October is not usually known as a ski month. But at the Andermatt Swiss Alps development, you can cruise the slopes down the 3000m Gemsstock in the morning, and be back for some witches’ brew at the Chedi in the evening.

There are many time-honoured ways to get thrills and excitement on Halloween; skiing, traditionally, has not been one of them. Yet if the fancy catches you, that is exactly what you can do this October 31, on one in Switzerland’s most serious ski mountains.

The Andermatt Swiss Alps ski region, located bang in the centre of the country, is opening this October 31 with its top run, descending from a dizzying 2955 metres, the first to open, followed by two steeper and more challenging glacier runs later in November.

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Andermatt’s Gemsstock mountain, where the action is taking place, is one of the most exciting in Switzerland. From the top you can see over to Monte Rosa, near Zermatt, on the Italian border to the southwest, and to Piz Buin, on the Austrian border, to the northeast. There is a vertical drop of more than 1500 metres from top to bottom. Many of the pistes are north facing and benefit from big snowfall caused by the “barrage effect“ of winds sweeping across north-western Europe and hitting the Alps. In simple terms: lots of snow.

Andermatt’s 3000m Gemsstock mountain

This year, after a hot autumn and early September, temperatures plummeted and the mountain has already seen several significant snowfalls, augmented by their own “snow farm” which preserves snow from the previous winter throughout the summer and feeds it into the slopes for the next season.

Read more: OceanX founders Ray & Mark Dalio on ocean awareness

Sadly, Halloween skiers won’t be able to take advantage of the full vertical drop down to the village at the bottom, which will only open in December. But the village of Andermatt itself is a new gem of the Alps, a tiny traditional village of cosy shops and restaurants augmented by a new luxury development.

The Chedi with its private ice-rink (above), and Japanese restaurant

Aficionados will know that its highlight is the Chedi hotel, with its Japanese at the Chedi restaurant at its heart. There is also a burgeoning new residential development village created around the Piazza San Gottardo up a little further along the road, with apartments – uniquely, open for purchase by foreigners – restaurants, shops, bars, two hotels (one already open) and even a concert hall.

A rendering of Andermatt’s latest apartment building Enzian

Later in the season proper you can also sample Michelin-level fine dining on the other mountain, Gutsch. For the moment though, it’s time to put on a Halloween costume, book your place in the cable car up the mountain (a new service for coronavirus times) and whizz down from the top on your broomstick, or even the latest pair of Stöcklis.

Find out more: andermatt-swissalps.ch

José Soares dos Santos outside the Lisbon Oceanarium

Through his Oceano Azul Foundation and game-changing Oceanário de Lisboa, Portuguese business leader and activist José Soares dos Santos is one of the foremost forces in Europe driving ocean conservation. LUX meets him to find out how he inspires politicians and his fellow philanthropists, business leaders and scientists to create a more sustainable future. By Andrew Saunders

DEUTSCHE BANK WEALTH MANAGEMENT x LUX

We have a responsibility to look after the oceans better, because the oceans look after us. That, in a nutshell, is the reason marine biologist and lifelong ocean-conservation activist José Soares dos Santos established the Oceano Azul Foundation in Lisbon, aiming to look at sustainability “from the ocean’s point of view”, as the foundation’s motto has it.

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Whether it is the huge volumes of plastic that threaten marine life of all kinds, unsustainable fishing or the dangers of climate change-related ocean warming and acidification, dos Santos believes the marine environment is under pressure like never before. However, the crisis does not get the international attention and action that it deserves; it is time for businesses, investors, society and science to get together and spread the word.

“The fact is that the planet is a system, and if we don’t take care of the system there will be no businesses, no families and no proper life as we know it,” he says. “This is a responsibility we have and we had better do something about it.”

The central aquarium at Lisbon Oceanarium. Image by Pedro Pina

As executive director of one of Portugal’s largest and most successful business groups – whose Jerónimo Martins food distribution and retail business, chaired by his brother Pedro Soares dos Santos, had approximately €19bn in sales in 2019, with 115,000 employees and more than 4,400 stores – he used his commercial nous and network plus his marine biology training to bring together a group of experts, academics and businesses in 2014 to set up the Oceano Azul Foundation.

Read more: OceanX founders Ray & Mark Dalio on ocean awareness

“Together with my brother, we are at the head of our family group. We are the fourth generation of a very hard-working family,” dos Santos explains.“We have capital to deploy and we can call in interesting people with very good information. We have the means, and we also believe that we have the obligation to act.”

Why focus on the ocean? Portugal does of course have a long and illustrious maritime heritage, but dos Santos is motivated by his concern that the public lacks an awareness of the vital role that oceans play in sustaining life on earth. Even though the oceans cover 70 per cent of the world’s surface, the threats they are facing are poorly understood outside the scientific community. “We are talking about the oceans because there is a lot of curiosity about them. People often ask me questions about the oceans, but I am extremely surprised how little people know about them.”

King Philippe of Belgium and Queen Mathilde at the Oceanarium during their official visit to Portugal, 2018. Image by João Maria Catarino

Dos Santos points out that the oceans are not only home to 15 per cent of all known living species, but also produce over half of all the world’s oxygen, and, in the long term, has the capacity to absorb 50 times more carbon dioxide than the atmosphere. They also act as a massive heat sink to slow down the impact of global warming. They are an important source of food, resources and jobs – the OECD estimates that the blue economy could be worth $3 trillion by 2030, double its 2010 value. Human beings may live on land, but we are highly dependent on healthy, productive and sustainable oceans to enable us to do so.

Hence the foundation’s successful initiative, RISE UP – A Blue Call to Action. This is a joint initiative involving everyone from local fishing communities, foundations, indigenous people’s organisations and conservation groups, such as Ocean Unite and Environmental Defense Fund. Its campaign agenda was launched in May 2019 and presented to UN Secretary General António Guterres in February this year.

José Soares dos Santos announcing the donation of nautical equipment to the Portuguese National School Sports network by the Oceano Azul Foundation, 2019

Dos Santos was determined that the Oceano Azul Foundation would not be just another politically motivated pressure group pursuing its own narrow agenda, but instead a collaborative platform uniting marine conservationists, science, academia, business and society, as the collaborative and partnership-based RISE UP campaign, with over 400 organisations signed on in support. “We must keep science inside the foundation,” he says, “because we are not politicians and we cannot drift into politics. If we do that, we will be exactly the same as many other foundations and pressure groups. The world needs something different, not just another one of those.”

In particular, his view on the primacy of business and private investment in building a strong and self-sufficient culture of ocean stewardship marks out the Oceano Azul approach to sustainability as something out of the ordinary. “Our philosophy is not to donate money but to invest it. We believe that it is very important to take care of the planet but that we shouldn’t just give all that responsibility to the government.” He continues, “I find it very hypocritical when people say it is up to the government to change things. No! We elect the government, and we should say what we want.”

Read more: Nadezda Foundation’s Nadya Abela on running a children’s charity

Oceano Azul has also teamed up with the Calouste Gulbenkian Foundation to develop the Blue Bio Value business programme, an accelerator scheme to help new and sustainable blue-economy business ideas to grow faster and more effectively. A vibrant blue economy provides jobs and generates returns that can in turn be used to protect the ocean environment. “We believe in investing to create jobs, create value and to create social value,” he points out.

The programme, now in its third year, helps innovative marine biology-based businesses to scale up. Applicants undergo a rigorous due-diligence process that can lead to a prize corresponding to €45,000 awarded to the best start-up or start-ups, as well as access to coaching and mentoring services and valuable business networking opportunities. So far, 28 businesses from 15 countries have benefitted from the programme, ranging from Biosolvit, a specialist in offshore clean-up materials made from discarded biomass, to sustainable aquaculture engineering start-up SEAentia.

The Lisbon Oceanarium studies vulnerable and endangered ocean-dwelling species, including birds such as this Atlantic puffin. Image by Pedro Pina

At the heart of dos Santos’s mission to provide better information and education about the role of the ocean in maintaining a healthy planet lies the Oceanário de Lisboa. The newly refurbished facility is the largest indoor oceanarium in Europe and one of the city’s major attractions. Home to large collections of marine life, it had 1.4 million visitors in 2019.

“The Oceanário de Lisboa is at the heart of what we do,” he explains. “People go there and the effect on them is fantastic. They can see that below the surface of the water, the ocean is a place full of life that we have a responsibility to protect.”

Read more: British artist Petroc Sesti on his nature-inspired artworks

When he is not chairing the Oceano Azul Foundation, dos Santos is heavily involved in the family business. It’s no surprise that he is a staunch advocate of the ability of business owners to move the dial on ocean sustainability. “Business owners can change this,” he says. “I am a great believer in owners because they have a longer term perspective than financial markets.” He is at pains to point out that while he fully appreciates the importance of the financial markets, he is also aware that the long-term view required for sustainability can be at odds with short-term market expectations of publicly owned companies. “You need courage to do this; it’s not always good for your short-term share price,” he says.

José Soares dos Santos with the UN Secretary-General António Guterres at the opening of an exhibition at the Oceanarium, 2020. Image by Pedro Pina

As an example, he cites his family’s decision to remove all plastic from its businesses’ supply chains. “This is a huge transformation. It will cost a lot and take many years.” A publicly owned firm would struggle not only with the complexities of executing such a decision, but also with shareholders and hedge funds that prioritise short-term profitability. Consequently, such businesses may want to do the right thing, but be unable to follow through, he says.

By contrast, successful privately held family businesses are often built on long-term investment strategies. They appreciate the win-win of sustainable investing, but in turn often lack good quality information about what to invest in. This, too, is where the Oceano Azul Foundation has a role to play. “When we talk to owners, we can see they are worried. But they often do not know what to do. This is the bridge we have to cross – I can go out there and explain the issue, but I also have to provide the instruments.”

Read more: Marine biologist Douglas McCauley on environmental philanthropy

Creating the right framework for sustainable blue economy investment is thus crucial, he says, and the Oceano Azul Foundation’s Blue Azores programme is a model for how this can be achieved. The Azores, an autonomous region of Portugal, is an Atlantic archipelago that is home to some highly diverse and under-pressure marine environments and ecosystems. In partnership with the Regional Government of the Azores and Waitt Foundation, the Foundation has run two scientific research expeditions, the result of which was the February 2019 signing of a memorandum of understanding for both the conservation of those environments and the sustainable development of resources and fisheries within the area.

As a result of the memorandum, 15 per cent of the Azores Exclusive Economic Zone will be designated as marine fully protected areas, with comprehensive plans for the sustainable development of resources and fisheries within the zone – in line with the UN’s 2030 sustainable development goals, among others – to follow.

The Oceanarium building, designed by Peter Chermayeff in 1998. Image by Pedro Pina

Blue Azores is a great example of what can be achieved through a marriage of government, society and business investment, says dos Santos. “The Azores government has an outstanding leader who appreciates the need to take political decisions that will go beyond his term of office. It makes the Azores a very good place to invest, because there are programmes there that you can measure, and you can see making a difference. They will be good for the fishing industry, but also for the preservation of the oceans.”

It’s precisely that kind of win-win that dos Santos believes is key to building a stronger, better understood and more resilient approach to marine conservation and development. It’s a big job, but he has faith that it can be done – and more quickly than you might expect. “I am a great believer in humankind – given the right circumstances, we are capable of achieving extraordinary things and really making a difference to the planet.”

Lisbon Oceanarium

Opened in 1998 and designed by architect Peter Chermayeff, who also conceived the design for the Osaka Oceanarium, the spectacular Oceanário de Lisboa is home to some 16,000 marine organisms representing 450 species from across the globe. The attraction’s centrepiece is a vast tank containing five million litres of sea water, in which approximately 100 species – including sharks, rays and a giant sunfish – swim in near-ocean conditions.

The Oceanario is also the base for dedicated teams of experts in education and ocean conservation, including more than 30 highly qualified marine biologists. Its educational outreach programmes reach more than 100,000 school children every year.

Find out more: oceanoazulfoundation.org

This article originally appeared in the LUX x Deutsche Bank Wealth Management Blue Economy Special in the Autumn/Winter 2020/2021 Issue.

Nadya Abela is the founder and CEO of the Nadezda Foundation in the Russia and the UK

Philanthropist Nadya Abela established the Nadezda Foundation in her hometown of Tver in Russia in 2015 to provide disadvantaged children with much needed medical care and educational support. In 2019, a sister foundation was registered in the UK. In the first of our new philanthropy series, she speaks to Samantha Welsh about her motivations, the process of setting up a children’s charity and the challenges presented by the global pandemic

Nadya Abela

LUX: When did you first have the idea to set up your Nadezda charity fund in Russia and why? What prompted you to also to launch the foundation in UK? ​
Nadya Abela: When my youngest son was born here in London, I start realising more and more that being a parent is enormous responsibility and hard work. I felt lucky that my boys had good medical and educational infrastructure available for them here in UK. When I start comparing that to what was available back then for children in Tver, Russia, I realised there was a huge gap between the two.

