coca-Cola ads. They are strikingly

good, and it is entertaining to sit and watch one after the other.

A room nearby contains pop art with a Coca-Cola theme. At the

end of the exhibit are displays of things customers have sent

to the company. There are snapshots (a dog dressed in Coke

gear, a fan in front of his Coke paraphernalia collection, a couple

toasting with bottles of Coke as they get married) and also letters,

some from children, some from adults. The letters talk about

tasting Coke for the fi rst time, a family member who loved Coke

or some other way that Coke was special in their lives.

02

01

01 Japanese ad from 195702 Italian ad from 1955

03 03

02

13Outlook 02/2010

The fi nal part of the World of Coca-Cola is a tasting room

that offers 70 different drinks from around the world. Almost

everyone tastes “Beverly”, because it was mentioned by one

of the little blue men in the Happiness Factory fi lm. The drink

is sold in Italy and has a bitter taste, while at the same time

being very sweet. Most Americans do not like it. There is a

high level of excitement in the room, partly due to an inter-

est in foreign fl avors, and partly because it is a thrill to be

surrounded by so much free soda. Despite the large variety

of choice, however, there are still many loyal fans fi lling their

cups with Coca-Cola.

A tumultuous change

Probably the largest demonstration of the extent to which Coke

is rooted in the lives of its consumers came when the company

changed its formula to New Coke. By the mid -1980s, Coke’s

popularity had been slipping, and Pepsi was beating Coke

in taste tests. In April of 1 985, Coke announced that it was

changing its formula. This was a move the company took very

seriously. A briefi ng for the New Coke project (called Project

Kansas) states : “Project Kansas is a bold-stroke attempt for

total victory … In its size, scope and boldness, it is not unlike

the Allied invasion of Europe in 1944. This is not just another

product improvement, not just a repositioning or new product

introduction. Kansas, quite simply, cannot, must not fail.”

But fail it did – in a sense. The company had underestimated

the nation’s attachment to Coca-Cola. Fans bought hundreds of

cans of the original Coke and stored them in their garages and

spare rooms. The customer hotline was receiving 1 ,500 calls

per day, and 40,000 letters of protest arrived.

When the company relented after less than three months and

announced it would bring back the original Coke as Coke Clas-

sic, the story was the main headline for many news outlets.

The company got 3,600 thank-you calls, and sales soared. The

measure had been so effective that some accused the company

of planning the whole thing.

Planning for growth

Over the past decade, the company has faced stagnating soft

drink sales in North America. As concerns about health and

obesity increase in the US, the company has been increasing

its assortment of healthier and reduced-calorie beverages. In

2007, the company bought glaceau, the maker of vitaminwater

and smartwater, for $ 4.2 billion. Coca-Cola keeps an eye out

The Export BottleIn the late 1920s, as business

was developing in Europe, Coca-

Cola made “Export Bottles”

These were green bottles with

tops resembling a champagne

foil, which were served on ships

crossing the Atlantic.

01

01 The Coca-Cola bottle from 1899 until present

02 Coke is distributed to the farthest corners of the globe

03 Coca-Cola provides concentrate to franchise partners worldwide, who add water and sweetener before bottling the drink

14 Outlook 02/2010

for fi tting acquisitions and also works hard to develop “the next

big thing” itself.

The company expects a $ 1 trillion global market for non-alco-

holic ready-to-drink beverages by 2020. As part of its 2020

Vision, the company writes, “As global populations grow, econ-

omies expand, and middle-class, urban lifestyles emerge, we

see an environment that is very positive for a business that pro-

vides simple and affordable moments of pleasure and refresh-

ment …” Over the next ten years, the company expects more

than half its volume growth (growth in unit cases sold) to come

from emerging markets.

Meanwhile, efforts continue to make the best-loved brands even

more popular. Coca-Cola is currently marketed under the slogan

“Open Happiness.” In May of this year, the company released

results of a global happiness study. Consumers were asked

questions that are part of the Coca-Cola Happiness Index, which

was designed for the Coca-Cola Happiness Institute in Spain.

The study found that 77 percent of participants considered

personal contact with family and partners a greater source of

joy than watching TV, communicating online, or receiving text

messages. Bill Kelly, a senior vice-president at Coca-Cola North

America, stated in a press release, “Despite the online social

networking phenomenon, nothing beats quality time with loved

ones or simple pleasures such as sharing a Coke with our near-

est and dearest to bring happiness into our lives.”

The campaign continues the company’s attempt to fi rmly plant

the connection between Coke and happiness in the minds of

consumers. The decision of which drink to share with a friend

is usually made within seconds and is based on a variety of

conscious and subconscious factors. Coca-Cola has been

using high-quality, aggressive tactics for over a hundred years

to make customers reach for the red label with the white script

and live on the “Coke side of life.”

Coca-Cola FreestyleThe Freestyle is a fountain machine that can dispense

106 different beverages, thanks to micro-dosing tech-

nology that allows concentrate, sweetener and water to

be blended on the spot. The machines require approxi-

mately the same amount of space as the soft-drink dis-

pensers currently found in restaurants. Users make their

selection on a touch screen, where their choices range

from old favorites to beverages never before marketed in

the US. As a bonus for The Coca-Cola Company, the

beverage selection data is then sent home to Atlanta,

where it can be used for marketing analysis.

15Outlook 02/2010

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16 Outlook 02/2010

History | Amber Room

Frederick I of Prussia possessed a burning

desire to surpass the extravagant luxury

of the French court. He commissioned

the construction of opulent panels made

of amber mosaic to line the walls of his

study, and their construction began in

1701. Amber artistry in Europe was at its

peak, and Prussia was renowned for the

craft. The Russian Tsar Peter the Great

was clearly impressed when he visited

Berlin and saw the panels. After the

successful completion of negotiations

between Russia and Prussia in 1 716,

Frederick William I, son of Fredrick I,

gave the amber panels to the tsar. They

were installed, 25 years later, in the Winter

Palace in St. Petersburg and then moved

to the Catherine Palace at Tsarskoye Selo,

just south of St. Petersburg. The Amber

Room is said to have stunned visitors. The

panels remained in the Catherine Palace

for almost 200 years.

When World War II broke out and the Ger-

man army advanced on St. Petersburg,

curators evacuated many museum trea-

sures from the Catherine Palace. The pan-

The Amber Room – The disappearance and reconstruction of a Russian jewel

01

02

17Outlook 02/2010

els in the Amber Room were not removed,

however, due to their fragility. Instead,

they were covered with paper, then gauze,

cotton wool and wooden boards. The Ger-

mans knew of the great treasure, however,

and searched until they found it. They

dismounted the panels and shipped

them to Königsberg, where they were

displayed in Königsberg Castle.

In 19 45, the British Royal Air Force

bombed the castle, and later it burned

after the Soviets occupied Königsberg.

It is not known whether the panels were

removed before this destruction. The

Amber Room was never seen again.

Reconstruction

After the war, several Soviet commis-

sions were sent to look for the panels,

but the treasure was not brought home.

In 1979, the Soviet government approved

a proposal to recreate the room. This

reconstruction took almost 25 years and

required about 6 metric tons of amber.

The amber was brought in from a mine

off the coast of the Baltic Sea, in Kalinin-

grad (the former Königsberg). The recon-

struction cost approximately $ 11 million,

though it is diffi cult to state an exact price,

because as the Soviet Union disbanded

the value of the ruble and the cost of

materials varied greatly. It is also hard to

put a price on the scientifi c research that

went into the project. Funds were some-

times tight. In 1999, the German energy

company Ruhrgas (now E.ON), which

had recently acquired a 4 % stake in the

Russian gas company Gazprom, stepped

in and provided fi nancial support for the

remainder of the project. Ruhrgas con-

tributed $ 3.5 million.

The Amber Room was offi cially opened

in 2003, on the 300th anniversary of

St. Petersburg. Forty-fi ve presidents and

prime ministers were present, and the fi rst

to enter the room were Russian President

Vladimir Putin and German Chancellor

01 Peter the Great, Tsar of Russia02 The Amber Room03 Amber is the fossilized resin

of prehistoric coniferous trees04 It has been gathered on the

shores of the Baltic Sea for at least 13,000 years

05 In addition to its use for jewelry, amber has long been used as an ingredient in perfumes and as a healing remedy

03

04

05

0201

03

18 Outlook 02/2010

History | Amber Room

Gerhard Schröder, as a symbol of the

Russian-German cooperation.

A warm glow

The room was then opened to the public,

and currently about 12,000 people visit

the Amber Room each day. As they move

through the Catherine Palace, visitors

approach the room through the suite of

formal rooms known as the Golden Enfi -

lade. These rooms have white doorways

surrounded by gilded ornamentation. The

view of doorway after doorway after door-

way into the distance gives the impression

of standing in a hall of mirrors.

Entering the warm glow of the Amber

Room, after this long series of white-

walled rooms, is a shock. “Many people

take a deep breath,” says curator Svet-

lana Ivanova. “They almost gasp.” In

summer, the room is fi lled with tourists,

but during the off-season, visitors have

more time to experience it. “In October,

or other times when it is not so crowded,

some people will just step back and take

in the effect of the stones,” says Ivanova.

The sheer quantity of amber is almost

overwhelming at fi rst. Then, details begin

to emerge. There are entire biblical scenes

carved into pieces of amber the size of

saucers, and intricate landscapes etched

into pieces even smaller. Cherubs, fl ow-

ers and crowns abound. A Prussian eagle

and King Fredrick I’s monogram can be

seen, as can the Russian eagle and carv-

ings representing Russia’s power both on

land and at sea. The majority of the pieces

are part of the mosaics that surround the

intricate carvings. There are over 500,000

pieces of amber in the room.

The color of the amber ranges from yellow

to reddish-brown. One of the most strik-

ing aspects of the room is the contrast

between translucent and opaque amber.

The translucent pieces are backed with

gold foil, which makes them glow.

In addition to the amber, the room also

contains gilded ornamentation and can-

delabras, as well as mirrors, an elaborate

parquet fl oor, a painted ceiling, and four

Florentine mosaics made of semi-pre-

cious stones.

Rising to the challenge

When the decision was made in 1979 to

reconstruct the Amber Room, there were

two main challenges facing those involved

with the project. The fi rst was the need to

develop the skills and tools necessary to

do the amber work. “Working with amber

was not a Russian skill, but we did have

skill working with other stones,” says Boris

Igdalov, head of the Amber Workshop.

Stonecutters, jewelers, sculptors, and

those with other artistic backgrounds set

01 The Amber Room is in the suite of rooms known as the Golden Enfi lade 02 A few additional pieces are on display in the Amber Room03 St. Catherine’s Palace

19Outlook 02/2010

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20 Outlook 02/2010

History | Amber Room

about learning the skills of 18 th century

amber work. They wanted to understand

not just the technique, but also the spirit

of the times. “We had to understand the

psychology of people working in the 18 th

century,” says Igdalov.

There were several amber articles, made

in the same era as the panels, that had

survived the war and were returned to

Catherine Palace. The team went to work

studying and reconstructing these pieces

in order to learn the techniques that had

been used. These pieces were also impor-

tant when the group faced the second main

challenge of the project, which was creat-

ing a detailed plan of the Amber Room to

use in the reconstruction. There were no

technical drawings, engravings, paintings

or graphic art showing the room, except

one watercolor painting. The group had to

produce a detailed plan of the room based

on 86 black- and-white photographs, a

single color slide, the watercolor painting,

a description written during a pre-war

restoration and about 50 small fragments

of moldings, carvings and fl at mosaic.

One tough aspect of making the plan was

determining the color of the stones. The

project team used the color slide, the

watercolor and the restoration description,

but relied predominantly on comparing the

black-and-white photographs to surviving

fragments of the room. They learned to

translate grey shades into colors. A study

of the original items in the museum’s

possession showed that, two times out of

three, the Baltic amber had been tinted.

The team was not able to determine the

original dyes, so it developed a techno-

logy for coloring amber with synthetic

pigments. The dimensions of the relief

carvings also had to be determined from

photographs. The reconstruction team was

aided fi rst by a method of photogrammetry

developed by the All-Russian Scientifi c

Research Institute for Mine Engineering

and Surveying, and then in later years by

computer technology.

01 02 03

01 Reconstruction of the Amber Room took almost 25 years

02 Craftsmen in the amber workshop mastered techniques from the 18th century

03 The carvings contain intricate detail

21Outlook 02/2010

St. PetersburgLocated on the Gulf of Finland, in northwestern Russia, St. Petersburg has

always been considered Russia’s most European city. It was founded

by Peter the Great in 1703, when the tsar created the city from nothing in a

forceful attempt to modernize and Europeanize Russia. St. Petersburg was

the capital of Russia for more than 200 years, until after the Revolution

of 1917, when the capital was moved to Moscow. St. Petersburg remains

the second largest city in Russia and the fourth largest in Europe. It has

a stunning number of palaces, monuments and other architectural wonders.

Its main art museum, The Hermitage, is one of the largest in the world.

In addition to developing new techniques,

the group also created new tools and

adjusted lathes and milling machines to

work with amber. In 1996, The American

Museum of Natural History in New York

invited the Russian amber workers to set up

shop in a corner of the museum and work on

the panels during an exhibition on amber.

Members of the workshop developed skills

that are now respected around the world.

Today, the 65-member team receives

requests from foreign museums and col-

lections for restoration and reconstruction.

Some members of the workshop also

developed other specialized stone-cut-

ting skills when they recreated the four

Florentine mosaics that had been in the

room. Before they could begin, there was

again the diffi culty of determining color

from black and white photographs. Luck-

ily, the original mosaics had been based

on paintings, and the team was able to

locate the paintings in Florence. In 1997,

one of the authentic mosaics was found

in the possession of a German soldier’s

family, and the team was overjoyed to see

that it was extremely similar to the one

they had created.

The mystery remains

No further mosaics or amber panels have

been found, and there are many theories

as to what happened. Some believe the

room still exists, hidden away in a mine

or a bunker. Every so often, someone

claims to have found the panels, but no

one has ever provided proof. Some say

the Germans took the panels out of the

castle and loaded them onto a ship that

was sunk by a Soviet submarine. Divers

have unsuccessfully tried to fi nd this

sunken treasure. A further theory holds

that the room was destroyed when the

castle burned either during the Allied

bombing or when Soviet forces occupied

Königsberg. Two British investigative

journalists recently published a book

supporting this hypothesis and claim-

ing the Soviet government knew of this

destruction. Igdalov does not believe the

room was destroyed. “To make it burn

in a way that would leave nothing, you

would need a crematorium,” he says.

He points out that items in the room

that should have survived a fi re, such

as the metal candelabras, were never

found. He believes the pieces are hidden

underground in Kaliningrad territory. He

explains that the region had many rulers

and many battles, which left a legacy

of underground tunnels and caverns.

When asked what would happen if the

panels were found, Igdalov simply says,

“We would restore them.” Amber is a

sensitive material, and the panels would

be brittle to the point of crumbling. They

would need an immense amount of

work, and, after three decades of expe-

rience with amber, the Amber Workshop

would be ready.

22 Outlook 02/2010

Montreux is a small town on Lake Geneva,

in an area often known as the Swiss Riviera.

The water offshore sparkles turquoise in

the sun, and the French Alps rise across

the lake. The town prospered as a stop

on the road down from the Simplon Pass

in Roman times, and in the 19 th century,

grand tourist hotels were built. Tourism

today is still upscale, and the town takes

meticulous care of its fl owers, walkways

and parks. The vineyards on the hills to

the north and the castle at the east end of

town complete the picture.

Most of the year, it is the beauty and calm

of Montreux that attracts visitors. Then,

every July, an entirely different energy

takes over. This year, Keith Jarrett, Quincy

Jones, Herbie Hancock, Chick Corea,

Pat Metheny and Gil Scott-Heron came

to town. So did Jessye Norman, Erykah

Badu, Roxy Music, Billy Idol, Missy Elliot,

De La Soul, Massive Attack, Elvis Costello,

Diana Krall, Phil Collins and many others.

For two weeks each summer, the

Montreux Jazz Festival sets the town in

motion, turning it into an international

focal point. Back in the mid 1960s Claude

Nobs, who worked for the Montreux

44 years of big sound in a small Swiss town

Art | Jazz Festival in Montreux

Freddie Mercury – commemorated on the Montreux waterfront – was one of many musicians with a strong tie to the town

23Outlook 02/2010

Tourism Offi ce, was sent to New York

on business. He stopped by Atlantic

Records to meet one of its directors,

Nesuhi Ertegun, who it turned out had

lived in Switzerland while his father was

an ambassador. This gave him and Nobs

some common ground. While in the

offi ces, Nobs also met Roberta Flack

and invited her to Montreux to play for

the Rose D’Or television contest. This all

led to more meetings and more invita-

tions, and eventually to a festival that has

drawn top musicians for 44 years.

The main concerts now take place in two

venues, Auditorium Stravinski and Miles

Davis Hall. In 2010, 90 bands played in

these halls over the course of the 16-day

festival. Two-hundred-and-thirty-thousand

people attended the festival, which also

included free concerts in Vernex Park, a

jazz café, a nightclub and a Balkan corner

with nightly music labeled Balkan- Folk,

Balkan-Gypsy or Balkan Hip Hop- Rap.

Various bars and stands played music;

special boats and trains had live bands

on board, and a Young Planet tent

offered activities for kids.

A wide variety of talent

Several jazz greats have had a long

relationship with Montreux. Keith Jarret

played at the fi rst jazz festival and was

back this year for the fi fth time. Quincy

Jones takes part every year and he judged

the 2010 voice competition. Chic Corea

came this year for the 13th time and Herbie

Hancock made his 26th appearance.

The festival began with jazz and rapidly

branched out to include many kinds of

music. The program included an Afri-

can night featuring Angélique Kidjo and

Youssou N’Dour, as well as a fl amenco

concert with Paco de Lucía. In addition

to many established musicians with a

long history in jazz and rock, the festival

also showcased newer talent, such as

04

02

03

01

01 Missy Elliott02 Herbie Hancock03 Phil Collins04 Petula Clark

01

02

24 Outlook 02/2010

the Americans Janelle Monáe and Julian

Lage, as well as Sophie Hunger from Swit-

zerland. A big band night featured Roger

Cicero, followed by the Swiss Army Big

Band and a series of special guests. Pet-

ula Clark, Britain’s most successful female

solo recording artist to date, performed

with the band, singing her famous “Down-

town.” The fi rst time Clark performed at

Montreux was in the late 1 960s, on the

same evening as the Rolling Stones, which

she characterized as a lot of fun. In her

opinion, the festival has gotten bigger and

better, and the sophistication of the audi-

ence now puts quite a bit of pressure on the

performers. “The audience comes from all

over Europe, and they know what they are

listening to,” she says. She tells the story

of the time she ran into Al Jarreau right

before she went on stage and told him she

was nervous. He did not say much, but he

showed that he felt the same way by taking

her hand and putting it over his heart, so

that she could feel it pounding.

A deeper look

Many great musicians have put out

recordings of their Montreux perfor-

mances. Jazz guitarist Julian Lage grew

up listening to these CDs, and it meant a

“lot to him to play in Montreux this year.

The festival is something sacred within

the community,” he says.

A few hours before Lage went on stage,

the 2 1-year-old held a workshop. He

played a few songs and answered ques-

tions from the audience – some about

technique, others about how he man-

aged to become so good, so quickly.

Lage began playing the guitar at age 5,

played with Santana at age 8, performed

at the Grammys when he was 1 3 and

recorded a Grammy-nominated CD at 20.

He had obviously put a lot of thought

into issues of technique, motivation and

inspiration, and he did his best to offer

answers that would be of help. Most of all,

he communicated an overwhelming love

for the guitar. When he was asked whether

he and his band did any improvisation on

stage, he said that they do leave space for

it, and that it would actually be impossible

Art | Jazz Festival in Montreux

01 Julian Lage02 Sophie Hunger

03

02

01

25Outlook 02/2010

to keep the guys in the band from impro-

vising. “You’ll see,” he added, referring to

the upcoming concert. As the band began

to play that evening, it was clear what he

meant. The Julian Lage Group is made

up of Lage, percussionist Tupac Mantilla,

bass player Jorge Roeder, saxophonist

Ben Roseth and cellist Aristides Rivas.

Mantilla beats rhythms on multiple drums,

as well as on his body and Roeder’s bass.

He is fast, talented and radiates sheer joy.

Lage, Roeder and Mantilla have a strong

dynamic together – they interact sponta-

neously, with powerful enthusiasm.

The audience’s reaction was enormous.

The concert hall was not quite as full as it

was later in the evening for Chick Corea,

but when the band fi nished playing, the

energy in the room was overwhelming.

The reaction seemed very visceral, at

least partially in response to the fact

that there had been something very live

happening on stage.

When Lage gave his workshop, he spoke

from the perspective of someone early

in his career. A few days earlier, Jessye

Norman had given a workshop, in which

she discussed aspects of her long and

varied career as a singer. As she spoke,

the room was fi lled with her very strong

presence. She spoke of her love for music,

as well as the commitment and total

dedication she considered necessary for

a singing career. When a young woman

asked for advice, Norman said, “If there is

anything else you can do that would give

you pleasure, then do that. You have to

do the music because you need to do it.”

Later, as part of a discussion about the

kinds of music she sings, she said, “Bach

was probably the fi rst jazz composer.”

Then she stopped, grinned and added, “I

hope that creates a stir.”

The workshops are organized by the

Montreux Jazz 2 Foundation for Creative

and Cultural Exchange. The foundation

also holds workshops to encourage inter-

action between music and science, as

well as competitions for voice, piano and

regional music. The foundation’s events

are not at the center of the festival, but

01 The lake adds to the festival atmosphere

02 The venues provide fi rst-rate sound and lighting

03 Frank Zappa in 1971

26 Outlook 02/2010

they provide a width and breadth for

those who take the time to explore them.