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I flew home in the summer of 2015  and visited a few children’s hospitals, orphanages and educational centres for underprivileged children. Right there and then I decided to set up a foundation that would concentrate on children’s health and education issues in my hometown and other cities in Russia.

A few of my dear girlfriends (who are now on the committee at Nadezda Foundation) and I had been discussing similar issues here in United Kingdom for a long time and so we decided to set up the UK foundation in 2019, which also helps children who also find themselves in difficult life situations.

LUX: Is there anybody in the world of philanthropy and fund raising who inspired you?​
Nadya Abela: Regular people, who give their time and money to support causes that are dear to their hearts or families, always inspire me.

LUX: What exactly does Nadezda Foundation do and how do you ensure you get optimum results? ​
Nadya Abela: Our foundations concentrate on children’s health and education. I believe those two factors are most important in creating positive future for them and for society in general.

LUX: How much of your time does it take?​
Nadya Abela: Quite a lot, especially prior to important fundraising events.

LUX: Have you always been passionate about the welfare of underprivileged children and young people?
Nadya Abela:  Ever since I started my modelling career at the age of 18, I always wanted to adopt a little boy or a girl, to take them away from life in orphanage and create a safe and healthy environment for them to live in. I have not done it yet, but hope that one day it will be possible. For now our charity foundation and I directly help lots of children, and we know that we change some of their lives for the better.

Some of the children the Nadezda Foundation helps (above), and one of the playgrounds built in Tver, Russia for children with autism.

LUX: Do you think that the role of private philanthropy is becoming more important, with increasing limitations on government funding?​
Nadya Abela:  Absolutely. It is always very direct because it involves less bureaucracy.

LUX: What are the biggest obstacles and challenges you have faced?​
Nadya Abela: In Russia at the beginning, it was difficult to get people and big companies on board with fundraising. People were skeptical, or too busy with their own problems. Now, five years later, the situation has changed completely. I have people calling me directly and asking how and where they can help, which is an achievement on its own.

In UK, the hardest part was legally registering the foundation. It was a lengthy and costly affair, but now everything is fairly straight forward.

Read more: British artist Petroc Sesti on his nature-inspired artworks

LUX: Is there anything that concerns you about the path ahead for your foundation?​
Nadya Abela: With Covid and current restrictions it is nearly impossible to do any fundraising so our work and the help we can provide is very limited. It is absolutely devastating and takes us back to square one so many children are not getting help they so urgently need.

LUX: What are your proudest achievements?
Nadya Abela: ​Seeing my two sons want to help with my charity work and support other boys and girls who are currently living in difficult situations.

Nadya outside EACH (East Anglia Children’s Hospices) for the whom the foundation raised £25,000 in 2019.

LUX: How will Covid-19 affect what you do?​
Nadya Abela: Covid does not affect what I do. The ministers who make wrong decisions, kill economy and therefore, affect the wellbeing of whole nation and future of our children.

LUX: Do you enjoy running your foundation?​
Nadya Abela: It keeps me grounded and yes, when we see how our work has changed children’s and their families’ lives, it does feel good.

LUX: Do you have specific examples of children or young people who have benefited?
Nadya Abela: ​There are lots of stories and projects from both of our foundations, which you can see on our websites. They all important, no matter how big or small so I wouldn’t want to single one out.

LUX: How would you encourage people to get more involved in supporting vulnerable children and young people?
​Nadya Abela: You can go and visit schools and share your knowledge and experience. All children love to learn and they also love it when they feel that grown ups are interested in what they have to say. Find out what their biggest dream is, and help them to achieve it. We do not always have to raise lots of money to help change a child’s life.

LUX: What would you warn people about who are interested in setting up a charitable foundation?​
Nadya Abela: Depending on the cause, it can be very emotional and take up lots of your time especially if it’s something you’re really passionate about, but it’s all worth it!

LUX: Have you any advice for LUX readers who might want to get involved in philanthropy?
​Nadya Abela: Just do it and don’t look back!

Find out more: nadezdafoundation.org.uk; fondnadezda.com

OceanX’s sub Deep Rover filming for ‘Blue Planet II’ in Cocos Island in the Pacific Ocean, 2015. Image by Ian Kellett.

Once the sea casts its spell, it holds you in its net of wonder forever. So said the legendary Jacques Cousteau, and so it is with Ray Dalio, founder of Bridgewater Associates, one of the world’s largest hedge funds. Together with his son Mark, Dalio created OceanX to raise awareness of the seas through exploration, film, media and science. LUX speaks to them about their visionary philanthropic venture. By Sophie Marie Atkinson

DEUTSCHE BANK WEALTH MANAGEMENT x LUX

Ray Dalio. Image by Didier Noirot.

In an age when several billionaires have set their sights on a new age space race, Ray Dalio’s heart belongs to a different frontier.

It’s one that, unlike our solar system, has seen untold destruction over the past 50 years alone. Coral bleaching is the devastating result of climate change, chemicals used in agriculture routinely end up in the water, killing marine plants and shellfish, and, according to Greenpeace, a truckload of plastic is tipped into the ocean every single minute.

Fascinatingly, the recent coronavirus pandemic has seen marine life rebound. A decline in the number of visitors to beaches has allowed endangered species of turtles more space to lay their eggs. Quieter oceans have led to incredible footage of marine life resurging around the world, including pods of dolphins and sperm whales off the coasts of Fujairah in the UAE and Sri Lanka. But how do we harness this effect, one of the few positives to emerge from an otherwise devastating situation? Ray Dalio – philanthropist, entrepreneur and founder of Bridgewater Associates, one of the world’s largest hedge funds – has a few ideas.

Follow LUX on Instagram: luxthemagazine

Dalio, who started Bridgewater in his two-bedroom apartment in New York in 1975 before growing the firm into one of the most important private companies in the US, first felt the tug of underwater exploration decades ago. Like many others, his interest was sparked by the father of modern-day diving.

“I watched Jacques Cousteau’s films and documentaries growing up,” explains Dalio, whose personal fortune is almost $19 billion, “and they made me incredibly curious about the underwater world. I’ve always felt this pull towards nature and the wilderness. I started diving in my early 20s, I think. At first, I would charter a boat, then I bought one of my own.” But a yacht, which to many others of significant wealth would be the natural next step, never appealed to Ray, who has given away more than $760 million to philanthropic causes and has called the US wealth gap a national emergency. “I wanted an exploration boat,” he says. Half a century later, Dalio and his converted lift ship, a much-coveted exploration boat, have been central to several high-profile aquatic missions.

So far, MV Alucia has helped capture the first-ever footage of the elusive giant squid; aided in the search for Air France Flight 447; taken Leonardo DiCaprio on a submersible dive for his documentary film, Before the Flood, and travelled to new depths for BBC Earth’s Blue Planet. The last of these was made in partnership with OceanX (formerly Alucia Productions), of which Dalio is Founder and his youngest son Mark is Founder and Creative Director. OceanX’s sole mission is to explore the ocean and reveal its discoveries to the world.

OceanX’s new research vessel OceanXplorer. Courtesy OceanX

But where did this intense desire to educate others come from? “For me,” Dalio explains, “there was an intellectual awareness of the issues, and then there was actually witnessing them first-hand. I would dive in certain places, like the Great Barrier Reef, and then return many years later and see how much had changed. I’d see how much more pollution there was, and how much illegal fishing was going on. I’d see locals trying to eke out a living in the face of these huge trawlers that were decimating underwater life.”

Read more: How ethical blue economy investments support ocean conservation

This had a big effect on him personally. “But I knew that not everyone had experienced what I had,” he continues. “With the ocean, there is of course a surface, and if you don’t penetrate the surface, what you experience instead is a reflection. But when you dive, you go beyond that reflection. You get a glimpse of precisely what’s going on and how this world is changing. You speak to people about how populations of fish are dying. You see and understand the impact of plastic in the ocean and of people treating it like a toilet. Add into this equation the extreme beauty of the sea, and the fact that I had been learning about it through scientists and fellow explorers. So, when my financial circumstances were such that I could truly get involved in a big way, I realised I could not only support explorations, but that I could also start showing them to the wider world.”

Mark and Ray Dalio at the OceanX launch in 2018. Image by Ilya S. Savenok/Getty Images for OceanX

Mark was working at National Geographic at the time, Ray explains. “We got talking and decided that we needed to bring it back to the world, we needed to share these incredible stories. And so we did.”

On a mission, Ray and Mark began to partner with others who shared their enthusiasm for the ocean. They worked with Woods Hole Oceanographic Institute on explorations and collaborated with the BBC on Blue Planet II, which was shot on their own ship. They filmed the giant squid for the first time. Slowly, awareness of their work began to spread through their own social media efforts and exhibitions.

“We wanted to get what we had helped produce for Blue Planet II into science centres and museums,” explains Mark. “We partnered with the American Museum of Natural History. We took a lot of the amazing content from the ‘Deep Ocean’ episode and created an interactive exhibit for families and kids to enjoy, featuring a giant screen film that we co-produced. This, too, was geared towards a younger audience.

Read more: Signature African Art’s Khalil Akar on Black Lives Matter

“We didn’t go too heavy on the science, but there were undertones of it. Our vision was that families would watch this series, then go into a museum and have a more in-depth, interpersonal and educational experience.”

“Mark and I became deeply entrenched in these projects,” Dalio continues, “and then we started to get other philanthropists involved. We realised there were synergies between us and those with similar visions. We – Mark and I – knew that we could bring our platform and the ship as well as media capabilities. We sought people who were interested in that offering. That led us to James Cameron.”

Cameron, the director of Avatar and Titanic, is partner of OceanX. Like the Dalios, he’s an ocean advocate and also an avid diver – at one point he was a record holder for his solo descent to the deepest place in the ocean, the Mariana Trench off the western Pacific (his title was usurped by Victor Vescovo in 2019, who, unnervingly, found a plastic bag on the sea floor at nearly 11km). Cameron will head back underwater for Mission OceanX, a series co-produced by OceanX and BBC Studios along with himself for National Geographic. This follows the maiden voyage of the OceanXplorer, the younger sibling of Alucia. “The greatest nature filmmakers in existence will be coming together on our new ship,” Dalio says.

OceanX’s vessel Alucia while filming in Antartica for ‘Blue Planet II’ in 2017. Image by Ian Kellett

“This is the way I look at it,” he continues. “Oceans are utterly integral to our daily lives. And for me personally, it’s much more exciting than venturing to outer space. I’m not knocking it, by any means, but if you want to see aliens, you’re not going to see them by travelling to Mars. You’re going to see them here.”

As Dalio says, if you compare the ocean area to that of the land, there’s twice as much to explore underwater. “And think how much we’ve unearthed up here,” he continues. “All of the plants and their medicinal purposes – imagine what else we might discover in terms of much needed breakthroughs, cures and vaccines.”

Research and expeditions are expensive, though. Ray estimates that around 200 times more funding goes into space than aquatics, even though the health of our oceans is on a knife edge. Despite this, Philippe Cousteau – grandson of Jacques and an oceanographer in his own right – stresses that it’s not too late to save them from complete destruction. In an interview with Agence France-Presse in June 2020, he emphasised that humanity not only has the tools at its disposal, but, crucially, we already know that they work. He went on to stress the importance of what he believes to be an integral initiative: establishing areas on Earth that are protected. At present, only five per cent of the oceans are officially safeguarded, but there’s a growing movement to ensure that this reaches 30 per cent by 2030.

Read more: British artist Petroc Sesti on his nature-inspired artworks

He believes that the documenting of expeditions and promotion of the work being undertaken is at the heart of spreading that message. “I like to think that we can create change through the stories we tell on television, in classrooms, through social media, on cruise ships – and it’s really all about exploring our world,” he says in an interview with Condé Nast Traveller. “Because what is travel if not telling stories?”

Blue Planet II was a great awakener to this way of thinking. So much so that there’s a term for the impact it had – the Blue Planet effect. It’s reported that a remarkable 88 per cent of people who watched the programme changed their behaviour, from carrying reusable coffee cups to shunning plastic packaging. But, Ray points out, a TV series like this is finite. “You watch it and then it’s over. What we and our partners aspire to is a constant stream of content.” Enter Mission OceanX, which will air on a weekly basis. And as well as the TV show, fans will be able to interact and engage further through social media. Their aim, in fact, is to build a global community.

Mark Dalio

The show, due to air in 2022, will also be character driven, something that will set it apart from previous natural history series. Cameron has even suggested that the format could come close to that of reality TV. As he told Variety, it will get under the skin of the people and the mission. “I want to follow these people. I want to know how they think; I want to understand their passion as explorers and as ocean scientists… that burning curiosity.”

OceanX is, however, wary of coming across as preachy. “Our intention is to inspire a love of the ocean, as well as intrigue and excitement,” says Ray. “That will manifest itself in many different ways – people will be thirsty to explore it and, crucially, protect it. Children will aspire to be marine biologists. And hopefully new and existing projects alike will start to treat it with the importance it deserves.”