High standards

The Montreux Jazz Festival aims to be

premium, with quality artists, venues and

sound systems. The festival also makes

the most of its setting on the lake by

building platforms out over the water to

provide seating near food stands and by

creating various lounges with stunning

views of the water.

Visitors say one of the appealing things

about the festival is that they can buy

a ticket for a venue for the evening and

then move in and out of that auditorium.

Each venue features at least two artists

per evening, and some visitors will watch

each performance from beginning to

end. Others will step into the lobby for a

drink, go outside for some food or sit by

the lake for a moment.

There is much more to the festival

than just the individual performances.

Montreux is steeped in music lore, and

this provides the festival with a rich

background. There is a Freddie Mercury

statue in the town square and fans cele-

brate Freddie Mercury Montreux Memo-

rial Day every year. The singer spent the

last months of his life in the town, and it

was in Montreux that Queen recorded its

fi nal album. Miles Davis also recorded

his last album in Montreux, after Quincy

Jones convinced him to collaborate at

the 1991 jazz festival.

In 1 971, Deep Purple rented a mobile

recording studio from the Rolling Stones

and came out to record an album at the

Montreux Casino. The night before they

were scheduled to record, they watched

Frank Zappa perform at the casino. A fel-

low member of the audience fi red a fl are

gun and set the casino on fi re. After escap-

ing with the rest of the audience, the band

sat in a restaurant, watched the fl ames

and wondered what to do next. After the

fi re had subsided, they noticed a layer

of smoke out over the lake. They wrote

“Smoke on the Water,” to tell this story,

and the song became an international hit.

This year, Prince came to hear Janelle

Monáe play. Last year, he played two con-

certs in Auditorium Stravinski, and Petula

Clark went to watch him. Musicians not

only play at the festival, they also come

to see what their colleagues are doing.

Montreux developed a dynamic many

years ago, and it is still running strong.

Art | Jazz Festival in Montreux

02 03 04 0501

01 Festival posters are made by different artists each year: Jean Tinguely, 198202 Milton Glaser, 197303 Andy Warhol and Keith Haring, 198604 Nicci de Sain-Phalle, 198405 Romero Britto, 2010

27Outlook 02/2010

Claude Nobs founded the Montreux

Jazz Festival 44 years ago and

remains at its helm. He is absolutely

central to the event. When you

ask about good things at the festival,

you often get the response, “That

is thanks to Claude Nobs.” At fi rst it

seems that these comments might

just be polite deference to the boss,

but after hearing this kind of

praise repeatedly, it becomes clear

that it comes from the heart.

Mr. Nobs, what is your favorite aspect of

the Montreux Jazz Festival ?

It is that I can tell the musicians they

have full freedom of conception for

their performance. I have musicians ask,

“Can we come to Montreux and do

a special project ?” I say, “Absolutely.”

Are there special projects coming up ?

Yes, I am going to see Carlos Santana

about a project, and there will be a large

Claude Nobstango project. We are also working on a

Brazilian project as a tribute to the bossa

nova legend Antonio Carlos Jobim.

Why did you branch out from jazz and add

other music styles ?

I realized that just having plain jazz all

the time was not going to bring in young

people in the years to come.

Why were you able to create a successful

festival ?

There is a sense that I am genuine and

honest. Musicians know I will not take

them for a ride. That is why I was able to

record them very early for albums and TV.

What has surprised you the most about the

musicians ?

Musicians are known to be crazy –

divas asking for impossible things –

but some can also be pleased with very

small things. I asked Aretha Franklin

what she would like from Switzerland

if she came and played here, and

she wanted Swiss chocolate. I asked

Nina Simone, and she wanted a Swiss

watch with diamonds.

How have you seen musicians’ lives change

over the years ?

There have been changes in the recording

industry, and now income very often

comes from the concert side. And maybe

there is a little less of the grandeur.

How do you interact with the musicians ?

I try to fi nd out what they want to do,

where they want to stay. I have two chalets

up in the mountains. One is 200 years old.

The other is new. Musicians come to

fi nd music they have never heard of or to

fi nd recordings of special concerts.

Which of the chalets has the music

collection ?

In the old chalet I have 4,000 hours of

audio and video recordings of the jazz

festival. This is the largest collection of

audio and video of live performance. At

the new chalet I have 1,000,000 record-

ings of music in different formats: CD,

DVD, LP, singles.

What is the most surprising thing that has

happened at the festival ?

It was Aretha Franklin’s show in 1968.

That was the nicest surprise. The

worst surprise was when UB40 was to

play a concert – they were very young

then, in their early twenties – and just as

I was ready to announce them, they

said something about having to fi x a black

box and left. They played 20 years later,

and I asked,”What is this story about the

black box ?” It turns out that another

band had played fi rst that night, Toots

and the Maytals, and they were so good

that UB40 freaked out and was afraid to

play. The black box was just an excuse.

28 Outlook 02/2010

Innovation | CERN

Physicists believe the universe origi-

nated from an unimaginably dense,

hot point that suddenly began to ex-

pand. The ultra-high concentration of

energy became increasingly d iluted

as the universe expanded, and from

this energy came all the particles in

our universe today.

This Big Bang Theory is generally accep-

ted, but there are many questions that

have not yet been answered. We do not

know, for example, why matter has mass,

what happened to all of the antimatter

that was present immediately after the

Big Bang and what makes up the missing

96 % of mass and energy in the universe.

Particle physicists study matter, energy,

space and time in an attempt to under-

stand the fundamental laws that govern

the behavior of the universe. In this quest,

they now have a new tool. The Large Had-

ron Collider (LHC) at CERN, near Geneva,

Switzerland is the most complex scientifi c

instrument ever built. It should give physi-

Colliding small particles to answer big questions

A plasma ball in CERN’s microcosm museum

29Outlook 02/2010

cists information about particles that have

never before been detected.

The LHC is in a 27 kilometer circular

tunnel about 1 00 meters under ground.

The machine accelerates two beams

of particles in opposite directions to

more than 9 9.9 % of the speed of light.

There are four points around the circular

machine where these beams cross and

collisions occur. At each of these points,

at least one detector captures data on the

particles created by the collision.

Most knowledge of particle physics

comes from experiments done with par-

ticle accelerators. By bringing particles

to velocities close to the speed of light

and then causing them to collide at very

high energy, the energy is converted into

new particles, in keeping with Einstein’s

equation E=mc2. The higher the energy,

the heavier the particles that can be

produced. The LHC will give access to

physics at an energy scale about ten

times higher than has been possible so far.

The LHC is the newest accelerator at

the European Organization for Nuclear

Research, more commonly known as

CERN. The organization was formed

to provide accelerators and other infra-

structure needed for high-energy phys-

ics in Europe, and also to reunite the

continent’s physics community after the

Second World War. In 1952, when the 12

founding member states were deciding

where CERN should be located, Geneva

offered many advantages. It was in the

center of Europe; it had good air and rail

links, and it was already home to several

international organizations. The city was

also about to become home to a large

physics institute that was interested in

cooperating with CERN. The factor that

spoke most strongly for Geneva, how-

ever, was a political one. Switzerland

was small and neutral, which helped to

dispel fears that the nuclear research

would be used for non-peaceful ends,

which was of particular concern in the

wake of World War II.

The organization’s research program

has grown to involve almost 1 0,000

researchers from institutes in 63 coun-

tries. There are now 20 member states,

and there has been a 50 % increase in

participation from non-member states

over the past four years. To support its

facilities, infrastructure and research

programs, CERN itself has about 2 ,300

people on staff.

01 A collider’s ability to create particles is predicted by Einstein’s Theory of Relativity

02 CERN in the early days03 Council session 1952

03

02

01

30 Outlook 02/2010

The place

CERN straddles the Swiss-French border,

with its main administrative buildings in

Switzerland. Much of CERN looks like

a college campus – the campus of an

institution that might be having some

funding issues. Many of the buildings are

quite old and could use some fi xing up.

The impression is that this organization

emphasizes function over form. There

was a new collider to build, and that was

the focus. The computer systems are

powerful; the control room is advanced,

and the beam can be steered with 1 mm

accuracy. Now it is time to worry about

that walkway or offi ce. CERN general

director Rolf Heuer has said, “The time

has come for serious investment” in

buildings and public spaces.

The cafeteria is loud and crowded, and

there is enthusiastic energy in the air.

Not everyone is talking about science,

but many people are. This is an incredi-

bly diverse group from around the world.

You hear various languages, but more

often than that, you hear various accents

as people speak English.

This is a place of collaboration. Particle

physics has changed greatly in the past

few decades, and one of the big develop-

ments has been the amount of money

needed to set up experiments and the

number of people needed to provide

expertise for the projects. Whereas in

the past there were superstar professors

who could plan experiments that were

built rapidly and carried out by a moder-

ately sized group, today experiments are

on a scale that makes this impossible.

“You have to learn to interact with differ-

ent cultures,” says Valeria Perez Reale,

a physicist with Atlas, one of the LHC

experiments. “You can’t do things by

yourself. We spend half our time in meet-

ings to present new things and discuss

how to proceed.”

The LHC was conceived in the 1 980s,

approved in the 1 990s and completed

in 2008. It was then shut down just nine

days after starting up in September of

2008, because of a magnet malfunction.

It has now been up and running success-

fully since late 2009 and it is operating at

energies never before achieved. This is a

very exciting time at CERN. You can feel it.

The Large Hadron Collider

The LHC creates collisions between two

beams of the same kind of particles.

For most of the year these particles are

protons, one of the three components

of atoms, (For a brief period each year,

lead ions will be circulated instead of

protons.) The protons move around the

accelerator in bunches, each of which

will contain about 1 00 billion particles

when the accelerator is working at full

capacity. The beams cross at four points

in the circle. Because these particles are

so tiny, there will only be about 2 0 col-

lisions during each crossing. There will

be bunches crossing about 3 0 million

times per second, however, so there

will be up to 600 million collisions each

Innovation | CERN

01 The LHC and the main detectors at its 4 collision points

02 The exhibition center

02

01

31Outlook 02/2010

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32 Outlook 02/2010

second. The tube through which the

particles travel is in vacuum, to prevent

collisions between particles and air

molecules. The beams are manipulated

using 1,800 magnets, 1,232 of which are

15-meter dipole magnets that keep the

particles in their nearly circular orbits.

There are also quadrupole magnets that

focus the beams, and electromagnetic

resonators that accelerate the particles

and then keep them at a constant energy

by compensating for energy losses.

The magnets are superconducting, which

means that at extremely cold tempera-

tures, they conduct energy without resis-

tance. Liquid helium is used to keep the

magnets at -271.1 degrees Celsius, which

is only 1.9 degrees Celsius above absolute

zero, the coldest temperature possible.

The LHC is the largest cryogenic installa-

tion in the world. The temperature makes

working with the magnets very compli-

cated. It takes weeks to get the magnets

down to -271.1 degrees. Tests and repairs

are diffi cult and time consuming. The

magnets must be “trained” to go up to full

power. Some magnets can be taken up to

full power smoothly, but most will quench,

which means that resistance develops at

some point, and power must be reduced

and then brought up again slowly.

It is believed that resistance in an inter-

connection between magnets is what

produced heat, generating an electrical

arc that punctured the magnet’s helium

enclosure in September of 2008, lead-

ing to the damage that shut the accel-

erator down for over a year. Now that

the accelerator is up and running, the

magnets are still not fully trained, and

therefore the LHC is building up slowly

and not yet running at its top energy of

14 tera electron volts. (One tera elec-

tron volt is only equivalent to the energy

of motion carried by a mosquito. At

the LHC, however, that energy is con-

centrated into a space a trillion times

smaller than a mosquito.)

Nonetheless, on November 3 0, 2009,

the LHC became the world’s highest

energy particle accelerator when pro-

tons in each beam reached an energy of

1.18 TeV, exceeding the previous world

record of 0.98 TeV, which had been held

since 2 001 by the Tevatron collider at

the Fermi National Accelerator Labora-

tory in the U.S.

The control room

The LHC was built into a tunnel that had

been made for the previous LEP accel-

erator. The LEP accelerator was removed.

Other older accelerators at CERN are still

Innovation | CERN

01 The LHC was placed in the tunnel made for the previous LEP accelerator

02 The circular tunnel is about 27 kilometers

02

01

33Outlook 02/2010

Geneva

Geneva is the second-largest city in

Switzerland, after Zurich, and the

largest in the country’s French-speak-

ing region. The city is home to many

international organizations, including

the United Nations, the International

Committee of the Red Cross, the World

Trade Organization and the World

Economic Forum.

running, and several of them are used

to create beams and bring them up to a

certain speed before they are injected into

the LHC. Since the accelerators are now

part of a chain, all of the control centers

have been moved into a single control

room. The room looks imposing with its

high ceiling and four circular control sta-

tions. It is a sea of monitors and large fl at

screens, and many scientists also have

their laptops open in front of them. One

of the screens in the LHC control station

displays the state of the beam. If the con-

dition is “beam stable” the experiments

can proceed. If there is any other reading,

the experiments must retract as much of

their equipment as possible to avoid the

chance of damage. The powerful beam

can harm the detectors used for the

experiments, as well as the accelerator

itself. Much of the function of the control

room has to do with beam protection. If

the beam becomes unstable, sensors will

detect it and within three revolutions (less

than 0.3 milliseconds ) a set of magnets

will send the beam to the stop block, the

only item in the LHC that can withstand

the impact of the full beam.

The beam is also sent to this block when

its density has decreased enough that it

must be replaced. This often happens

after 10 or 12 hours. The acceleration

chain is then revved up to create a new

beam. After a beam is dumped, a screen

pops up that evaluates the beam and

how well the accelerator functioned as

it circulated. A positive evaluation gets a

shout from one of the scientists. Things

are going well after all the work that went

into the recent accelerator shutdown

and restart. Empty champagne bottles

lined up along a wall suggest this fact

has been celebrated.

01 The control center02 Welding an LHC dipole magnet03 Atlas is the largest detector

ever constructed for particle physics

02 0301

0201

34 Outlook 02/2010

The experiments

The purpose of the large detectors at the

points where the beams cross is to iden-

tify the secondary particles produced in

the collisions, and to measure their posi-

tions, charges, speed, mass and energy.

Two of the detectors, ATLAS and CMS,

are general-purpose detectors designed

to cover the widest possible range of

physics at the LHC. They are intended

to detect anything that the LHC reveals.

They are both built in layers, a bit like

an onion, surrounding the point at which

protons collide. Each has been prepared

by a collaboration of about 2,000 research-

ers from around the world.

Swiss physicists play a signifi cant role in

the CMS collaboration, as do Americans.

Dr. Albert De Roeck, Deputy Spokesper-

son of the CMS experiment, says that

not only have many Americans come

from the Everton accelerator, but there

are also Europeans who worked on the

Tevatron years ago to get trained. “It has

been a good interaction,” says De Roeck,

“A real worldwide effort.”

The two other major experiments at the

LHC are ALICE, which focuses on the study

of matter as it was in the fi rst instants of

the universe, and LHCb, which focuses

on antimatter. There are also two smaller

experiments with detectors on the LHC,

and many experiments at CERN connected

to other accelerators and equipment.

Birthplace of the World Wide Web

The World Wide Web was developed

at CERN. The fi rst Web server, a Next

workstation, stands in a glass case

in the entrance to CERN’s Computer

Center.

The World Wide Web is not to be con-

fused with the Internet. The Internet

is hardware and software that provides

connectivity between computers. It

was developed in the United States in

the 1970s. In 1989, at CERN, Tim

Berners-Lee faced a situation in which

physicists from around the world, with

no common machines and no common

presentation software, needed to share

information. He developed a system to

interconnect documents and other

resources to make them available to the

wide range of people collaborating

at CERN, and to those on the outside.

He then encouraged use of the system

for other information, and it grew to

become one of the most pervasive

means of scientifi c, commercial and

personal communication.

03

Innovation | CERN

01 Detectors usually consist of circular layers surrounding a collision point

02 The immense amount of data is both stored at CERN and sent out over the worldwide LHC computing grid

03 Tim Berners-Lee inventor of the World Wide Web

35Outlook 02/2010

Strangelets, black holes and antimatterAs the LHC was being built, the sub-

ject of “strangelets” was often in the

media. Strangelets are hypothetical

small pieces of matter, and the

worst-case fears have centered on

the idea that the creation of a

strangelet could start an unstoppa-

ble chain reaction converting

ordinary matter to “strange matter.”

CERN says that even if strangelets

do exist, they would be unstable

and because of their charge, would

repel normal matter rather

combine with it, and then simply

decay. In response to concern about

black holes that could be created

at CERN, the organization points out

that they would be so small that

they would simply shrink, evaporate

and disappear.

CERN also explains that, unlike the

scenario in Dan Brown’s “Angels &

Demons”, at the current rate of

production it would take over 2

billion years to produce enough anti-

matter to achieve a destructive force

equivalent to a nuclear

bomb. If it were possible to collect

all the antimatter ever made

at CERN and annihilate it, it would

only create enough energy to

power an ordinary light bulb for a

few minutes.

With up to 600 million collisions per sec-

ond, each of which produces between 100

and 1,000 particles, the fl ood of data to

store and process would be overwhelming.

Electronic systems therefore select colli-

sions that are interesting and reject those

that are not. Only about 1 00 collisions of

interest per second are recorded. This

is still enough data to fi ll about 1 00,000

DVDs every year, per experiment.

The CERN Computer Center has about

35,000 processor cores, which corre-

sponds to only around 20 % of the com-

puting capacity needed for LHC data

analysis. CERN therefore works with the

Worldwide LHC Computing Grid. This

network integrates thousands of comput-

ers and storage systems in hundreds of

data centers worldwide to create a col-

laborative computing system that serves

a community of 10,000 physicists.

These physicists are processing the

data that has become available and are

watching closely as the LHC continues

to move towards it full capacity. First

results from experiments have already

been published, but it will take more

time and a higher energy level before

many of the bigger questions can be

answered. One of the fi rst major dis-

coveries expected is the Higgs particle.

The Standard Model, which describes the

particles in the universe and the forces

acting among them, has predicted the

existence of this particle as a mecha-

nism to explain particle masses. Calcu-

lations suggest that if it exists, it should

be visible in LHC experiments. Discov-

ery of the particle would be a big event

and it would provide strong support for

the Standard Model. The lack of such a

particle would challenge the Standard

Model, strengthening support for alter-

native theories.

Either way, the questions will not stop,

and CERN will be working to unite the

best in scientists and machinery to fi nd

the answers.

36 Outlook 02/2010

Event | Red Bull Stratos

“You have a scientifi c, stratospheric

balloon that is made of material that

is as thin as – if not thinner than – a

drycleaner bag, 1 0 times thinner

than a sandwich bag and 100 times

thinner than a party balloon. It’ s

basically like handling a drycleaner

bag that’s the size of a football fi eld,

without putting a hole in it. So now

we’re expecting this football-fi eld-

sized balloon that’ s as thick as a

drycleaner bag to carry the load of

the capsule – which is 2,500 pounds

including the capsule, the pilot, the

cameras and the electronics. It’s not

simple.”

Art Thompson, Technical Project Director

of the Red Bull Stratos Mission, is describ-

ing one of the many challenges involved in

the fi rst step of the planned jump from the

edge of space: getting Felix Baumgartner

up into the stratosphere. Baumgartner is

then going to exit the capsule at 120,000

feet and plunge headfi rst towards earth.

Freefalling from the stratosphere : A jump through the speed of sound

33336363633 OuOuututututttutututututOutOuO loololoolooloolooloooolooooooooooooooooooooooooooooooooooolooooooooolooooooooooooooooooooooookkkkkkkkkkkkkkkkkkkkkkkkkkk kkkkk k kkkkkk 0202/020202/002/02/02/02/2//02//02/22/022/2002//02/02/02/02///02/02///002/002/002/////020202//////02022/022/0202000002//2//2012012012012012012022020120120201002012011120101201120120122020101201120120120120120202012 120101112012012012012022012002012012220100102012222012010202201122012220120201222012012202022220111111122 111122 122 1111111222 12 100000000000000000000000000000000000000

01

02

01 The suit will equalize pressure, provide oxygen and protect Baumgartner from extreme temperatures

02 Felix Baumgartner, 41, has been parachuting since age 16

37Outlook 02/2010

He will be wearing a space suit that reg-

ulates pressure and provides him with

oxygen. He will assume the delta position

– head forward, arms and legs back in a

V-shape – in order to pick up momentum,

and if all goes well he will accelerate to

Mach 1 supersonic (approximately 6 90

miles per hour) in about 35 seconds.

The extreme conditions of the jump

require that most of the equipment – the

balloon, the capsule, the space suit, the

stabilization parachute – be specially

designed. The project has attracted top

experts from aviation and space programs

who have often been part of elite missions

and set world records. They are now run-

ning tests to ensure that the equipment

not only functions on its own, but also as

part of the total system. The most signifi -

cant aspect that cannot be tested is what

will happen to Baumgartner as he passes

through the sound barrier. The best-case

scenario is a smooth transition, during

which Baumgartner can take note of the

different forces affecting his body. The

worst-case scenario is clashing shock

waves that hurt him or damage his suit.

Red Bull Stratos Medical Director Jonathan

Clark does not anticipate serious problems.

“The expectation is that there will be very

little risk,” he says. “I won’t say no risk, but

little.” He points out that the air is much

thinner at the altitude where Baumgartner

is expected to cross the sound barrier,

and therefore shock waves should not be

as powerful as they would be at lower alti-

tudes. Clark also has faith in the space suit

Baumgartner will be wearing. He says that

similar suits, by the same manufacturer,

have been in worse scenarios, such as Mach

3 conditions following an aircraft breakup,

and they have maintained their integrity.

Baumgartner is ready for the risk. “Given

the many extremes I’ll be facing … I would

be foolish to think that nothing could pos-

sibly go wrong. However, I am confi dent

that we have prepared as carefully and as

thoroughly as we can, and that we’re using

the best technology available – to me that

makes the risk acceptable.” He looks for-

ward to the legacy of having contributed

to knowledge of aerospace safety and says

“if we knew for sure what happens to the

body at the sound barrier, there would be

little point in conducting this mission.”