Alongside this optimism, Dalio is also aware of how much there is to do. “When it comes to the aquatic world, we simply haven’t scratched the surface yet,” he says. “Not in a way that’s relative to its potential. What we’re currently doing with OceanX is just the beginning of the journey. Our hope is that we can provide an escape that also inspires.”

Dalio is conscious that this must be more than entertainment. “We want to provide people with beautiful content that of course they enjoy, but that also helps them to pinpoint the issues that need to be addressed and prompts them to ask themselves, ‘how can I get involved?’,” he explains. “Those small sparks, that’s what we’re looking for. It’s the Cousteau movement. He inspired so many pioneers and ocean explorers today, like me, and we’re trying to reignite that.”

Find out more: oceanx.org

This article originally appeared in the LUX x Deutsche Bank Wealth Management Blue Economy Special in the Autumn/Winter 2020/2021 Issue.

The Power Of Black And White, Dennis Osakue, Acrylic & Collage on Canvas, 150cm x 150cm, 2020

Signature African Art, one of Nigeria’s leading contemporary art galleries, opened its first European location in Mayfair, London in March this year and is now hosting a group exhibition entitled Say My Name in collaboration with award-winning writer and film director Ava DuVernay. Ahead of the show’s public opening tomorrow, we speak to the gallery’s director and curator Khalil Akar about the Black Lives Matter movement and power of visual art 

Khalil Akar, Photo © Zaki Charles

1. What influenced the gallery’s decision to expand internationally, and why London in particular?

We have been supporting the work of African artists for the past 30 years, since opening the gallery in Lagos. We have been waiting for the right opportunity and the right time to open a space outside of the continent. Over the past few years, African art has become increasingly popular and having assessed the global art market, we felt this was the best time to open in London. We chose London as it is one of the art hubs of the world. We wanted to give our artists a platform to showcase their talent to the European market and we felt the UK was the best place in which to do so.

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2. How have global attitudes towards African art changed in recent years?

The global art market has finally started to recognise the contemporary talent that exists within the continent, outside of traditional art forms. We have seen increased sales of African art at auction houses, and fairs like 1-54 Contemporary African Art have helped to encourage a greater interest in art from Africa. The next step for the market would be to have a larger presence of African galleries in household fairs such as Art Basel.

George Floyd, Oluwole Omofemi, Acrylic on Canvas, 50cm x 50cm each, 2020

3. The timing of the gallery opening was rather unfortunate, how has the pandemic impacted business?

We opened a solo show by Nigerian artist Oluwole Omofemi just before lockdown, which was very popular by collectors and sold out. We have worked hard to adapt to the current circumstances and challenges, increasing our digital networking and outreach to collectors and providing virtual tours of our exhibitions to our audiences. The additional digital approach has allowed us to reach more collectors and increase sales.

Installation view of Say My Name, presented by Ava DuVernay at Signature African Art, London, Photo © Mora Ltd

4. What was your curation process for the upcoming group show Say My Name and how did the collaboration with Ava DuVernay come about?

The curatorial process was rooted in support of the Black Lives Matter movement. The vision was to shine a light on things that need to change in society including how Black people are perceived and treated in the global community. Ava and I discussed this theme at length for Say My Name, which also aligned with the topics raised in her 13th documentary for Netflix. The collaboration also focused on raising awareness of police brutality following Ava’s announcement of her LEAP (Law Enforcement Accountability Project) initiative, which aims to hold police in the US accountable through artistic storytelling. We’re planning to donate 40% of proceeds from the sales of both the London and LA shows to the fund. In terms of the artists selected, we have worked with them in the past and knew that they would feel strongly about paying tribute to these figures and histories in the UK and US. We wanted to connect the continent with the deep experiences of the diaspora.

Read more: Sculptor Helaine Blumenfeld on the power of public art

Breonna Taylor, Moufouli Bello, Acrylic on Canvas, 150cm x 120cm, 2020

Boshielo, Giggs Kgole, Anaglyph, Oil, Acrylic fabric & mixed media on Canvas, 230cm x 150cm, 2020

5. Many of the works celebrate key figures and moments in Black history, is it important that viewers recognise and understand these specific references?

It is hugely important that everyone knows the correct history and understands the references in the show. We hope that visitors to Say My Name will learn more about Black history in the US and UK and leave the gallery with food for thought on what part they can play in improving the current world system.

In Remembrance of Bruce’s Beach, Dandelion Eghosa, photography, analogue collage and embellishments with acrylic paints on canvas, 190 x 127cm, 2020

6. In a more general sense, how do you see visual art participating in wider contemporary discourse?

Visual art plays a key role in wider contemporary discourse and has the power to influence the status quo. As Say My Name opens in London, Americans continue to protest on the streets every day since the murder of George Floyd in May. On the continent, young Nigerians are now protesting and advocating for the #EndSARS movement. As an art gallery, we feel it is our responsibility to use our voice to continue and support these conversations to help the creation of a better world.

‘Say My Name’ runs until 28 November 2020 at Signature Art London, and will open in in Los Angeles in February 2021. For more information visit: signatureafricanart.com

Drone footage of Atlantic Forest in Brazil. Image by FG Trade

Can the power of the financial markets be harnessed to address environmental issues such as ocean conservation? LUX talks to Jörg Eigendorf, Head of Corporate Communications, Social Responsibility and Sustainability at Deutsche Bank, about the unique role banks can play to incentivise sustainable investment and consumption

Jörg Eigendorf. Image by Mario Andreya / Deutsche Bank AG

LUX: Sustainability can be an empty word in business. How can you make it meaningful?
Jörg Eigendorf: Put simply, as a company we need to demonstrate that we are willing to integrate it in all parts of our value chain. This starts with our own operations. At Deutsche Bank we made a pledge in 2007 to become carbon-neutral and achieved that goal in 2012, but we have worked continually since then to cut our energy consumption – as well as our usage of water, paper and other resources – and this year we challenged ourselves to get all the electricity we use from renewable sources by 2025. But this is only the minor part: banks also have an additional responsibility, in that we facilitate other forms of business, which can themselves have a positive or negative impact on the world. This is where environmental, social and governance (ESG) principles and practices come into play.

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LUX: ESG investing is in fashion right now. What makes it more than financial jargon?
Jörg Eigendorf: It is already much more than a new piece of financial jargon. It’s a concept that has gone from niche to mainstream in recent years. Investors increasingly want to ensure their money is used to support businesses that care about sustainability. ESG gives them a way to compare and contrast investments based on factors that go beyond financial performance – without sacrificing it. So it really has the potential to transform the whole economic system in a positive way. This is why we feel confident that we will be able to increase our volume of sustainable financing plus our portfolio of ESG investments under management to over €200bn by 2025 – to play our part in contributing to this momentum.

LUX: Can ESG really incentivise better behaviour in the private sector?
Jörg Eigendorf: I’ll give you a practical example: in Singapore, we’ve just provided a $25m ‘sustainability-linked’ loan facility to an agricultural company. If the company meets a set of agreed sustainability targets over the three-year term of the loan (and if these are verified by an external auditor), the interest rate payable on the loan will be lower; otherwise it will be higher. This kind of innovation sets a great example and shows how we can help companies incentivise themselves to do better. Of course, progress is often relative, and in some industries all we can do is try to make things better than they were before, consistently. We can’t stop fossil-fuel usage overnight because we don’t have the means to compensate for this yet. But we need to drive and facilitate change. In the almost five years I’ve been with Deutsche Bank, I’ve realised how important banks are to this transformation process, and that we have a big lever with which to make a real difference.

Read more: Marine biologist Douglas McCauley on environmental philanthropy

LUX: What are the main challenges involved in building sustainability into financial products and services?
Jörg Eigendorf: The biggest is probably asset origination – that is, the process of identifying and acquiring investments that offer ESG benefits alongside traditional benefits such as capital growth. It starts with the question: what is sustainable? This is why we have just published our sustainable finance framework which is closely aligned with the new EU taxonomy on financial services. We need this transparency to give our businesses, as well as investors, some certainty in times when demand for ESG products from both private individuals and institutions is outstripping supply. Having said this, it is still difficult to verify that a particular asset meets particular ESG criteria. There is not enough data, there is not enough clarity and there is not enough consistency in the way that ESG criteria are defined and compared. That’s why we’re helping to develop industry-wide ESG standards – for example, working within various initiatives to develop a framework for comparing and contrasting ESG products.

LUX: What ESG issues do you feel passionate about personally?
Jörg Eigendorf: I feel very strongly about the overconsumption of natural resources, and especially how we treat animals. We are eating up this planet and we should stop it. Every German consumes around 61kg of meat a year on average, and the suffering associated with this is unbelievable. Pigs have much DNA in common with humans. They feel emotions just as we do. So from my point of view it cannot be right that we treat them as a commodity. Meat production is also making a significant contribution to climate change – for example, as rainforests in Latin America are razed to produce grazing land for beef cattle. I also care a lot about ocean conservation, marine ecosystems are vital for the world and the climate, so we cannot risk their collapse. These are matters of life and death for humanity as a whole.

LUX: What’s the future for ESG?
Jörg Eigendorf: It is already mainstream and will become more important every day. The Covid-19 crisis, while terrible in many ways, has also made us aware of how things need to be different. We’ve suddenly become more aware of our environment. We’ve realised that we don’t have to be on the run all day long, travelling left and right, and that in many cases a video conference is enough. I am convinced that this crisis will lead to a change in behaviour and creative solutions. And I think we will be less likely to go back to the old, more inefficient world as a result. At the same time, greater awareness of ESG investing will lead to a virtuous circle in which economic growth is coupled with environmental protection – provided we in the financial sector play our part in leading the development of ESG standards and solutions. We welcome the idea of our clients and investors pushing us to do better: there must be a mutual understanding to drive change.

Find out more: deutschewealth.com/esg

This article originally appeared in the LUX x Deutsche Bank Wealth Management Blue Economy Special in the Autumn/Winter 2020/2021 Issue.

The Channel Islands National Marine Sanctuary, located off the coast of California. Image by NOAA/Mark Norder

Douglas McCauley directs the Benioff Ocean Initiative, the philanthropic organisation created by billionaire Salesforce founder Marc Benioff and his wife Lynne. McCauley, a marine biologist, says that philanthropists can do much more to save the oceans than simply write a cheque

DEUTSCHE BANK WEALTH MANAGEMENT x LUX

Douglas McCauley. Image by Jonathan Little.

We all have an opportunity and responsibility to do something for ocean health, whatever walk of life we are from. The ocean has paid us some service – and this service can be reciprocated.

I grew up in Los Angeles and if you’ve passed through the Greater Los Angeles area you get a sense that there is a whole lot of concrete and man-made change on land. And then you hit the coast and you have this big, beautiful uninterrupted space. So, for me the first debt of gratitude that I have to the oceans is that they were my escape to a world where I could find wilderness and immerse myself in the beauty of the ocean. And there was the practical side: the ocean provided me with my dinner – it gave me employment and income.

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For most people, the debt that they owe the ocean is different. For some people, such as Marc and Lynne Benioff, their identity has been shaped by ocean places such as San Francisco and Hawaii where they’ve lived and raised kids. The ocean has given them a lot of inspiration and beauty and knowledge. To be in a place that is so ancient and to be part of the majesty of the ocean and to experience such a mindful reset, and then to jump back into life on land and manage it successfully, means that you as an individual have drawn some value from the solitude and exaltation felt when by the ocean.

In the arrangement that we forged, Marc and I are each trying to repay some portion of that debt. As an ocean scientist, I can use the tools, our networks and our laboratories to try to be helpful, and Marc uses his resources, his influence, his network, to help create change. These two worlds together are really powerful.

For many people, the oceans feel very remote from us, making it a harder environment as a philanthropic domain to connect with. But there are some very practical ways that the oceans, even if they are remote, do provide benefits to all of us. The most universal of these is that the ocean, as it lives and breathes, as it aspires and photosynthesizes, produces half of the oxygen on the planet.

That means that whether you’re in seaside Miami or in landlocked Geneva, every other breath that you take comes from the oceans. It is a life-support system and certainly enough reason for us to connect to make sure that it continues to be fully functioning and healthy. When you do actually recognise that you have a debt to repay to the oceans, it is important to return the favour to the sea, to repay that debt.

The numbers of people who have made that reconnection to the oceans and have become champions for the seas are relatively few in the world of philanthropy. Statistics estimate that approximately one per cent of philanthropy is dedicated to the oceans. There are so many important causes on the planet that deserve our attention and investment but for a living place that encompasses two-thirds of our planet and provides us with half of our breaths, perhaps it deserves more from us. Each individual’s philanthropic portfolio matters, because each one incrementally will help us move a little bit further north of that one per cent.

Building partnerships with scientists and science can be powerful and create some symbiotic opportunities. Almost all of us have a relationship with a university, and we might be surprised that there are centres and hubs of ocean excellence in many universities, and not just places on the coast. For example, ETH in Zurich, Switzerland is one such hub of excellence.