The new challenge

The goal of this private mission, organized

by the energy-drink company Red Bull, is

to establish protocols, develop equipment

innovations and gather data to support the

next level of aerospace endeavors. It is

also, of course, to satisfy curiosity and set

a new record. The current record for a free-

01

01 The Capsule

38 Outlook 02/2010

fall is 102,800 feet. It was set in 1960 and

remains unbroken, despite a few attempts,

some of which have ended in death.

The 1960 jump was part of a project that

tested parachutes, pressure suits and

other equipment. It demonstrated the

feasibility of escape from an aircraft or

spacecraft at high altitudes and suggested

that a space walk was possible. This was

before manned space travel, and it was evi-

dence that such exploration was realistic.

Joe Kittinger, who set this record 50 years

ago, is now part of the Stratos project. He

will be Mission Control Center’s primary

point of contact with Felix Baumgartner

during the jump.

Baumgartner, now 41, began skydiving at

age 16 and later became part of the Aus-

trian military’s demonstration and compe-

tition team. He began performing for Red

Bull in skydiving exhibitions in 1 988 and

later also began BASE jumping (parachut-

ing from fi xed objects or landforms). In

1999 he set the world record for the low-

est BASE jump, from the 95-foot Christ the

Redeemer statue in Rio de Janeiro, Brazil.

He has also jumped off the Petronas Twin

Towers in Kuala Lumpur, Malaysia and the

Taipei 101 Tower in Taiwan, each of which

was the tallest building in the world at the

time of his jump.

In 2003 he jumped out of an airplane above

Dover, England, and fl ew the 2 2 miles

across the English Channel to Calais using

a carbon wing with a six-foot span. The

stratosphere presents new challenges for

Baumgartner. When he leaves the capsule,

the temperature will be about - 10 degrees

Fahrenheit, and it may get as cold as - 40

degrees during the supersonic portion of

his fl ight. These temperatures are not only

dangerous for him, but they can also affect

the functionality of equipment.

At about 1 00,000 feet above sea level,

where Baumgartner is expected to reach

the speed of sound, the air is only 1% as

dense as it is on the ground. This means

there is almost no oxygen to breathe. It

also means that if Baumgartner is not

protected, he could end up with one of a

number of altitude-related physiological

problems due to bubble formation in his

blood or tissues.

When Baumgartner approaches and

then breaks the sound barrier, there

Record holder

On August 16, 1960, Joe Kittinger

piloted the Excelsior III balloon to

102,800 feet and jumped out. While

freefalling for 4 minutes and 36

seconds, he reached the speed of 614

miles per hour and set four world

records. The year before, a jump had

gone wrong. One of his parachutes

had deployed early and wrapped

around his neck. He then entered a fl at

spin and was unable to pull his arms

inwards. He lost consciousness. His

reserve parachute deployed automati-

cally at 12,000 feet and saved his life.

Event | Red Bull Stratos

02

01

01 Joe Kittinger’s record-breaking jump in 1960

02 Kittinger will be in contact with Baumgartner during the jump mission, sponsored by the energy-drink company Red Bull

03 Joe Kittinger 03

39Outlook 02/2010

may be forces on his body that are dif-

fi cult or impossible to control. In addition

to shock waves, he may be faced with

extreme vibration caused by erratic air-

fl ow. The combination of extremely thin

air and high speed will also increase his

risk of entering an uncontrollable spin.

The equipment

Baumgarter will spend about 2.5 hours

ascending in a pressurized capsule

attached to a huge helium-fi lled balloon.

The interior of the capsule is a six-foot

sphere that contains instruments and

displays. If unexpected conditions make

it unsafe for Baumgartner to jump once

he has reached altitude, he will also be

able to descend inside the capsule. If he

does jump, the capsule will return to the

ground with the aid of three parachutes.

Once Baumgartner leaves the capsule, he

will be dependent on his space suit. This

suit will protect him from extreme tempera-

tures and will also feed him 100 % oxygen

through the oral-nasal cavity in the helmet.

The suit is pressurized to the equivalent of

35,000 feet. This is a fairly low pressure.

The cabins of commercial airliners, for

example, are pressurized to the equivalent

of 8,000 feet or less. The pressure in the suit

would not be enough to protect him from all

altitude-related maladies, but in combina-

tion with the pure oxygen that Baumgartner

will be breathing for 2 hours before and dur-

ing the mission, he should be safe.

If the suit were kept at a higher pressure,

Baumgartner would have less mobility.

The Stratos team decided that the risk

“Some people have said, ‘Why

not just take a plane and fl y up

to altitude ?’ The problem is,

jets don’t go up to that altitude.

The only way of getting there

is either a balloon – a scientifi c

balloon that’s capable of it –

or a rocket.”

– Art Thompson

Red Bull Stratos Technical

Project Director

01 Cave jumps require perfect timing02 Baumgartner has done more than

2,000 skydives03 In 2003, Baumgartner used a

carbon wing to glide across the English Channel

03

01 02

40 Outlook 02/2010

caused by the low pressure was less than

that which would be posed by reduced

mobility. When Baumgartner leaves the

capsule, for example, he will have to

follow a set pattern of movements to attain

an optimal position, because for the fi rst

25 to 30 seconds of his fl ight, the air will

be so thin that it will offer too little resis-

tance for him to adjust his position using

air fl ow. A bulkier pressure suit would

make these movements more diffi cult.

Baumgartner will carry monitoring, track-

ing and communications equipment in a

chest pack. He will also wear a wrist mon-

itor that will show his speed and direction.

If all goes according to plan, Baumgartner

will only use one parachute, which he will

deploy at about 5,0 00 feet. He will also

have a reserve parachute that will deploy

automatically at 2,5 00 feet if needed.

Baumgartner will have a special handle to

cut away the reserve parachute, because

if it were to open high in the stratosphere

and delay his descent, he might run out of

oxygen before he reached breathable air.

A small parachute used for stabilization

(a drogue parachute) will be the fi nal

element of the system. This chute will

only be deployed if extra stabilization is

needed, and it was specially designed to

be functional at supersonic speed. It has

a G meter that measures centrifugal forces

and their duration. If Baumgartner were to

go into a spin and exceed 3.5 Gs for 6 con-

secutive seconds, the chute would open.

The human element

Baumgartner’s excellent physical condi-

tion is also important for the mission. In

addition to giving him strength vital for

maintaining his position in the air, the

fi tness means that he is able to use oxy-

gen effectively and tolerate lower oxygen

conditions. The BASE jumper will also

profi t from his ability to stay calm. “One

of the things we have noticed in the fl ight

test program is that he just doesn’t get

phased by things,” says Clark. “He has a

very resilient personality.”

During the jump Clark will be monitor-

ing Baumgartner’s heart rate, respiratory

rate and body temperature. He will also

get clues about the jumper’s well-being

from two-way radio contact and from

cameras inside the capsule. When the

mission is completed, Clark will take notes

on Baumgartner’s experience as he went

through the sound barrier. “I am interested

in his perception,” says Clark. “Did he feel

Mach rumble ? Did his fi ngers tremble ?

Was it hard to maintain body position ?”

Currently Baumgartner is training in an

altitude chamber, a cold chamber and a

wind tunnel, as well as beginning suc-

cessively higher jumps from helicopters

and balloons. The exact date for the jump

has not been set. The project refers to

120,000 feet as a “manageable altitude,”

and if this mission goes well, the team

may be looking to go higher.

Event | Red Bull Stratos

01 Equipment is tested on its own, and then as part of the total system

02 Baumgartner will spend about 2.5 hours in the capsule during ascent

03 Testing Baumgartner’s physical condition

04 Jump training05 Baumgartner will be made

as familiar as possible with all aspects of the jump

04

03

01 02

05

41Outlook 02/2010

42 Outlook 02/2010

On a sunny afternoon in July , seven

sommeliers sat in the coffee tasting

room at Nespresso’ s main factory .

The mood was serious as they tried

to identify malty notes in a Costa

Rican coffee and decide whether the

Ethiopian variety was more fl owery or

fruity. Sommeliers specialize in wine

and traditionally they maintain re-

staurant wine lists, pair foods with

wines and give customers advice.

Nespresso brought these sommeliers

to its factory in A venches, a small

Swiss town north of Lake Geneva, to

broaden their understanding of the

subtleties of coffee and increase

their familiarity with the company’ s

line of gourmet coffees.

The sommeliers were given a chart that

grouped fl avors into families, such as

vegetal, chemical, carbony, sweetish

and fruity/fl oral. For each coffee, the

sommeliers were asked to assign a fam-

ily and then choose a dominant fl avor.

Some of the fl avors were what one might

expect – herbal, cocoa, caramel, citrus,

nuts. Other fl avors, such as green peas,

Gourmet | Nespresso

Spreading gourmet coffee one capsule at a time

43Outlook 02/2010

pencil shavings, mushrooms, raw potato

and rubber, were more surprising. The

group gained a fi rst impression of each

coffee by smelling the dry grounds. The

coffee had been partially roasted, but

not fully, because it is easier to discern

subtle fl avors in an incomplete roast.

For the second stage of the tasting, hot

water was added to the grounds, and the

sommeliers smelled the brew. They did

this by swirling the coffee in the pot, then

quickly lifting the lid and smelling the

liquid that had condensed.

Next, they tasted the coffee with a heavy

silver spoon. Silver has a neutral taste and

preserves temperature. The suggested

method for tasting from the spoon is to

inhale at the same time that one slurps

up the liquid. When the experts do this, it

sounds like a short vacuum-cleaner burst.

The coffee is kept in the mouth briefl y,

then spit out.

The sommeliers were relatively new to the

fi eld of coffee, but they were well-practiced

at using their senses to detect fi ne nuances.

The acts of pouring, mixing and smelling

were elegant, and it was almost impossible

to distinguish between the visitors and the

professional coffee tasters helping them.

The capsule system

After the tasting, the sommeliers went

to the next room to make espressos in a

traditional barista machine. They experi-

mented with various amounts of coffee and

different ground sizes, which infl uenced

the thickness and taste of the resulting

drink. Nespresso wanted the sommeliers

01 Preparation for a tasting02 Alexis Rodriguez (on the

right) often leads tastings03 First impressions are gained

through smell

03

02

01

44 Outlook 02/2010

to see how strongly the fi nal cup of coffee

varied based on the details of its preparation.

The Nespresso system is designed to con-

sistently provide a premium cup of coffee.

To do this, the company seeks to control

almost every part of the chain until a fi n-

ished cup of coffee rests in the hands of

the consumer.

The coffee comes in capsules. The small,

colorful aluminum pods are put into

machines that contain a patented Nes-

presso system. The consumer just has to

make sure there is water in the machine,

open the “jaw”, put in a capsule, close the

machine and press a button. The process is

fast and easy, and the product is consistent.