Read more: How ethical blue economy investments support ocean conservation

Unfortunately, the problems facing ocean health are so large that there has to be a critical mass. No one single university is going to be able to change things. So a lot of what we are trying to do is create a template by which we can activate our colleagues and peers to demonstrate that we can actually make a difference.

For example, when you’re looking at an issue such as plastic pollution, in which you have more than five trillion pieces of plastic in the global oceans, that is too big an issue for any one organisation to solve. So we are trying to create this model to facilitate change by creating open tools that will not only help and but also become replicable in other places.

That is one reason why working with Marc Benioff has been so successful. He is a problem solver who has built a globally successful company. There is much that we have learned from him about the general mechanics of problem solving, and about the many tools that cross that boundary, such as the ones we use in ocean problem solving that originally were designed for industry and technology.

When we started working with the Benioffs, I had the incorrect assumption that we would have a few starter conversations, they would send us a cheque, and we would be off on our own to try to figure this out. But the most valuable thing that they did for us was not send us the cheque. Instead, the most valuable thing that they did for us was to open up their networks and to share their expertise, and to very usefully help match us with people that could have a part of a solution that we needed.

Find out more: boi.ucsb.edu; labs.eemb.ucsb.edu/mccauley/doug/

This article originally appeared in the LUX x Deutsche Bank Wealth Management Blue Economy Special in the Autumn/Winter 2020/2021 Issue. 

From David Eustace’s series ‘Mar a Bha’, which translates from Gaelic to ‘As It Was’

The investment community is waking up to the opportunities in our oceans. Impactful ethical investments in the blue economy can involve plastic waste prevention, sustainable seafood, maritime transport, eco-tourism and more

Photography by David Eustace

DEUTSCHE BANK WEALTH MANAGEMENT x LUX 

Robert Goodwin was on a mission to solve Haiti’s cholera problem. For nine years after the island nation’s devastating 2010 earthquake, periodic cholera outbreaks started hurting communities, doing the most damage to people with limited access to clean water and sanitation. The country’s clogged water canals were to blame for spreading the disease. Goodwin, the former CEO of Executives Without Borders, started looking at why the canals were so clogged. “I’m a root-cause guy,” says Goodwin. “I knew that cholera was a water-borne disease and saw that flooding was causing all the transmission. When I looked at the canals and what was causing the flooding, I saw that it was a lot of plastic trash that could have been recycled.”

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Haitian communities could recycle materials such as metal and aluminium, but there was little in the way of plastic recycling infrastructure. So, Goodwin started a business, paying local people to pick up plastic trash and then sort it by colour, weight and type. They were paid cash on the spot. Goodwin’s efforts eventually grew into a new company, OceanCycle, a New York-based social enterprise aiming to help businesses integrate ocean-bound plastics into their products and improve traceability across the supply chain. (Ocean-bound plastic is the waste from areas in close proximity to the coast, where cutting off streams of plastic before they reach the ocean is most critical.) Companies such as OceanCycle are part of the growing blue economy, which the World Bank defines as the “sustainable use of ocean resources for economic growth, improved livelihoods and jobs, while preserving the health of the ocean ecosystem”.

“We want to turn off the tap,” says Goodwin. “Once the plastic has been in the water for too long it breaks down and it’s harder to recycle. If we want to stop the flow of any new plastic into the ocean by 2030 we have to put a value on recycling ocean-bound plastic.” Consumers around the world are more interested in ridding the ocean of plastic than they have ever been. More than 90 countries have placed some kind of ban on plastic bags, straws or other single-use plastics. The Ellen MacArthur Foundation predicted in 2017 that unless things changed the ocean could contain more plastics than fish by 2050. Consumers wanting to protect the ocean are becoming an incentive to create a now fast-growing market for cleaning up ocean trash. Sportswear company Adidas has teamed up with non-profit Parley for the Oceans to sell trail-running shoes made with ocean plastic, Method makes dish-soap containers from plastic picked up on the beaches of Hawaii, and Patagonia is making jackets from yarn derived in part from fishing nets. But plastic is only part of the new blue economy.

Approximately 70 per cent of our planet is covered by water and the ocean is a critical resource providing food for three billion people around the world. Seaweeds and miniscule ocean plants known as phytoplankton provide more than half of the oxygen we breathe, according to the US National Oceanic and Atmospheric Administration. There are approximately 680 million people around the world living in low-lying ocean areas, and the blue economy, which includes tourism, fishing and shipping, generates $3 trillion of economic output each year, according to the United Nations. All told, the services provided to humanity by the oceans are valued at $24 trillion and create a value of more than $2.5 trillion each year.

Read more: Deutsche Bank’s Claudio de Sanctis on investing in the ocean

But we don’t own the oceans or pay them for their services. “The ocean is not just a provider of value. It also helps us to digest the negative results of industrialisation,” says Markus Mueller, Global Head of the Chief Investment Office at Deutsche Bank Wealth Management. “There’s also a deep human attachment to our coastal regions. The ocean gives an emotional connection,” Mueller says. “People are divers and go on vacation at the beach. They’ve seen all this plastic in the sea.”

Beyond ocean plastic, the oceans have seen fish stocks depleted, coral reefs die and beaches recede as a consequence of human activity. It’s not a case of the tragedy of the commons, in which people who act in their self-interest spoil a shared resource. But, Mueller explains, the oceans “are more or less a tragedy of laissez-faire because they’re not governed. We need some governance around this to prevent tragedy and right now there is no incentive system that gives us the direction on what to do.” Some countries, including small island nations such as Seychelles, are issuing blue bonds that prioritise ocean health, and the Maldives is working to vastly reduce plastic waste. But governance is much needed.

A report published in September 2019 by the UN’s Intergovernmental Panel on Climate Change (IPCC) stated the world’s oceans are experiencing drastic changes. And these changes are not only impacting people and the planet but also placing the global economy at risk. The report highlighted the troubling changes occurring across oceans as a result of increased emissions from greenhouse gases. Oceans are absorbing 30 per cent of carbon emissions, making them a crucial resource in the fight against climate change. The report predicted that sea levels will rise by up to a metre by 2100, there will be markedly fewer fish in the oceans and stronger, more intense hurricanes will cause billions of dollars’ worth of damage.

From David Eustace’s ‘Highland Heart’ series

Investing in the blue economy is just beginning, but it’s expected to grow at a faster rate than traditional investments. In 2018, the World Bank announced PROBLUE, an umbrella multi-donor trust fund (MDTF), with the goal of supporting healthy and productive oceans. PROBLUE is part of the World Bank’s overall blue economy programme, which takes a co-ordinated approach to ensure sustainable oceans and coastal resources. Focused on four key themes, the fund was created out of client demand, and to aid the bank towards a better understanding of the current and emerging threats facing the world’s oceans.

Most investments in ocean-related assets at this stage are privately held venture-capital or private-equity firms, and opportunities reach far beyond plastic-waste prevention, to sustainable seafood, maritime transport, eco-tourism and coastal adaptation.

“Oceans have played a critical role in mitigating climate change – they have stored 93 per cent of the planet’s carbon, and produce over 50 per cent of the oxygen,” says impact investor Shally Shanker of AiiM Partners Fund, based in Palo Alto, California. “Every second breath we take comes from the oceans. Ocean ecosystems are deeply interconnected with land and air. Yet, oceans remain a very underinvested sector.”

Read more: Kering’s Marie-Claire Daveu on benefits of the blue economy

Some of the blue economy-based investments Shanker is focusing on include sustainable replacements for plastic and Styrofoam, reducing antibiotics in farmed seafood and cost-effective data collection. Since three billion people depend upon the oceans for their primary source of protein, food security and growing protein demand are other areas of her work’s focus. Sixty per cent of new seafood demand is coming from India and China – two emerging economies each with populations of more than one billion. To identify viable replacements, Shanker says she is investing in plant-based and cell-based seafood alternatives. “Most of the problems in the ocean start on land,” she says.

Redesigning humanity’s relationship with the ocean is no easy task. There’s no choice but to start taking better care of the seas, because our economy has changed them. Coral reefs worldwide, for example, continue to be ravaged by bleaching. According to the International Union for Conservation of Nature (IUCN), the Great Barrier Reef in Australia and the Northwestern Hawaiian Islands saw the worst bleaching on record for three years in a row. “The Red Sea, where I grew up, is the most luscious sea on Earth because it is the newest sea,” says Ibrahim AlHusseini, an entrepreneur and environmentalist who has founded impact investing firm FullCycle. AlHusseini, a lifelong scuba diver, became an environmental investor 15 years ago when he noticed the sea was changing. “I would go back and go scuba diving and year after year there were fewer fish, less coral, less vibrancy and more plastic,” he says. “I just remember thinking, what is the point of accumulating all of this financial success if the things that I enjoy are fading away?” He spent a year studying ‘carbon math’, ocean toxicity and climate change, before deciding to invest in companies such as Synova Power, a waste-to-energy business that can create synthetic gas from plastic waste heated to high temperatures, and then harness it for power.

The ocean’s great resources could also hold a key to the best materials of the future. Seaweed, kelp and algae production was valued as a $55 billion market in 2018, but the market could expand to $95 billion by 2025. In Amsterdam, a start-up called Seamore is turning seaweed into bacon and pasta equivalents, while biofuel producers also use it. US-based start-up Loliware is creating compostable alternatives to plastic out of seaweed. “It’s plentiful and highly regenerative and sequesters carbon 20 times faster than trees,” says Chelsea ‘Sea’ Briganti, the founder of Loliware, which is developing nine products that use seaweed instead of plastic packaging material.

Investors who want to put money to work in service of the oceans should push companies to provide better data about their impacts, and also think creatively about what they do and don’t want in their portfolios, says Mueller. “All companies thinking about using natural resources are the profiteers from it. So, transparency is a key factor – if the impact of cruise liners and shipping companies becomes more transparent, investors can adjust.” There are new rules in effect in 2020, for example, from the International Maritime Organization to prevent atmospheric pollution from ships. Shippers are investing in scrubber technology and cleaner fuel, but data for investors about the impact of the changes is lacking.

The key to sustaining the oceans in the future is to rethink how humanity extracts resources from it. “We have to protect the value the ocean is providing rather than overusing it”, Mueller says. To make the blue economy work we have to replace old business models with more sustainable ones, then we have to put a lid on it.”

Ocean Learning

As sustainable development in a blue economy develops, the first step is awareness: to think beyond the traditional extractive economy to a regenerative one. A blue economy improves biodiversity as well as food and job security for local communities, while limiting pollution and preserving the ocean’s role as a carbon sink. Here are some private organisations focused on blue economy education.

Lisbon Oceanarium

With its almost 1,800km of coastline, Portugal is using its historic relationship with the sea to show how the blue economy can aid economic growth. The Oceano Azul Foundation, led by José Soares dos Santos, is working with the Lisbon Oceanarium to teach future generations about ocean conservation and promoting the ethical values of using marine resources sustainably.

oceanario.pt

Monterey Bay Aquarium

The Monterey Bay Aquarium runs programmes on topics from cleaning up ocean plastic to how to restore the Pacific blue-fin tuna population. The aquarium, founded in the 1970s and supported by The David and Lucile Packard Foundation, has become a centre of various blue economy initiatives. Its Center for Ocean Solutions is searching for ways, such as protecting kelp forests, to fight climate change.

montereybayaquarium.org

Musée Océanographique de Monaco

The museum, located on the Rock of Monaco, highlights hundreds of species that live in the Mediterranean. The Monaco Blue Initiative, launched by H.S.H. Prince Albert II of Monaco in 2010, is focused on marine protected areas that can help conserve unique ocean species and habitats.

musee.oceano.org

Find out more: deutschewealth.com

This article originally appeared in the LUX x Deutsche Bank Wealth Management Blue Economy Special in the Summer 2020 Issue.

Nur-Sultan, the capital city of Kazakhstan with landmark Baiterek tower. Image by cosmopol.

Dynamic leadership and entrepreneurial thinking are required to help the global economy recover. We speak to seven leaders in the Kazakhstan chapter of one of the world’s most respected business organisations about mutual support among entrepreneurs, and their country being a touchpoint between east and west. Curated by Gauhar Kapparova

LUX’s Editor-at-Large Gauhar Kapparova

A first-time business visit to Kazakhstan is likely to end up with two overarching impressions. Firstly, of the sheer size of the country. The distance from the biggest city, Almaty, to the centres of oil production on the Caspian sea is an astonishing 3,000 kilometres. Even the short hop from Almaty to the shiny new(-ish) capital Nur-Sultan is an hour and a half on a plane.

The second impression is likely to be one of the openness and dynamism of a new entrepreneurial community. Kazakhstan often speaks of itself as a key country between east and west, with China to the east and Russia and the Caspian sea border of Europe to the west. It is also focussing on moving beyond its oil and gas-based 20th-century economy, with the majority of growth coming from other sectors.