The idea of coffee in single-serving pack-

ages that are inserted directly into a

machine was new in 1970, when the

Swiss food-and-beverage giant Nestle

began developing capsules. The company

registered its fi rst patents in 1 976 and

continued to focus on research and devel-

opment until, in 1985, the time was right

to test the market. Machines were placed

in Swiss offi ces, and after these received

a positive response, the Nespresso revved

up the marketing side of its business.

The company developed a customer ser-

vice concept based on membership in

the Nespresso Club. This system allowed

members to call 24-hours a day to ask for

advice about coffee, to place orders, or to

enquire about diffi culties with a machine.

The direct contact with customers also

allowed Nespresso to provide personal-

ized services and to adjust its marketing

to consumer preferences.

Nespresso expanded from Switzerland

into Italy and France, then grew its

business to include sales in 50 coun-

tries. The company has two units, one

focused on home use and one geared

towards businesses such as offi ces, res-

taurants and airlines. Over the past ten

years, growth has averaged 30 percent,

making Nespresso the fastest growing of

what Nestle calls its “billionaire brands”

(those with over 1 billion Swiss francs

– about $960 million – in revenue.) In

Nespresso in your aircraftFor those who want an espresso in the

sky, Jet Aviation can install special

Nespresso machines in business jets.

These machines are certifi ed as airwor-

thy and have gone through numerous

tests. Over the past few years, most

owners of large business jets having a

galley installed by Jet Aviation

have requested a Nespresso machine.

The most popular brand has been

Aerolux, which accepts the same 16

Nespresso capsules that customers

have in their homes.

Iacobucci HF also makes airworthy

Nespresso machines, and these

models use the fl atter, round capsules

that are part of the line Nespresso

usually sells to businesses.

Gourmet | Nespresso

45Outlook 02/2010

2009, about 10,000 cups of Nespresso

were consumed each minute, which

led to sales of 2.77 billion Swiss francs

(about $2.6 billion).

The coffees

Nespresso has 16 coffees for home use –

some of them blends and some from a

single country of origin – and 8 coffees

for machines used in businesses. Twice

a year, the company also puts out a lim-

ited edition blend.

“These blends take about two years to cre-

ate,” says Nespresso green coffee man-

ager Alexis Rodriguez. “Marketing gives

us some guidelines, and then we go to the

database.” This database lists 17 descrip-

tors for each coffee and allows the green

coffee experts to identify several varieties

that might be suited for the blend. Proto-

type blends are made and then tasted by

the creators, as well as by both an internal

panel of experts and an external panel.

The special edition this autumn is Kazaar. It

is Nespresso’s strongest coffee yet – 12 on

a scale that previously went to 10. The extra

strength was achieved with new grinding

technology that enabled more coffee to be

placed in the capsule. While blends are

traditionally made from mostly Arabica

beans, Kazaar is 80 percent Robusta. The

company suggests Kazaar be served as

a ristretto (25 ml) for maximum intensity,

though it can also be served as an espresso

(40 ml) for a smoother coffee. One o f the

fi nal stages in planning a special edition

coffee is to ensure that the harvest times

of the varieties chosen will coincide with

the coffee release, and that there will be

enough of the required beans available at a

high quality. The World Bank classifi es 10

percent of the coffee on the world market

as “gourmet,” and Nespresso says it will

accept about 1 0 percent of this segment.

As worldwide demand for gourmet cof-

fee increases, and Nespresso itself grows

rapidly, there is concern about access to

a suffi cient amount of quality coffee. The

company’s need for premium coffee has

led to a program with the potential to ben-

efi t many coffee-growing areas. Nespresso

wants consistent quality over the long

01 02

03 04 05

01 The coffee harvest 02 Coffee beans are actually seeds surrounded by a berry03 Beans are brought to Switzerland for roasting04 The World Bank classifi es 10% of coffee as “gourmet”05 As Nespresso grows, it must secure a reliable supply of high-quality coffee

46 Outlook 02/2010

term. The company has agronomists who

train instructors to assist farmers in the

adoption of techniques and materials that

will improve their coffee. This is a signifi -

cant investment, and Nespresso wants to

be able to work with these farmers for

many years. This will only be possible if

the farmers farm sustainably, and thus it

becomes in Nespresso’s interest for their

producers to work in an environmentally

and socially sustainable way.

To encourage this, Nespresso has part-

nered with the non-governmental organi-

zation The Rainforest Alliance and pays a

premium to farmers who meet the NGO’s

criteria and become Rainforest Alliance

Certifi ed Farmers. Nespresso sets criteria

for quality, the Rainforest Alliance sets

criteria for sustainability, and Nespresso

provides incentive through higher pay-

ments. Nespresso then benefi ts from a

larger, more consistent supply of high-

quality coffee. The company currently

buys just over 5 0 percent of its beans

from such farms and aims to raise this

portion to 80 percent by 2013.

Consistency

After the day at the Nespresso factory,

the sommeliers were taken to a nearby

restaurant for a tasting of Swiss wines.

For this hour there was no talk of cof-

fee – the sommeliers focused all their

attention on the beverage they had

studied for years. The sommeliers were

interested and seemed to like most of

the wines. They also seemed tired after

Gourmet | Nespresso

03

02

01

01 Nespresso factory in Avenches, Switzerland

02 Coffee is sealed in capsules to keep out air and light

03 All Nespresso capsules are made in Switzerland

04 For many, George Clooney is the face of Nespresso

47Outlook 02/2010

a day of testing their skills on the subtle-

ties of coffee.

During the dinner that followed the tast-

ing, Fred Brugues, sommelier at Sketch, a

French restaurant in London that belongs

to star chef Pierre Gagnaire, talked about

why he chose Nespresso for the res-

taurant. He says he made the change

because he wanted consistency. “Some-

times we are very busy, and sometimes

a customer orders a third espresso at 2

a.m., when the staff member who made

the fi rst coffees has gone home. I wanted

something that would guarantee consis-

tent quality and taste in every situation.

In a Nespresso capsule, the ground size

and the volume of coffee are optimized

to go with the temperature and pres-

sure of the water in Nespresso coffee

machines. The combination is meant to

best bring out the fl avors in the coffee.

In order to ensure that the fl avors in

each of the 16 capsules are consistent,

the company has to pay attention to a

multitude of factors. The characteristics

of a coffee bean are the result of the

type of coffee tree that produced it, in

addition to factors such as soil type, sun

exposure and water availability. The fl a-

vor of the bean will also be shaped by

the timing of its harvest, how it was dried

and how it was transported.

There is then an ideal time for the bean

to be roasted. If it is roasted too early, the

George ClooneyThe actor, director and producer

George Clooney has been

appearing in Nespresso ads (in

Europe, South America, the

Middle East and Asia) since 2006.

This association seems to have

gone deep into the public

conscience. If you mention that

you are writing about Nespresso,

most people in Switzerland

immediately ask, “Are you going

to meet George ?” And when

a Nespresso employee held a

“Nespresso” sign while waiting

for sommeliers at the Geneva

airport, she was repeatedly

asked whether she was waiting

for George.

In ads, Clooney is suave, enamo-

red of Nespresso coffee and

surrounded by beautiful women.

The camera lingers as he

watches the last drop plunging

from the machine into the

perfect crema on the coffee in

his cup. Chris Bates, a

British brand expert, told the

New York Times that Clooney

was a good match for Nespresso

because he has “principles

and values and a discerning

playboy-esque lifestyle.”

04

48 Outlook 02/2010

acidity will not be vivid enough, leaving the

coffee less aromatic. If it is roasted too late,

it may have taken on unpleasant fl avors.

The temperature and duration of roasting

also infl uence taste. A fi nal consideration

is that the coffee should not be exposed

to oxygen or light, as both will change

the fl avor. This is why Nespresso coffee

is hermetically sealed in capsules until

the moment it goes into a coffee machine.

More tasting

The next morning, the sommeliers went

back to the tasting room and sampled

the fully roasted fi nal product. This time

they not only identifi ed fl avors but also

evaluated the coffee’s crema. This layer of

froth on top of the coffee gives insight into

factors such as freshness and roast. Nes-

presso is proud of its crema, and the layer

features prominently in advertisements.

The sommeliers were then shown the Nes-

presso method of rating food and drink for

harmonizations. As a sommelier would pair

a wine with a certain dish, Nespresso taste

experts have worked out coffee pairings for

chocolate, liqueur or mineral waters. The

company has put this information, as well

as guidance for the evaluation of coffee,

into a book – the Nespresso Coffee Codex.

The sommeliers practiced evaluating the

harmonization between various espressos

and chocolate. They were not just given any

chocolates, but rather Nespresso choco-

lates. These sweets are part of the compa-

ny’s expanding line of coffee accessories.

The Boutiques

Nespresso capsules must be purchased from the company itself. This can

be done on the phone, over the Internet or in one of the 200 boutiques

around the world. The boutiques are elegant, communicating the lifestyle

Nespresso equates with its “art of espresso.” The boutiques not only sell

capsules, but also coffee machines and a wide variety of coffee accessories.

Some boutiques, such as the one in Lausanne, Switzerland, have a coffee

bar. There are various hot and cold coffee drinks on the menu, and for each

there is a coffee type suggested to provide a strong fl avor and one recommended

for a milder taste. It is, however, possible to request any of the 16 coffee

types in the drinks. There is also a special coffee drink each month that has

been developed by one of the baristas. In July of this year, the drink was a

layered creation with Blue Curacao syrup at the bottom, then passion-fruit

soda, and fi nally a shot of Rosabaya de Colombia on top.

Gourmet | Nespresso

The Nespresso Boutique Bleicherweg in Zurich, Switzerland – Boutiques allow the company to come in contact with its customers.

49Outlook 02/2010

Nespresso is not just selling a coffee,

it is selling a way of life. The corporate

brochure explains, “With their gleaming

colors, Nespresso Grand Cru capsules

stand out like rare jewels and objects of

pleasure embodying intense and unique

experiences and an inimitable lifestyle.”

While not everyone is looking for a life-

style based on “the art of espresso,” few

would deny that Nespresso has livened

up coffee culture in many homes and

offi ces. A family or workplace can now

easily have 16 different coffees on hand,

3 of them decaffeinated. This means

that an individual can try all the fl avors,

develop favorites and adjust his choices

to fi t his mood or the time of day. Various

storage devices for capsules decoratively

display the bright assortment of colors,

and people seem to react strongly to the

colors, often referring to the capsules by

color rather than by name.

Nespresso has also made gourmet coffee

available in places where it was previously

diffi cult to provide it. In offi ces and air-

planes, for example, where infrastructure

and time constraints often made it imprac-

tical to provide good coffee, Nespresso

makes this fast and easy. In homes, where

people could experiment with coffee vari-

eties and grinds, they often do not take

the time. Nespresso has provided an easy,

high-quality alternative.

01 There are 16 capsules made for home use

02 The Nespresso Coffee Codex explains coffee pairings for chocolate, liqueur and water

03 Nespresso boutiques celebrate color

04 In some boutiques, customers can make a cup of coffee to test Nespresso machines

04

03

01

02

50 Outlook 02/2010

Jet Aviation | Inside

Midcoast Aviation rebrands to Jet Aviation St. Louis, Inc.