To this end, the country teems with spirited, can-do entrepreneurs, unfazed by the distances they have to travel to get to the world’s financial centres and proud of their country’s potential. A new generation of largely western-educated business people add to the cosmopolitan feel.

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At the heart of this enterprising business community is the Kazakh chapter of YPO (Young Presidents’ Organization), a global members group for chief executives and owners of significant businesses. Entry is by invitation only and open to those who own or run substantial businesses. Benefits are notable: an instant network of the highest level of contacts in your country and around the world, gatherings, conventions and seminars, and a highly sophisticated support network.

True to the country’s buccaneering business spirit, the Kazakh division of the YPO is known as one of the world’s most dynamic. There is no better insight into the opportunities in the central Asian country or into the minds of its prominent business leaders than from the YPO Kazakhstan chapter leaders we interview here.

ALINA ALDAMBERGEN

Chair of the Management Board, member of the Board of Directors of Kazakhstan Stock Exchange

Aldambergen’s career in the finance industry began in 1997 as an analyst and manager at ABN AMRO bank in Kazakhstan, then as a senior rating advisor in the global finance markets for the same bank in London before returning to Kazakhstan to chair the bank’s management board. After a series of senior posts at various financial institutions, she moved to the Kazakhstan Stock Exchange in 2016.

Alina Aldambergen. Image by Sergey Belousov.

LUX: Tell us about yourself and your experience. What distinguishes you from other YPO members?
Alina Aldambergen: I’ve been working at the Kazakhstan Stock Exchange since February 2016. In the 17 years since I was first appointed as chairperson of ABN AMRO Pension Funds Asset Management Company in Kazakhstan back in 2003, I have held a number of different management positions at private and state-owned companies.

My key expertise is in being a senior manager. Unlike other YPO members, I’ve never been an owner of a company. It is possible, of course, that one day I might decide to set up my own company, but I haven’t come to that decision yet.

I like to manage large-scale companies. It is important for me that I work for institutions that make an impact, which is why during the past ten years I have worked for companies in Kazakhstan that are owned by the state.

Read more: Deutsche Bank’s Claudio de Sanctis on investing in the ocean

LUX: How did you became the manager you wanted to be? How did you train and did you have any formal business education?
Alina Aldambergen: I happened to develop my career when the country was changing from the Soviet planned economy to a market economy. This was a significant transformation for the whole country, economically and mentally.

The country’s president was a visionary, he knew that this would require a new mindset and people with new sets of skills. That’s why the government set up a scholarship programme to send students to study abroad. I was awarded one of these scholarships and studied for an MBA at the Simon School of Business Administration at the University of Rochester, one of the top 25 business schools in the world at that time. I studied corporate finance and accounting, essential for doing business and setting up the financial system in Kazakhstan. Another major influence on my career has been working for the country’s first international bank.

Even though now I would think that doing an MBA straight from undergraduate school is a bit too soon, in my case it gave me all the essential skills to do business and manage business in Kazakhstan. I am still using all the concepts that I studied at business school in my everyday life.

Of course, I took various courses in different subjects later on, but still, the fundamentals are what keep you going. I am a strong advocate of keeping up your business education throughout one’s lifetime.

LUX: What motivated you then and what motivates you now?
Alina Aldambergen: I am motivated by excellence. However, that has to be adjusted for the environment that you are working in. At any job I have always tried to come up with the best business model, get support from the stakeholders, and follow it through. I will leave a company if my values do not coincide with those of the company.

I am a strong believer in not wasting time – why do so if you could be doing something more valuable and interesting elsewhere? It is important for me to bring worth to a company, its employees and shareholders, and to society. I want to see the results of my work make an impact.

Courtesy KASE

LUX: Why did you decide to become member of the YPO? Why it is important for you?
Alina Aldambergen: I joined YPO in Kazakhstan in 2018. For me, it was an exclusive members club of business people – true, self-made achievers. To become a member was prestigious for me. Another point is that YPO is an international organisation, so in that regard I considered it as another step forward for myself. I also recognised that it is an influential organisation that can make an impact on various issues concerning society.

LUX: What else does YPO bring to you?
Alina Aldambergen: I think I discovered even more value once I had become a YPO member. There is a wealth of knowledge, significant networking opportunities and an exchange of opinions that you can draw on.

I like the YPO concept of oneself, family and business all together. I think it is important that YPO encourages this amongst its members. Your spouse or child can become a member of the organisation and it provides access to the same education as you can get elsewhere. It really enables generations of business people to grow.

I also like the forum meetings. I found that they are a place where you can receive and share professional advice with your peers on dealing with different situations. I think this is the most valuable experience of the YPO membership.

ARMANZHAN BAITASSOV
Chairman of the Tan Media Group and publisher of Forbes Kazakhstan magazine

Baitassov is a Kazakhstan media manager, professional TV journalist and businessman. He has founded multiple media outlets, including his first TV channel, Channel 31, in 1992 the Megapolis newspaper in 2000, the Business FM radio station in 2018, and in 1994 the Radio 31 radio station. In 2017 he was elected chairman of the board of the Kazakhstan Media Alliance.

Armanzhan Baitassov. Image by Andrey Lunin

LUX: What age were you when you thought you might go into business as a career?
Armanzhan Baitassov: I was 19 years old when I decided to go into business. The first time we thought about business was in the late 1980s, when it became possible to engage in private entrepreneurial activity.

LUX: Who were your inspirations in business and how and why did they inspire you?
Armanzhan Baitassov: We were inspired by the guys who were able to earn a lot of money back then in Soviet roubles, guys as young as us who were also searching for opportunities to make money.

LUX: What were your first steps? Did you have any formal business education?
Armanzhan Baitassov: We started in advertising, reselling the advertising slots in newspapers. At that time, there were no textbooks about business, so we learned everything along the way.

Read more: Sculptor Helaine Blumenfeld on the power of public art

LUX: What were the most important parts of this learning phase of your business life?
Armanzhan Baitassov: I graduated from the Faculty of Journalism at Kazakh State University and immediately went into the media industry, where I still work. Of course, in the early 90s there were problems with funding, there was not enough equipment or it was incredibly expensive, and legislation in Kazakhstan was not fully regulated. But we had enough advertising in the first year and big contracts with Procter & Gamble and Unilever.

LUX: What motivated you then and what motivates you now?
Armanzhan Baitassov: At first, the big motivation for us was creative work. We were young, we worked day and night to make our media more and more popular. Now, of course, we are more mature, but the main motivation remains to do something new to make our world better.

LUX: What are the unique challenges of business and enterprise in Kazakhstan?
Armanzhan Baitassov: There is the powerful influence of the state on the economy. It hinders entrepreneurship and corruption has penetrated all levels of power and the economy. Doing business in Kazakhstan can be simply unsafe, but there are also development institutions that are helping small and medium-sized businesses thrive. All systems work well, but look carefully at your segment, especially if it contains any state-owned companies and corporations.

The Forbes building in Almaty, Kazakhstan

LUX: What’s the secret of success in business?
Armanzhan Baitassov: For me it’s that I am interested in doing business, in watching companies develop and doing it myself, and not just being a shareholder and observing. When you are immersed, then you’ll succeed. And what probably helps is my belief that everything will get better every year.

LUX: What are your plans for the future?
Armanzhan Baitassov: The pandemic has changed all my plans for 2020 but I really want to develop media abroad in Russia, Uzbekistan and Georgia.

LUX: Who are your business heroes now?
Armanzhan Baitassov: Of course, there are people I admire such as Jeff Bezos, and Larry Page and Sergey Brin. There are also people here who inspire me, such as Vyacheslav Kim and Mikhail Lomtadze at Kaspi Bank. But today my business heroes are the young entrepreneurs in Kazakhstan.

LUX: The media business is going through unique challenges now. What do you think these are and where do opportunities lie?
Armanzhan Baitassov: The main thing is a sharp drop in income from advertising. Many media companies have begun to work remotely from home, which is a great opportunity because of the high office costs. There may also be greater digitalisation – print newspapers are living their last days.

LUX: When did you first hear about YPO?
Armanzhan Baitassov: I learned about YPO in 2010 from Nurlan Kapparov. A year or so later we went with him to the USA, where we were invited to an event held by the YPO chapter in Washington DC.

LUX: Emotional support in business and other matters seems to be an important part of being a YPO member – is that correct?
Armanzhan Baitassov: Yes. In Kazakhstan, most entrepreneurs encounter some difficulties, maybe even injustice, and we can openly discuss these within the chapter. It is an incredible support.

LUX: How does YPO support your business?
Armanzhan Baitassov: The biggest support that I get is when we hold events at Tan Media Group, almost all members are happy to come. I am especially pleased that they support the youth forum and are happy to speak to young entrepreneurs.

LUX: What does running the Kazakhstan YPO chapter mean to you?
Armanzhan Baitassov: It has become very influential. We want as many members as possible, but getting in is difficult. We have a committee that reviews all applications and only then sends them for consideration to the YPO members. We all feel a great responsibility, because each YPO member is one of our team.

AIGUL DJAILAUBEKOVA
Partner at InnoVision Management Consultancy

Djailaubekova began her career in banking 1996 in Amsterdam at MeesPierson and then ING Bank. In 2004, she returned to Kazakhstan to continue working for ING. Since 2007, her work in banking has included senior management roles at Citibank and HSBC in Kazakhstan and at large regional banks. At InnoVision she focuses on management consultancy, financial services and education.

Aigul Djailaubekova

LUX: What age were you when you thought you might go into business as a career?
Aigul Djailaubekova: I started my career about 25 years ago. Prior to then, being an ambitious straight-As student, I was set on an academic career but after a short teaching tenure, I decided to explore new opportunities in commercial and international business.

LUX: What were your first steps? Did you have any formal business education or training? Which companies did you work for?
Aigul Djailaubekova: I won a British Council scholarship to study at Lancaster University in the UK. After graduation, I landed a job in the Trade & Commodity Finance department of the Dutch bank MeesPierson in Amsterdam. I moved to ING Bank N.V., where for several years I covered financial institutions in various countries as a senior regional manager. Then I joined ING’s office in Kazakhstan as an expatriate manager.

LUX: What have you learned in your business life in recent years?
Aigul Djailaubekova: Over the past decade, I have been deputy chairman of the management board at Citibank and HSBC in Kazakhstan and in a few large local banks. Those were vastly different experiences for me in terms of their corporate cultures. All the successes and disappointments made me a stronger and perceptive manager as well as a more resilient and, hopefully, wiser person.

LUX: What are your business plans?
Aigul Djailaubekova: A few years ago I started thinking about setting up my own bank with a team of like-minded investors and banking professionals. In view of the multimillion investment required, it’s ambitious but most successful businesses at their early stages dare to dream big.

LUX: What are the unique challenges of business and enterprise in Kazakhstan?
Aigul Djailaubekova: It is important that foreign investors have a strong local partner who will be on the same page in terms of their business vision to help them navigate through the local bureaucracy.

LUX: Who were your inspirations in business and how and why did they inspire you?
Aigul Djailaubekova: My main inspiration in life is my family. I’ve always been driven by a desire to do something meaningful, to contribute to financial prosperity of our family, to be a good example for my children and to be a source of pride for my parents. Thanks to them and my husband, I have never had to face the choice of being a mother and wife or a being a banking executive.

Aigul Djailaubekova with her husband

LUX: What advice would you give anyone starting out in business?
Aigul Djailaubekova: I would say three things. Firstly, dream big and dare to have it all. One might not achieve each and every goal along the way, but it’s worth trying. Secondly, dare to follow your dreams, especially when you’re young. And thirdly, when you feel that the current trajectory is no longer satisfying, or that there are other opportunities opening up, dare to change to a new path.

LUX: How did you first hear about YPO?
Aigul Djailaubekova:Several years ago from some of my friends and business acquaintances. The Kazakhstan chapter was founded by Nurlan Kapparov, a highly respected businessman and visionary. It was very flattering when two of the long-standing members suggested I join, which I did more than five years ago. I was the first female YPO member in Kazakhstan.

LUX: Has being a woman member made a difference to the local chapter?
Aigul Djailaubekova: One of my missions was to break the image of our chapter as a closed, all male club. Later, I heard that initially some members had been cautious about a woman joining the chapter, but knowing several members before I joined and the fresh perspective and insights I brought helped me to gain the trust of other members.

LUX: How does YPO Kazakhstan benefit wider society?
Aigul Djailaubekova: Kazakhstan’s chapter has evolved from an elite business club to an organisation that strives to make differences in society. Some initiatives between the government and local businesses were introduced at the instigation of YPO. The charity balls supporting good causes are regular events now. And there are charity projects, such as the Ana Yui (Mother’s House) founded by one our members, which has become a nationwide movement saving thousands of babies from being sent to orphanages.

LUX: In what way does being a YPO member support and help you personally?
Aigul Djailaubekova: For me, YPO brings great value through business advices and insights and as a platform for personal development through the forums, training and special events. I have become good friends with most YPO members and their families, socialising outside official chapter events. When making a radical career shift, I took comfort from the forum and some closer friends at YPO to whom I could turn for advice.