In a move designed to better serve clients,

grow business and unify Jet Aviation‘s

brand footprint around the world, the

Midcoast Aviation operation in St. Louis,

Missouri, will be rebranded Jet Aviation

St. Louis, Inc. effective January 1, 2011.

Jet Aviation and Midcoast Aviation stra-

tegically complement one another and

together are one of the leading providers

of completions, maintenance and modi-

fi cations in the world.

Over the past several years, signifi cant

investments have been made in the

St. Louis operation. A 145,000-sq-ft

hangar was built in late 2008 to expand

the company’s current service offering

to include narrow-body completions and

refurbishment. The facility also has been

readying itself for narrow-body projects by

seeking FAA and OEM approvals and by

sending technicians for training on nar-

row-body airframes and working closely

with their Jet Aviation Basel counterparts.

The identity change is the next step

in a logical progression to supplement

Jet Aviation‘s completions center in

Basel, Switzerland, which is at capac-

ity for narrow-body completions. The

organization has been working towards

developing an additional resource for

performing this work.

Another key compentency of Midcoast

Aviation is providing MRO services to

operators of top-tier aircraft: Challeng-

ers, Falcons, Hawkers, Globals and

Gulfstreams. From simple inspections

to complex repairs, the company has a

reputation for MRO excellence, as does

Jet Aviation. Rebranding the opera-

tion makes it a more unifi ed part of the

Jet Aviation glboal maintenance service

network as well.

The St. Louis facility began operating

in 1971 and it employs nearly 1,000

people. The company was acquired by

Jet Aviation in 2006. Today, Midcoast

Aviation is recognized as one of the

most respected independent service

providers in the U.S. with an outstanding

reputation for quality in its completions

and MRO businesses.

Contact:

Midcoast Aviation

(Jet Aviation St. Louis, Inc.,

effective January 1, 2011)

Tel. +1 800 222 0422

Tel. +1 618 646 8000

Fax +1 618 646 8877

info@midcoast-aviation.com

The FBO Lobby

51Outlook 02/2010

Jet Aviation Basel delivers three aircraft and signs four narrow-body completions agreements

Two newly-completed Airbus 319CJs

were recently delivered to Monaco-

based Boutsen Aviation by Jet Aviation

Basel. In addition, the company has

delivered a Boeing 737-800 to an undis-

closed customer. All three aircraft were

designed by the company’s in-house

interior design studio.

Jet Aviation Basel also has signed agree-

ments with clients from the Common-

wealth of Independent States (CIS) and

the Middle East for the VIP cabin interior

completions of two Airbus 319CJ and two

BBJ3 aircraft.

The spacious cabin interiors of two of

the aircraft will be designed by the Basel

in-house interior design studio. Layouts

for all the aircraft include living and

dining areas and private bedrooms with

en-suite bathrooms.

One narrow-body aircraft is already

onsite in Basel; the other aircraft are

expected to arrive within the next few

months.

Contact:

Jet Aviation Basel

Tel. +41 58 158 4111

Fax +41 58 158 4004

jbsl@jetaviation.ch

01

02

01 View of the lounge and dining area of the A319 CJ02 View of the bedroom to make-up table with bathroom on the left

52 Outlook 02/2010

Jet Aviation | Inside

By the end of the year, Jet Aviation will be

providing FBO services in Jeddah from

a new, state-of-the-art private aviation

facility at King Abdulaziz International

Airport. The new FBO building, located

north of Jeddah, offers fast access

to King Abdullah Economic City and

the King Abdullah University. The

3,000-square-meter facility incorpo-

rates an innovative passenger fl ow sys-

tem. Arrivals, departures and luggage

handling functions occur in different

zones to provide faster turn times, better

security and enhanced privacy.

The new and larger FBO will allow the

company to expand its line and main-

tenance service capabilities, and offer

enhanced passenger comforts including

hot and cold snacks, a newspaper ser-

vice offering nearly 1,000 different daily

and monthly publications and a 24-hour

shuttle to Jeddah’s international terminal.

Contact:

Jet Aviation Jeddah

Tel. +966 2 685 0400/01/02

Fax +966 2 685 0405

jjed@jetaviation.com.sa

Jet Aviation moves into new FBO facility in Jeddah

34C

34R34L

16R

16L

12,106 × 148 H

10,827 × 197 H

12,467 × 197 H

16C

Old location

01 View of the main entrance with Jet Aviation on the left

02 The arrival and immigration area03 The public lounge is still under

construction

02

01

03

53Outlook 02/2010

Sarasin Swiss Open Polo Championships Zurich 2010

Jet Aviation was part of the annual Sarasin

Swiss Open Polo championship, which

was held on August 28 and 29 near Zurich,

Switzerland. Over the last ten years, the

event gained national recognition and

boosted its international profi le. Today,

the event is one of Switzerland’s leading

polo tournaments, attracting some of the

top players in the world.

Jet Aviation was represented with a booth

to promote its charter services, and the

company invited customers to attend the

ALL Star Game and the gala dinner as

well as the semi-fi nal and fi nal games of

the championships.

Contact:

Jet Aviation Business Jets

Charter EMEA & Asia

Tel. +41 58 158 8686/60

Fax +41 58 158 8685

charter.europe@jetaviation.ch

01

01 Polo, known as the “sport of kings,” is one of the oldest team sports in the world. It requires precision and strong mutual trust from both the players and horses.

02 Inside the VIP tent03 Jet Aviation booth

02

03

54 Outlook 02/2010

Jet Aviation expands services in Moscow

Jet Aviation celebrates in Brazil

Since the company became a legal Rus-

sian entity in May 2010, Jet Aviation

Moscow has continuously expanded

its service offerings. The company now

offers base and line maintenance to

Challenger CL300 and Gulfstream G200

aircraft under its EASA 145 maintenance

approval. The operation also received

Cayman CAA maintenance approval.

Jet Aviation became the fi rst global busi-

ness aviation maintenance company to

have entered the Russian market when

it opened its operation at Moscow’s Vnu-

kovo airport in November 2007. Today,

the company remains the only MRO

provider to serve the business aviation

community in the greater Moscow area.

Since 2009 it has expanded its offerings

to include 24/7 line maintenance and

AOG support as well as providing services

to Domodedovo, Sheremetyevo and other

Russian airports.

Contact:

Jet Aviation Moscow Vnukovo

Tel. +7 495 662 1350

Tel. +7 963 644 8969 (24 hours AOG)

Fax +7 495 662 1351

jvko@jetaviation.ru

This year’s LABACE convention, held from

August 12 – 14, in São Paulo, turned out

to be the perfect venue for Jet Aviation

to celebrate its 5 years anniversary in

Brazil and to underscore its commitment

to developing business in the region. The

company treated customers, vendors

and friends at a private reception during

LABACE.

For fi ve years, Jet Aviation has been pro-

viding charter and aircraft management

services in São Paulo and has expanded

its charter team in the region to cope with

the demand for international travel to and

from Brazil. Charter clients have access

to a fl eet of jet aircraft from Citation CJ3s

to Gulfstream G550s, one of which is

managed by Jet Aviation, a growth area

for the company.

To complement the fi rm’s service offering

in Brazil and Latin America, Jet Aviation

also established a maintenance and FBO

operation in 2009 at Sorocaba airport,

some 87 kilometers (54 miles) from the

city center of São Paulo.

Contact:

Jet Aviation São Paulo

Aircraft Management and Charter

Tel. +55 15 5053 3508

Fax +55 11 5053 3507

jcgh@jetaviation.com.br

Jet Aviation Sorocaba

MRO and FBO

Tel. +55 15 3414 6100

Fax +55 15 3414 6109

jsod@jetaviation.com.br

Jet Aviation | Inside

55Outlook 02/2010

“Wyvern Recommended”

Jet Aviation sponsors Challenge Air

Jet Aviation’s charter and aircraft man-

agement company for the Americas,

Jet Aviation Flight Services, Inc., passed

Wyvern’s rigorous auditing standards for

air safety and received the designation

“Wyvern Recommended.” Wyvern is the

global leader in aviation safety auditing,

consulting and information services.

Jet Aviation, which became a U.S.

Part 135 Air Carrier in October 2009,

was audited by Wyvern in all aspects

of its air charter operations including

company background, safety record,

incidents, Safety Management System

(SMS), company manuals, security and

crew records.

Information on Jet Aviation Flight Services

is now included in the Wyvern Report,

an online service for potential clients,

and can be obtained at wyvernltd.com

and charterx.com. Earning the “Wyvern

Recommended” designation requires

a safety evaluation that scrutinizes Part

135 charter operators in all areas of their

operations. Because of their strict safety

policies, “Wyvern Recommended” air

carriers are the vendor’s choice for many

clients and brokers worldwide.

Challenge Air was founded in 1993 by Rick

Amber who had a vision to share his love

for aviation with physically-challenged chil-

dren. Amber became a quadriplegic at the

age of 26 during an unfortunate landing

attempt that caused his jet to crash. Amber

realized he still had a passion for aviation

regardless of his physical disability.

Challenge Air came to life when Amber

took a group of disabled children for a

fl ight. Their reactions to the experience

compelled him to establish an organiza-

tion to provide children with special needs

the chance to experience aviation. Amber

believes that every disabled person should

see the world from a different view…out of

their wheelchairs and in the sky.

Jet Aviation is a signifi cant supporter of

Challenge Air and has raised funds for

the organization over the years. Recently,

Jet Aviation Dallas donated offi ce space to

Challenge Air at Love Field Airport. Chal-

lenge Air moved into its new location and

has been working towards remodeling its

new home.

Contact:

Jet Aviation Flight Services

Charter The Americas

Tel. +1 201 462 4100

Tel. +1 800 736 8538

Fax +1 201 624 7338

charter_usa@jetaviation.com

Contact:

Jet Aviation Dallas

Tel. +1 214 350 8523

Tel. +1 800 966 2378

Fax +1 214 350 5188

jdal@jetaviation.com

Chris Todtenhausen, Director of Jet Aviation FBO Dallas, with Cindy Waggoner and Joseph Montag, who run Challenge Air today

56 Outlook 02/2010

Jet Aviation | Inside

Midcoast Aviation recently completed a

major workscope for a Dassault Falcon

2000 customer that combined main-

tenance, avionics upgrades, interior

refurbishment, paint and a full-range of

backshop support.

The extensive maintenance of the aircraft

included major inspections, scheduled

maintenance, service bulletin compliance

and repairs. The partial soft goods pack-

age incorporated fabrics, leathers and

fl ooring that complemented existing cabin

elements the customer wished to retain.

Of special note, this was the fi rst Dassault

Falcon 2000 in the fl eet to be upgraded

with a Wide Area Augmentation System/

Localizer Performance with Vertical Guid-

ance (WAAS-LPV) which replaced the

existing fl ight management system.

The aircraft also underwent a complete

strip and paint, the fi rst at Midcoast using

high solids paint and a new electrostatic

application process. This technique

allows for better paint adhesion and

removes hazardous chemicals from the

process.