SIDDIQUE KHAN
Founder and CEO of Globalink Logistics Ltd

Khan has worked in transportation since 1990. He established Globalink Logistics in 1994. In 2011 he was named Entrepreneur of the Year by the American Chamber of Commerce. As well as chairing multiple committees relating to his sector, he also advises Kazakhstan’s government on the development of transportation and has a particular expertise in the Belt & Road Initiative.

Siddique Khan

LUX: What age were you when you thought you might go into business as a career?
Siddique Khan: I started part-time work while I was studying to gain practical experience and to earn some extra money. It turned out to be one of the best opportunities of my life. I was able to learn how small businesses work, and the hands-on experience helped me turn my visions into practical business ideas.

LUX: Who were your inspirations in business, and how and why did they inspire you?
Siddique Khan: I was always fascinated with the ancient Silk Road and became particularly aware of it when I started a job in transportation and logistics in 1990 while supervising the distribution of humanitarian aid in Afghanistan. I saw the Silk Road’s heritage everywhere. In 1994, following the collapse of the USSR three years earlier, I set up a new business in Almaty to build a world-class transportation and logistics business that would eventually revive the ancient Silk Road.

Read more: Gaggenau launches initiative to support innovative artisans

LUX: How did you go about setting up this business venture?
Siddique Khan: Fundraising for a start-up to revive the Silk Road was anything but easy. After months of struggle, I managed to raise the seed capital, helping me launch Globalink Logistics on a shoestring budget. Choosing Almaty as a base was not a popular decision in those days, as most foreign investors were entering the former USSR market through Russia. Looking back, it was the right decision. It has helped Globalink gain recognition as the first international logistics company in Kazakhstan. Today, it has operations in nine locations in this country, more than 32 service centres in the former USSR and with representation in 55 countries.

LUX: What were the most important parts of this learning phase of your business life?
Siddique Khan: Companies have to re-invent themselves frequently, adapt to ever-changing market conditions, manage risk effectively, develop a competent workforce and invest in new technologies to be able to compete on a global stage. We must learn to overcome the uncertainty of the future and continuously educate ourselves to be able to stay ahead.

One of Siddique Khan’s company’s containers on the move

LUX: What motivated you then, and what motivates you now?
Siddique Khan: Giving financial success a purpose is still the most incredible motivation for me and gives me an enormous satisfaction in my work. My real thrill in life is not accumulating wealth, but to seek ways to use financial resources to create life-changing opportunities for others.

LUX: What are the unique challenges of business and enterprise in Kazakhstan?
Siddique Khan: Kazakhstan is a typical frontier market, offering high risk and higher reward. Overall, it and the Central Asian Republics are resource-rich economies with limited service sectors and infrastructures. There are viable business opportunities if one can cope with the numerous challenges of these emerging markets.

LUX: What advice would you give to foreign companies coming to Kazakhstan?
Siddique Khan: It is essential to learn and appreciate the cultural differences when you are doing business in this region.

LUX: YPO seems to be a unique business organisation. Is this true?
Siddique Khan: YPO is a unique group of exceptional executives that provides a network with a common aim: to become better leaders through lifelong learning. Every member seeks the knowledge and principles of success not only for their businesses but also for their families, friends and, most importantly, for themselves.

LUX: In what way does being a YPO member support and help you personally?
Siddique Khan:  Much of the YPO member experience comes from the local chapter, where you meet other business executives in your area. Although the organisation attracts high-achievers who are very competitive, the chapter also offers a sense of openness. Chapter life is full of action, ranging from family retreats and business events to executive education, counselling, healthcare and much more.

Depending on the size of the chapter, there are several forums. A forum is a group of about eight to ten people who meet frequently to discuss business and personal issues in a judgment-free and confidential environment. Forums become the sounding board for topics that you wouldn’t like to discuss anywhere else. I can confidently say that my forum has become my family. We trust and support each other – no matter what.

The professional, educational, spiritual and networking support that I got from the organisation helped me not only to transform myself but my business and family life as well. Thanks to YPO, I have become a better executive, spouse, father and friend.

RAMIL MUKHORYAPOV
Chairman of the Board of Directors of Chocofamily Holding

After early enterprises in Moscow, Mukhoryapov returned to Kazakhstan in 2011 to work in e-commerce, founding Chocolife.me, the country’s first online marketplace. This has since expanded to become Chocofamily Holding, Kazakhstan’s leading internet company with eight brands covering services such as online payments, health, travel and food delivery.

Ramil Mukhoryapov

LUX: What age were you when you thought you might go into business as a career?
Ramil Mukhoryapov: I was 19 years old when I started my first business. It was a club for parties for students. My first idea was for a comfortable and fun student life.

LUX: Who were your inspirations in business and how and why did they inspire you?
Ramil Mukhoryapov: I was inspired by a few Russian and international entrepreneurs such as Richard Branson, Oleg Tinkov, Sergey Galitsky and Evgeny Chichvarkin. I was inspired by their energy and their desire to change the world.

LUX: What were your first steps – which companies did you work for, how did you train and did you do formal business education?
Ramil Mukhoryapov: I studied at the Financial University under the Government of the Russian Federation in Moscow. I used to read interviews with various entrepreneurs in the business newspaper Vedomosti, in which they described all sorts of business situations and how they dealt with them. Reading newspapers was my main training. I had no formal business education, just my basic finance education at the university.

LUX: What were the most important parts of this learning phase of your business life?
Ramil Mukhoryapov: I loved reading the biographies of top entrepreneurs such as Howard Schultz of Starbucks, Sam Walton, the founder of Walmart, Steve Jobs, John Rockefeller, Feodor Ingvar Kamprad, the founder of IKEA, and Richard and Maurice McDonald. I was inspired by their lives and their decision making.

LUX: What motivated you then and what motivates you now?
Ramil Mukhoryapov: At first I was motivated by money and the photos I saw in magazines that depicted businessmen like happy guys with beautiful lives. Now, my main motivation is to change the world. I would like to change the relationships between companies and employees, to change the service in our country and to create new possibilities in economics. I think that business people are sort of engineers of the world.

LUX: What are the unique challenges of business and enterprise in Kazakhstan?
Ramil Mukhoryapov: I don’t think that Kazakhstan offers any particularly unique challenges in business but it does have great potential for entrepreneurs, because of the very low levels of competition.

LUX: What advice would you give to foreign companies coming to Kazakhstan?
Ramil Mukhoryapov: First of all, welcome to our country! There are many great possibilities to start a business here. We are growing very fast, have a stable economy and political regime. Also, we have potential in retail, e-commerce and so on.

LUX: What is the secret of success in business and what keeps you going?
Ramil Mukhoryapov: I think that it depends on two things. Firstly, you should work a lot and very hard. And secondly, ambition. If you are not satisfied with the results, they have to push you to go further. It’s important not to say “enough” – that’s a very dangerous word in business.

LUX: What are your business plans?
Ramil Mukhoryapov: Our plan is to build the biggest e-commerce company in the region and to become the first tech company from Kazakhstan to be known worldwide. To keep pace with Amazon, Google, Facebook, Apple and others – that’s our goal and I believe that everything is possible.

LUX: Who are your business heroes now?
Ramil Mukhoryapov: My business hero now is Elon Musk. He is a person who makes crazy things. He does not just dream about something, he does it. He inspires me to think the same way. We shouldn’t build barriers in our minds.

LUX: When did you first hear about YPO?
Ramil Mukhoryapov: The first time was when I was a student. I read a book by Artyom Tarasov, one of the first Russian millionaires and the first YPO member from Russia. That was about 19 years ago and I knew then that I wanted to join YPO.

LUX: What were your perceptions of YPO before you joined?
Ramil Mukhoryapov: YPO is a unique business organisation. It consists of the best entrepreneurs from Kazakhstan and enables you to communicate with others from different countries.

LUX: How does YPO support your business?
Ramil Mukhoryapov: I have two examples. First, two of the YPO members in our chapter became investors in my company: Timur Turlov and Aidyn Rakhimbayev. Second, when I need to speak with the managers of the big Russian e-commerce companies, I can get their contacts through YPO Connect and they answer quickly.

LUX: How often are chapter meetings held?
Ramil Mukhoryapov: Formal meetings happen on average 10 times a year. They take priority in my schedule. I appreciate the ideas and advice I get from them – they are like a personal board of directors.

ELDAR SARSENOV
Chairman of the Management Board of JSC Nurbank

Before his banking career, Sarsenov led the marketing at TAG Heuer in the US and worked his way up to being deputy director of sales and marketing at Helios LLP, the Kazakhstan petrol station company. He was the managing director of JSC Nurbank for three years, during which he managed the credit card department, IT and marketing, before he became the bank’s chairman in 2015.

Eldar Sarsenov. Image by Valery Ayapov

LUX: What age were you when you thought you might go into business as a career?
Eldar Sarsenov: I started thinking of myself as some kind of business person when I was maybe six or seven years old. At the time, I was in the US living near tennis courts where I worked as a ball boy. It was then that I understood the value of being paid for your services.

LUX: Your family was prominent in business already – you took a very international route when starting your career. Why?
Eldar Sarsenov:My career started early, helping out in my family’s business when I was still in school. When in college, I did some internships and later on I was working in a few businesses in Kazakhstan, so my career started locally. My first international work was in New Jersey, at TAG Heuer, as part of my MBA.

LUX: Who were your inspirations in business?
Eldar Sarsenov: I was inspired first by my parents’ enterprise in the early 1990s. When I was in college, a few professors who were also successful business people also influenced me.

Read more: Kering’s Marie-Claire Daveu on benefits of the blue economy

LUX: What business education do you have?
Eldar Sarsenov: My bachelor degree in science and business administration was from Suffolk University in Boston, and my MBA is from Northeastern University. Formal education helped my decision making and my ability to assess business practices in all sorts of situations.

LUX: What motivates you now?
Eldar Sarsenov: That’s easy. I am motivated by problem solving, by overcoming crises. I look at the person I was prior to certain events and can see how they transformed and improved me.

LUX: What are the unique challenges of business and enterprise in Kazakhstan?
Eldar Sarsenov: It’s a great place to conduct business, but one of the biggest challenges is its population size. It is a little below 20 million and no matter how efficient or effective you are, technologically and otherwise, at some point you will hit the ceiling of what market you can get.

The flag of Nurbank, of which Eldar Sarsenov is chairman

LUX: What’s the secret of success in business?
Eldar Sarsenov: There’s no big secret. Work hard, be kind to people, be a good person, and stay motivated. That’s harder than it sounds. You’ll be motivated at first but, later, obstacles might slow you down. The trick is to keep moving.

LUX: What are your business plans?
Eldar Sarsenov: Going international is in the plan for me. As a company, you need to cover as many countries as you can. It is healthy and financially sound.

LUX: Who are your business heroes now?
Eldar Sarsenov: The ones who surround me, such as those who survived the break-up of the Soviet Union and prospered for the benefit of the country. Also my YPO friends, who are people of high ethical standards and great business acumen.

LUX: When did you first hear about YPO?
Eldar Sarsenov: I first heard about it through friends and business acquaintances. My friend and mentor Armanzhan Baitassov, who is a YPO member of some stature, suggested I join.

LUX: What were your perceptions of YPO before you joined?
Eldar Sarsenov: I thought it was something along the lines of a fraternity of some sort. But when I saw a meeting, which was informal, I was impressed by the comradeship.

LUX: In what way does being a YPO member support and help you personally?
Eldar Sarsenov: It’s put into perspective what I am today as a business person. It has shown me how my strengths could be furthered, and how my weaknesses can be minimised.

LUX: YPO seems to be a unique business organisation, especially in its forums.
Eldar Sarsenov: Yes, the forums are what make YPO so sought after. Chapters consist of five to eight people. They are designed to be part of the YPO experience, where people can meet regularly within their own groups and discuss problems with work, family, or personal development.

LUX: Does YPO help with international contacts also?
Eldar Sarsenov: International contacts are what YPO bring to the table once you become a member. It provides a platform called YPO Connect that enables you to connect with YPO people round the world. I have helped members from Latin America, Europe and Australia who were interested in financial services in Kazakhstan.

LUX: What does being a YPO chapter member involve and what do you need to do?
Eldar Sarsenov: You get from YPO what you invest. If you make time, reach out to people, follow guidelines at meetings and participate in forums, then YPO gives back a lot. Since I joined in 2019 I have tried to be at every event and reach out to every member. YPO has been great for me. I look forward to meeting new people after the pandemic, and I urge everyone to consider joining this great organisation.

TIMUR TURLOV
Founder and owner of Freedom Holding Corp.

Turlov is an entrepreneur and financial expert who established Freedom Finance in 2008. Becoming part of Freedom Holding Corp. in 2015, the company is a leading retail brokerage and investment bank in Central Asia and Eastern Europe. Turlov is a specialist in the US stock market and regularly comments, reports and lectures on financial and economic matters in business publications.

Timur Turlov, CEO of the Freedom Holding Corp.

LUX: What age were you when you thought you might go into business as a career?
Timur Turlov: I was hungry to earn money when I was at least 13. At 15 or 16 I had my first more or less serious job (as a junior media analyst) with an ‘adult’ salary.

LUX: Who were your inspirations in business and how and why did they inspire you?
Timur Turlov: I am not sure that I really can name any. I started my own business not because of my ambitions, but because my employer closed its investments arm.

LUX: What were your first steps? Which companies did you work for, how did you train and did you do any formal business education?
Timur Turlov: I have no formal business education. I started my career in the stock market industry in Moscow at a small proprietary trading firm founded by American who was a former Soviet Union citizen. Then I switched to a retail brokerage firm that was part of a medium-sized commercial bank, and became the youngest TOM manager by my third year. Then the investment arm closed after the 2008–09 crisis.

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LUX: What were the most important parts of this learning phase of your business life?
Timur Turlov: I always was very practical. I learned a lot from my colleagues and partners, from googling and reading the necessary information to solve specific tasks.

LUX: What motivated you then and what motivates you now?
Timur Turlov: We live in a world where the winner takes it all and you need to be the best in the industry just to survive.

LUX: What are the unique challenges of business and enterprise in Kazakhstan?
Timur Turlov: The main challenge is being almost alone in your industry. A weak competitive landscape can be a problem when you eat your bread alone. And that’s an opportunity as well, of course.

LUX: What advice would you give to foreign companies coming to Kazakhstan?
Timur Turlov: Kazakhstan is a country of open doors. It’s very easy to get here and you will be warmly welcomed, but you have to manage expectations extremely carefully.

LUX: What is the secret of success in business and what keeps you going?
Timur Turlov: My ability to build relationships, to sense the direction the wind is blowing in and to create products that are in demand. And, of course, luck.

LUX: What are your plans and business dreams?
Timur Turlov: We need to expand more actively into the EU and from there, globally. Competition in my industry is already global and we need to grow to be competitive enough tomorrow, to be attractive enough to become a target for acquisition, or to acquire our competitors worldwide.

LUX: Who are your business heroes now?
Timur Turlov: My team, my competitors… No stars.

LUX: When did you first hear about YPO and from whom?
Timur Turlov: From my friend and client, Marat Shotbaev, three or four years ago.

LUX: What were your perceptions of YPO before you joined and what made you want to join?
Timur Turlov: I knew it to be a club of successful people from the business elite in our country.

LUX: YPO seems to be a unique business organisation. Is this true, and if so, how and why?
Timur Turlov: The spread across medium and large enterprises in Kazakhstan seems to be wider than usually found elsewhere in the world. So here, YPO is a club for large businesses.

LUX: In what way does being a YPO member support and help you personally?
Timur Turlov: Through the unique experience of the forum meetings, which unfortunately have been less frequent over the past year because of the Covid-19 pandemic.

LUX: How does being a YPO member support your business?
Timur Turlov: Business is always about the development of relationships, and YPO helps to develop it much further.

LUX: Does YPO membership help you with international contacts as well?
Timur Turlov: I have never tried to use the international power of YPO.

LUX: What does being a YPO chapter member involve? How frequently do you have formal meetings, and international meetings?
Timur Turlov: Unfortunately, I have never participated in any of the international meetings, but this is only my second year of membership and international travel has been restricted, of course, for most of 2020.

Find out more: ypo.org

This article features in the Autumn Issue, which will be published later this month.

The Lisbon Oceanarium, Europe’s largest informational and educational space on the oceans, is operated by a foundation launched by Portugal’s Dos Santos family. Image by Paulo Maxim

Claudio de Sanctis, the new Global Head of Wealth Management at Deutsche Bank, has been passionate about the oceans since he was young. He now sees the blue economy – the sustainable use of ocean resources for economic growth – as a major and necessary target for investments. LUX speaks with him to discover why

DEUTSCHE BANK WEALTH MANAGEMENT x LUX

Claudio de Sanctis

LUX: How did your interest in ocean conservation arise?
Claudio de Sanctis: It’s something that goes back to my childhood. I was brought up in Italy and school summers there are very long. I spent a good portion of that time in the water snorkelling and skin diving in the Mediterranean and I developed an incredibly strong connection to the sea and the life in it. You carry forward that passion for animals and life in the sea; and then, if you are 47 as I am now and you are still spending your holidays diving in the sea with your family, you witness first-hand the changes that have gone on. You have this passion, you have witnessed this crisis, and there is a part of you that says something needs to be done.

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LUX: You have personally noticed the environmental changes in the sea?
Claudio de Sanctis: One hundred per cent. If you don’t dive or spend time underwater, the ocean may seem like a beautiful, big, blue expanse and it’s difficult to perceive how it’s changing; it looks as beautiful now as it did 50 years ago. But if you do actually spend time underwater, you then notice that the Mediterranean, for example, has changed dramatically. In the past 40 years, plastic has replaced fish. There were previously a lot of fish, and now there are far fewer and plastic is popping up more and more so it’s now almost impossible to get underwater without seeing a large amount. Also, tropical fish are being seen in Greece, for example, which is a concern as it suggests a very significant change in temperature. If you go to the tropics, the situation is very similar. I have less than 20 years’ experience diving in the tropics, but even in that time, the situation has deteriorated and reefs have disappeared.

LUX: And this is what inspired your focus on the blue economy, which includes ocean conservation and much more besides.
Claudio de Sanctis: That’s correct. There are two fundamental beliefs informing this. One is that institutions such as Deutsche Bank have a fantastic history, if you realise that, for example, we have invested in young artists for the past 40 years for no other reason than social responsibility. While we are a business for profit, doing things because they are relevant and important for the societies we operate in, and because it’s right to be doing them, is important. In that context, we try to do things that are relevant to our clients. I meet clients on a daily basis and more often than not, the discussion will turn to conservation and particularly ocean conservation, and the strongest message I get is one of interest and one of alarm. “How can I help?”, they ask. And that’s how the blue economy comes into play because I believe that the best way to protect the sea is actually to explain to everybody the extraordinary sustainable, long-term economic value it has. There is a lot we need to explain to the world, such as the fact that we breathe because of the ocean; if we damage the ocean beyond a certain point, we won’t be able to breathe air any more. This is very much where education comes into play. And if you understand how the ocean can produce long-term economic development for low-income, underdeveloped countries, that is very relevant. If it’s properly harnessed, the blue-economy potential for a country such as Indonesia is extraordinary. It can lift hundreds of millions of people out of poverty and give them long-term prospects.

LUX: Are there increasing investment opportunities for the blue economy?
Claudio de Sanctis: There are, but there is so much more to be done, which is why the conference we are holding is so interesting. At the moment it is a very thin market but you essentially have three main drivers. The first one is very wealthy families who set up dedicated foundations, which in turn invest long term in ocean conservation and the blue economy. In that space, education plays a massive role. Secondly, if you don’t want to have a dedicated foundation then you can invest in financial instruments. There are more and more liquid financial instruments starting with blue bonds that allow you to contribute capital with a certain degree of return in order to help these underlying themes. The last element that we need to develop is investing directly in companies as more start up with a blue economy angle.

LUX: Will the blue economy become more important within environmental, social and governance (ESG) investing in general?
Claudio de Sanctis: That’s a very good question. My view is that when it comes to ESG, there is no need to put different sub-themes within ESG into competition. There is so much need for more across the board. I can say that interest in ocean conservation and the blue economy is growing exponentially and the awareness of it is growing extraordinarily fast because it’s tied to very important problems. I mean, science has now led us to understand that the oxygen for two breaths in every three comes from the sea, which is something that, five to ten years ago, very few people knew. So if you pollute the sea to a point that that sort of oxygen production slows down, you have a huge problem, because we’re not going to be replanting a lot of forest in the next 50 years. And planting forest takes a long time. Most of the ESG themes are fundamentally interlinked. For example, ocean conservation, blue economy and climate change all interlock.

Read more: Fashion designer Kevin Germanier’s sustainable glamour

LUX: Do companies who may believe they are not responsible for, say, ocean degradation because they are based far from the sea, need to be made aware of this interlocking, that the ocean is relevant to them?
Claudio de Sanctis: That is a very fundamental point. Awareness is everything and in my view, the awareness we need to create is not so much in the companies as in the end consumer. Everybody needs to understand the relevance of this resource, that the ocean is deteriorating and what the consequences of this are. And then on the positive side, what are the opportunities we can extract from the sea if we actually manage it properly? When we talk of the problem of plastic in the oceans, everyone thinks of the poor albatross found with plastic in its stomach, which is a significant problem. It’s an easier problem to grasp than microplastics, which are less visible. But while plastic bottle and bag waste affects marine mammals and sea birds, it is microplastics that affect fish. And the biggest polluting factor in the plastic problem is our clothing. Every time we wash our clothes in a washing machine, particularly anything that has plastic fibres, we release microplastics into the ocean. This is just an example, and this is why we need education, because there is so much more that we need to know and that we need consumers to know because it is they who ultimately drive politicians and purchasing.

LUX: What would you like to achieve through your blue economy programme?
Claudio de Sanctis: In our business we talk to a number of very significant families about what it means to actually have positive impact. So even if we help a few of these families be more aware of the problems and solutions, that is already gratifying for me personally in terms of helping the cause. From a Deutsche Bank point of view, my aspiration is that in the next two to three years when Wealth Management clients think about oceans, they think about ocean conservation and economic development tied to that. And then they think of Deutsche Bank and pick up the phone and speak to their banker here.

Find out more: deutschewealth.com

This article originally appeared in the LUX x Deutsche Bank Wealth Management Blue Economy Special in the Summer 2020 Issue.

Installation view of Looking Up, Helaine Blumenfeld’s exhibition at Canary Wharf 2020. Photo © Sean Pollock

Helaine Blumenfeld OBE is best known for her large-scale public sculptures whose undulating, ethereal forms evoke a sense of fragility and movement, transforming the environments into which they are placed. In the light of a major exhibition of her works at Canary Wharf, Digital & Art Editor Millie Walton speaks to the artist about working intuitively, the importance of touch and how public art brings people together

LUX: What’s your creative process like? Do you follow a routine, or need a particular atmosphere to create?
Helaine Blumenfeld: I think I have quite an unusual creative process which has changed in a few ways over the years, but essentially, it has always been a process of trying to coordinate what I am feeling and thinking with what I am doing with my hands. That has taken a very long time. Now, when I go into the studio, I am able to disconnect from everything that is going on around me. Francis Bacon used to say that to release that [creative] energy he would either need to be drugged or drunk or both, to allow him to enter into a kind of trance state. I can go into that state, happily, without drugs. For me, it is a state of being. I go into the studio, close the door, and I am there.

Follow LUX on Instagram: luxthemagazine

I don’t really look at the work whilst I am making. I take clay and I just keep adding to it or taking away. I have no plan of what I am going to do; I have no drawings. I just communicate with it, and that is how I have worked almost from the very beginning.

I had been working on a doctorate of philosophy, and I could never find the exact words I wanted, but when I made the very first piece in clay, I just thought: ‘This is just incredible! Did I really just do this?’ It was a talent that I had never understood I had, and yet it was so clear. Every piece I made in those early days was a wonder to me and then, we moved back to England from Paris and during the move, some of the pieces got broken. I thought I’ll never be able to do anything like that again.

Now, I do not have that feeling; I see it more as a process. There is a communication between what I am in terms of experience, and the work, and if one piece is interrupted or breaks or collapses, the next piece will follow it.

Helaine Blumenfeld with one of her sculptures. Photo © Sean Pollock

LUX: You mentioned that you were studying philosophy – when did you start making art?
Helaine Blumenfeld: I always had these amazing dreams that I could never seem to translate. The only way that I knew was words, and yet, to have an incredible dream and then to use words is so bizarre because it is a completely different language. For a while, philosophy seemed like the right method for my expression, but I was never satisfied. When I discovered sculpture and began to understand what very simple forms could communicate, I decided I wanted to be a sculptor.

I think that being an artist is not just about having something to communicate, but also finding the right way to communicate it, and if you don’t, you can be frustrated. Discovering sculpture opened up the whole world to me.

Helaine Blumenfeld, Exodus V, 2019, Photo © Henryk Hetflaisz

LUX: Was lockdown a creative time for you?
Helaine Blumenfeld: Well my main studio is in Italy, so I have not been able to go back at all. In fact, because I had this very big show [Looking Up] in Canary Wharf, I was meant to go back before we had finished the installation to bring back two pieces that I had not quite finished, but my husband said not to go. It was lucky that he did because otherwise I would have spent the whole lockdown without my family.