Contact:

Midcoast Aviation

Tel. +1 800 222 0422

Tel. +1 618 646 8000

Fax +1 618 646 8877

info@midcoast-aviation.com

Jet Aviation Bedford and Teterboro relaunch Jet Response maintenance services

Dassault Falcon 2000 upgraded from cockpit to cabin

maintenance truck also contains a fully

functional workshop and benches. From

this, Jet Aviation is able to provide its vast

maintenance capabilities and routine and

unscheduled maintenance services on all

major business jet models both on and

off site. Jet Aviation and sister company

Midcoast Aviation also dispatch crews to

support clients all across the country.

Contact:

Jet Response Hotline:

Tel. +1 877 538 4357 (JET HELP)

Jet Aviation Teterboro

Tel. +1 201 462 4026

Tel. +1 800 538 0832

Fax +1 201 462 4009

jteb@jetaviation.com

Jet Aviation Boston/Bedford

Tel. +1 781 274 0030

Tel. +1 800 538 0233

Fax +1 781 274 7916

jbed@jetaviation.com

At the FBO facilities in Bedford and Teter-

boro, Jet Aviation is relaunching its mobile

maintenance service, Jet Response.

Designed as a “to-go” service, the Jet

Response program enhances aircraft

maintenance through a mobile operation.

The service is facilitated locally through

response vehicles, equipped with lift gates

that allow technicians to transport equip-

ment that may require repairs. The mobile

57Outlook 02/2010

Teterboro welcomes NBAA Regional Forum

On June 10, 2010, Jet Aviation hosted the

NBAA Regional Forum at its Teterboro,

N.J. facility. The show attracted close to

1,900 visitors, 90 indoor exhibitors and

30 static displays; surpassing records set

by previous forums.

Jet Aviation and its subsidiary Midcoast

Aviation featured a 360 degree, 20 x 20

booth designed to give prospects a unique

view of the company’s various lines of

businesses and capabilities, including

aircraft management and charter, FBO,

maintenance and staffi ng services.

On the evening before the Forum,

Jet Aviation held a special Pre-Event

reception for selected guests, which

included clients, tenants and friends.

The evening celebrated the business

aviation industry, as well as served to

express appreciation to the company’s

business partners.

Jet Professionals launches Benefi ts Connection program

Benefi ts Connection is a new product

offered by Jet Professionals that is

designed to help reduce health care costs

and produce long-term savings for small

and mid-sized businesses in the aviation

and aerospace industry. The program

offers insurance from nationally-recog-

nized health care providers.

Small to mid-size business aviation com-

panies will benefi t most from the new

Business Aviation Captive and Broker

Service Model programs.

Employer may expect 10 to 30 percent

savings over traditional fully-insured

plans when joining the captive. The all-

inclusive Broker Service Model consists

of a menu of services including consult-

ing, employee advocacy, communication

and education, compliance, benefi ts

administration, and health and wellness.

Contact:

Jet Aviation Teterboro

Tel. +1 201 462 4000

Tel. +1 800 538 0832

Fax +1 201 462 4005

jteb@jetaviation.com

Contact:

Jet Professionals, LLC

Benefits Connection

Tel. +1 732 256 4923

Tel. +1 800 441 6016

Fax +1 201 462 4081

benefitsconnection@jet-professionals.com

Outlook Magazine 02/2010

Published by:Jet Aviation Management AGPeter G. Edwards, PresidentP.O. Box 229CH-8058 Zurich Airport I SwitzerlandTel. +41 58 158 8888 I Fax +41 58 158 8885jmgt@jetaviation.com

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

Editor-in-chief:Heinz R. Aebi

Authors:Stephanie Schwartz, Heinz R. Aebi, Ann Hein, Jelyne Surat

Photography:Marsha Jorgensen/ Tumble Fish Studio, Wikimedia Foundation Inc.,The State Museum-Preserve TSARSKOYE SELO, Lysann Morgenstern E.ON Ruhrgas AG, Birgit Winter, Vladimir Kolobov/iStock.com, www.montreuxmusic.com, Lionel Flusin, Daniel Balmat, Adam Glinski, Montreux Jazz Festival Foundation, Charly Rappo, Maximilien Brice, Ferdinand Schmutzer, CERN, CERN AC Team, Michael Hoch, Laurent Guiraud, Schweiz Tourismus, Lucia Degonda, Luke Aikins, Sven Hoffmann, Garth Milan, Ted Strong, Red Bull Photofi les, Bernhard Spöttel, Helmut Tucek, David Clark, Oneclearvision, Nestlé Nespresso S.A., Pierre Boss, Nespresso Boutique, Zurich, RockAndRoll Agency/Coca-Cola, The Coca-Cola Company, The World of Coca-Cola, The Coca-Cola Company Archives, Büro 10 Concept and design:Publicis Werbeagentur AGZurich I Switzerland

Printed by:Sommer Corporate Media GmbH & Co. KGWaiblingen I Germany

Print run:30,000 copies

Orders:jmgt@jetaviation.ch

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

Advertising inquiries:For all advertising inquiries please call Heinz R. Aebi in EMEA at +41 58 158 8890 or e-mail heinz.aebi@jetaviation.ch

© Copyright 2010 Jet AviationAll rights reserved.

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

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

Bombardier builds them. Three families of high-performance business jets – Learjet, Challenger and Global – that consistently outpace, outclass and

outperform the competition. Only Bombardier offers the complete range of business aviation services, from Flexjet* fractional ownership and Skyjet* on-demand charter , to our world-class training and service networks. Responding to your every need, Bombardier provides solutions that constantly meet and exceed the expectations of the world’ s most discerning travelers. Bombardier: Generations Ahead, Worlds Above.

Instruments for Professionals. More than a slogan, it’ s a vocation. Or obsession is quality. Our goal is performance. Day after day , we consistently enhance the sturdiness and functionality of our chronographs. And we

submit all our movements to the merciless scrutiny of the Swiss Offi cial Chronometer Testing Institute. One simply does not become an aviation supplier by chance.

Credit Suisse AG is one of the world’ s leading fi nancial services providers and is part of the Credit Suisse group of companies. As an integrated bank, Credit Suisse offers clients its combined expertise in the areas of private banking,

investment banking and asset management. Credit Suisse provides advisory services, comprehensive solutions and innovative products to companies, institutional clients and high-net-worth private clients globally, as well as to retail clients in Switzerland. Credit Suisse is headquartered in Zurich and operates in over 50 countries worldwide. The group employs approximately 47,600 people. www.creditsuisse.com

Dassault Falcon is part of Dassault A viation, a leading global aerospace company. Since the rollout of the fi rst Falcon 20 in 1963, over 2000 Falcon jets have been delivered to more than 65 countries worldwide. The family of

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

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

Gulfstream has produced some 1 ,800 aircraft for customers around the world since 1 958. To meet the diverse transportation needs of the future, Gulfstream offers a comprehensive fl eet of aircraft, comprising the wide-cabin, high-speed Gulfstream G 150®; the large-cabin, mid-range Gulfstream G200 ®; the new large-cabin, mid-range Gulfstream G250®; the large-cabin, mid-range Gulfstream G350®; the large-cabin, long-range G450®; the large-cabin, ultra-long-range Gulfstream G500®; the large-cabin, ultra-long-range Gulfstream G550 ® and the ultra-large-cabin, ultra-long-range G650 ®. Gulfstream also offers aircraft ownership services via Gulfstream Financial Services Division and Gulfstream Pre-Owned Aircraft Sales®.

H.Moser & Cie: Passionately Different. In 2010, H.Moser & Cie, will mark its 5th year after the relaunch in 2005. During that short time our Schaffhausen-based company with now over 60 employees, has attracted a discerning,

international following with an award-winning collection that focuses on revolutionary innovation within, while outwardly projecting cool confi dence. H. Moser & Cie. combines traditional, high-class watchmaking with technical innovations into timeless, elegant watches. www.h-moser.com

Julius Baer is the leading Swiss private banking group, with an exclusive focus on servicing and advising private clients. Julius Baer ’s total client assets amounted to CHF 241 billion at the end of 2009. Bank Julius Baer

& Co. Ltd., the renowned private bank with origins dating back to 1890, is the principal operating company of Julius Baer Group Ltd., whose shares are listed on the SIX Swiss Exchange (ticker symbol: BAER) and form part of the Swiss Market Index (SMI), which comprises the 20 largest and most liquid Swiss stocks. Julius Baer employs a staff of over 3,000 in more than 20 countries and some 40 locations, including Zurich (head offi ce), Buenos Aires, Dubai, Frankfurt, Geneva, Hong Kong, London, Lugano, Milan, Moscow and Singapore. For more information visit our website at www.juliusbaer.com

Masthead and advertisers

58 Outlook 02/2010

“It ’s when we follow our curiosity to discover new horizons, just like prehistoric hunters.”

Professor Jean-Louis Scartezzini, expert in solar energy and building physics at the Swiss Federal Institute of

Technology, Lausanne, Switzerland

Jean-Louis Scartezzini is an early riser, because he has set himself a great deal to do. The renowned researcher is

looking for a replacement for fossil fuels. This involves study and experimentation across a whole range of tech-

nologies – each designed to exploit and improve renewable energy sources. One of his inventions, for example, is a

daylight concentrator. We at Julius Baer have a similar aim in mind. We want to lay the foundations for something

that will survive the test of time and produce future benefits. This is our responsibility towards the generations to

come. For us, this is what private banking is all about.

Julius Baer is the leading Swiss private banking group, with 120 years of tradition.

You can f ind the entire interview with Jean-Louis Scartezzini at www.juliusbaer.com/excellenceThe Julius Baer Group is present in over 40 locations worldwide. From Zurich (Head Off ice), Buenos Aires, Dubai, Frankfurt, Geneva, Guernsey, Hong Kong, London, Lugano, Milan, Moscow, Nassau, Singapore to St. Moritz.

WHAT IS EXCELLENCE, JEAN-LOUIS SCARTEZZINI?

The Gulfstream G450 is the best business jet in its class. What’s more, the large-cabin, long-range aircraft shares some of the advanced technology of the Gulfstream G550, while also retaining the qualities of the highly successful GIV/GIV-SP series. And that was the best-selling aircraft in its category. Let the journey begin.

LET THE JOURNEY BEGINLET THE JOURNEY BEGIN

www.gulfstream.com/g450

To learn more, please contact our regional vice presidents:

Northern / Southern Europe: Steve Jones, +44 118 977 0180, steve.jones@gulfstream.comCentral / Eastern Europe: Wolfgang Schneider, +49 172 811 1458, wolfgang.schneider@gulfstream.comCentral Europe: Rebecca Johnson, +41 78 924 1420, rebecca.johnson@gulfstream.com

Magazine 02/2010

Outlook

History The Amber Room in St . Petersburg 16 | Art The Montreux Jazz Festival 22 |Innovation CERN 28 | Event A jump through the speed of sound 36 | Gourmet Nespresso 42

COCA-COLA 124 years ago, a pharma-cist in Atlanta created syrup for a soda-fountain drink. Today, the Coca-Cola Company has the best-known brand in the world – and over 3,300 other beverages.