In the end, we managed to get the entire show of 40 pieces up at Canary Wharf just two days before lockdown. The opening, which didn’t happen, was intended to be the day of lockdown. When I went back to Cambridge, I was suddenly aware of the virus and what it was doing, which I hadn’t been, and the first two weeks were very anxious. I thought I would have contracted it because I had been working with so many people, including one of my assistants from Italy who had come over, and whose wife had the virus. But after that period, and I think a few artists will tell you the same, it was one of the happiest periods in my whole life. No pressures from the outside world, no commitments, no engagements, no travelling back and forth to Italy, which I normally would do for two weeks here and two weeks there. I was with my husband all the time which I hadn’t been since the beginning of our marriage. And I had clay; I had all the clay I needed. I was working, and I have done more work in the period of lockdown than I have in the last three years I think. So, yes it has been immensely creative.

Read more: Confined Artists Free Spirits – artists photographed in lockdown by Maryam Eisler

LUX: Do you ever start a sculpture and decide to abandon it if it’s not working?
Helaine Blumenfeld: There are different ways of working. Someone like [Constantin] Brâncuși, who I admire enormously as an artist, was held back by his own sense of perfection. Each piece had to reach what he wanted, and it never did, so he would have to abandon and try again. He was tied to certain ideas, whereas I believe that each piece is as good as it can be. I work through the idea rather than trying to get it right in that particular piece. As I said, I never have a clear idea of where I am going or a vision that I need to achieve; the vision comes in the piece.

Helaine Blumenfeld, Taking Risks, 2018, Photo © Henryk Hetflaisz

LUX: That sounds very liberating.
Helaine Blumenfeld: In sculpture, the gesture can be completely yours. When I am working, I don’t look at what I’m doing I feel it intuitively as it happens. Very often when I am in Italy, I finish something in clay and I cover it and wrap it with wet cloth, and then when I go back, I have no idea what I am going to find. I have never seen it objectively or critically, I have just seen it intuitively. When I do unwrap it, then sometimes I will say  ‘Oh, that doesn’t work’, and I won’t go on with it. At that moment, I am really seeing with a critical eye. It’s like seeing your lover in another way from the corner of your eye or a different angle which allows you to seem them objectively for a moment. When I come back to the work, I am able to see it objectively, and at that moment, I know intellectually whether or not it is working.

It is a bit of a different process if I want to do a large piece, however, because when I am working, I have no armature or inner support system. If I had that I would know exactly what I was going to do because the inner structure would dictate what I was going to make. Without that structure, the sculpture is initially incredibly fragile and if it is going to last, I need to have it cast in plaster quickly. Then, when I know the forms, I don’t feel the same resistance to having an armature. At that point, I have an assistant who will mechanically enlarge the piece for me with a proper armature and leave it in a rough state for me to take over. It does happen when I think a piece is very good, but when the scale changes, it doesn’t work. I think that is a mistake that certain sculptors make, thinking that everything can be large when some pieces work better on a small, intimate scale.

Helaine Blumenfeld, Exodus IV, 2019, Photo © Henryk Hetflaisz

LUX: What role do you think public sculpture can play in urban environments such as Canary Wharf?
Helaine Blumenfeld: I think that sculpture, in general, in a public place, creates a private space for people to enjoy. In a way, it creates a space that people can claim ownership of. My idea is to somehow mediate between the personality and the mechanism of a landscape and to create something that is personal and that people can relate to. For example, my first public commission was in centre of a walkway, and I went around and had a look at how people used space. There was a gigantic sculpture there that people would walk around to avoid. Somehow the massiveness of it mirrored and competed with the architecture in a way. So, I decided to do a sculpture in five pieces, that people could walk in between and interact with that would be on a human scale, and it was such a success.

Helaine Blumenfeld, Fortuna, 2016, Photo © Sean Pollock

My piece Fortuna, which was put up in 2016, was originally meant to go to the new area of Wood Wharf. When it was finished, it was temporarily put into an area in Jubilee Park, and in a very short space of time, that area in the park was overwhelmed with people coming to interact with the sculpture. When word got around that it was going to be moved, people were horrified. That particular area was meant for changing exhibitions, but the piece remains there and people still go to see it.

Read more: American artist Rashid Johnson on searching for autonomy

Also, in that same area, there is a sculpture called Ascent. After lockdown when you could have groups of six, I went back to see the piece and they had made circles on the ground around it so people could sit in those circles and know that they were social distancing. On that lawn there were six different circles of people sitting. They obviously knew each other and they were celebrating something. I had gone there because wanted to photograph the piece. When I arrived, a man looked at us and said ‘Oh, I see that you want to photograph Ascent‘ which was amazing, that he even knew the name. He said ‘Let me show you the best view!’ He took me round to the side and in fact, it was my favourite view. My friend told him that I was the artist and he knew my name too. He announced to the group of people in their circles: ‘This is the artist’. Every person in that area stood up and clapped. It was like it had been an opening. He told me that he came to the sculpture every day and that it was his point of light in the darkness, it gave him some hope that things could be better. It was an amazing experience for me.

Helaine Blumenfeld, Flight, 2019, Photo © Sean Pollock

LUX: Speaking of intimacy, you’ve said before that you like people to touch your sculptures. Why is that important for you?
Helaine Blumenfeld: Oh, I think it is vital for people to touch the work. I think we do not touch enough in our society. So much of our feeling and experience comes from touch. As babies, our world  is all about touch, but we are are losing that. Very early on I had a show with people from LightHouse for the Blind, and all they could do was touch. You would be astounded at what people could feel from touching a sculpture, another level of understanding, from just their hands.

You can see that people are entering into the sculptures where the bases have worn away. I often ask the children who are sitting inside, ‘What are you feeling?’ And they say something like, ‘I am in a secret forest and I am protected from all the things around me.’  It is lovely to see how a sculpture encourages imagination.

Often at public exhibitions, whether it is in a cathedral or in Canary Wharf, I see people discussing with each other, and they don’t know each other. ‘What do you see in it? What are you looking at?’ Not only does art introduce a huge audience to beauty, it is also allows people relate to something outside of themselves, it introduces them to another realm. I think that is an incredible way that art brings people together.

LUX: One final question: what’s inspiring or interesting you at the moment?
Helaine Blumenfeld:  It is hard for me to use the word inspiration; I feel incredibly moved. When an artist dreams a dream that is so deep within his own being, it is not just his dream, it is not just his pain, it is universal. That is what I hoped I was doing before, it was coming from within, but much of what I am doing now is coming from without. I am thinking about how people are trying to connect at this time, to reach out and see the perspective of other people. There is a much greater effort because we are all in this together. It has broken down that sense of isolation which I felt was leading to the precipice. So instead of expressing something deeply personal, I am trying to feel something that effects everyone. I think that is where the new work is going.

‘Looking Up’ by Helaine Blumenfeld runs at One Canada Square until 6 November 2020 and throughout Canary Wharf until 31 May 2020.

For more information visit: helaineblumenfeld.com

Fashion designer Kevin Germanier. Image by Alexandre Haefeli

As the fashion industry comes under scrutiny for its environmental credentials in an age of sustainability, one young designer is showing a way forward. Paris-based Kevin Germanier designs high-end clothes with upcycled fabrics and beads he culls from other brands. Far from being earnest and worthy, his designs have real sizzle, as Kristina Spencer discovers

The fashion industry is one of the world’s biggest polluters. It emits more carbon than international flights and maritime shipping combined. While the high turnover and volume of production of fast fashion is a major contributor, how do luxury brands affect the environment? With some maisons producing as many as eight collections a year, it seems inevitable that the sheer amount of output must produce waste. However, as consumer values change and conscious consumerism is on the rise, a new generation of designers is paving the way for a sustainable approach to glamorous, daring fashion. Kevin Germanier is one of them.

Follow LUX on Instagram: luxthemagazine

Germanier is only 28. The Central Saint Martins alumnus showed his first collection in 2017 and it was immediately scooped up by MatchesFashion, the London-based luxury e-tailer. It comes as no surprise: Germanier’s high-octane collections are as sustainable as it gets, with everything from zippers to buttons sourced from materials discarded by other designers and brands. His garments are covered in crystals, a deadstock (unsold stock in new condition) supplied exclusively by Swarovski, who has collaborated with Germanier since he launched his eponymous label.

Growing up in Valais, Switzerland, Germanier always knew he wanted to be a fashion designer, spending his childhood draping fabrics over his siblings. His foundation year was spent at Geneva University of Art and Design, but it was London-based Central Saint Martins he pined for. Germanier applied, having told nobody but his flatmate at the time, and after seven interviews, he was in. “My first thought at the time was, ‘Oh God, I have to tell mum and dad!’” he laughs. His parents allowed him to go, but under one condition – he must finance his studies himself. Over a summer, Germanier saved up enough money and moved to London.

Image by Alexandre Haefeli

His sustainable approach did not come about as the result of a practical PR decision; it was merely a way to make ends meet as a student. Instead of buying expensive calico, Germanier went to Brick Lane in east London and found old duvet covers, and his flatmate gave away her deadstock. Some classmates rolled their eyes, but Germanier thrived. “It is harder to find beauty in trash than to go to Shepherd’s Bush, where I can buy anything. I needed to be creatively challenged.”

Read more: Singer-songwriter Ruth B. on poetry, social media & BLM

The industry has changed since Germanier’s first year at Central Saint Martins. These days, sustainability is in vogue. “When I started, nobody cared, and now everyone is an upcycler and a sustainability student, which is a good thing,” he admits. “But when people use sustainability as a marketing tool, that’s when I find it problematic. It should be the norm; what I am doing is normal.” It was hard to source materials at the beginning, but as the word spread, his social media was flooded with messages. “People frequently offer 25 metres of organza or 25 buttons, and I say yes to everything – and find a way to make it work.”

Now in his sixth season, Germanier continues to create feminine, unapologetically glamorous silhouettes with a disco aesthetic. There are glitter-strewn dresses, sculptural jackets and statement coats, sparkling with rainbow-hued Swarovski crystals. There is a strict ‘no black’ rule, despite always wearing black himself, because “no customer is coming to Germanier to buy black trousers”. While fashion schools are frequently criticised for the lack of business education, Germanier has managed to strike the delicate balance between creativity and pragmatism, which, by his own admission, must be due to his Swiss roots.

Björk wearing a Germanier outfit at the We Love Green Festival, Paris, 2018. Image by Santiago Felipe/Getty

His adaptability is another asset. “It is one of my biggest strengths – I am very flexible,” he says, remembering how quickly he got rid of trousers that had beads on the back. A friend wore them for a day and could barely sit. “I learned to adapt the fantasy in my brain to the reality of my customer.” Germanier has had his fair share of the red-carpet moments – he has dressed Björk, Taylor Swift and Kristen Stewart, amongst others – but ultimately, the voluptuous Björk dress cannot be worn in an Uber and even celebrities change into comfortable clothes after pictures get taken at the Met Gala. “There are two ways of conceiving your business; there are your press outfits and commercial pieces, but they can still be extremely creative. You have to play on both sides, and I love it.”

The 2020 coronavirus pandemic has exposed the fashion industry’s vulnerabilities: retailers have filed for bankruptcy, brands have sold stock with unprecedented discounts, and designers came together to decry the never-ending global tour of fashion weeks. Germanier barely bats an eyelid because he does not carry any stock. “The calendar is not relevant at all. I don’t follow seasons. When it’s hot in Hong Kong, it is cold in Alaska. And we don’t follow trends. We use leftover fabric that was trendy in 2017. Eight collections a year is just too much product, and a good product takes time… People still need to get dressed, but they don’t need seven bags per week from the same brand.”

So, what is next for Germanier? “The launch of our website, the presentation of the new collection in September,” he says. “And we have made six new looks for Sunmi, the K-pop superstar. I am also currently working on an amazing order and Germanier is going to continue its slow ascent. It is hard to predict what will be next but we are fortunate enough to be able continue what we have built so far.”

View the collections: kevingermanier.com
Follow Kevin Germanier on Instagram: @kevingermanier

This article features in the Autumn Issue, which will be published later this month.

The Respected by Gaggenau initiative recognises excellence in the categories of food, wine and design

German luxury appliance maker Gaggenau begins its search for three extraordinary makers and producers for their Respected by Gaggenau 2021 campaign. LUX reports

The inaugural Respected by Gaggenau prize aims to bring global attention to three exceptional regional producers in the categories of food, viniculture and design. A team of global experts have put together a long-list of 80 nominees from across Europe, which will be whittled down to 15 by Dr. Peter Goetz, Gaggenau’s Head of Design Sven Baacke, viniculture expert Sarah Abbott MW and culinary critic Tom Parker Bowles before the announcement of the final recipients in January 2021.

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The winning producers will receive a promotional package to support their business and showcase their craft, including videography and photography created by Gaggenau. They will also become an official Gaggenau global brand partner for 2021 giving them access to the brand’s high-net-worth customer base.

The Respected by Gaggenau 2021 long-list nominees from the United Kingdom were selected by LUX’s own editor-in-chief Darius Sanai, Kol restaurant chef Santiago Lastra and celebrated chef Cyrus Todiwala. Nominees include:

Culinary

Caroll’s Heritage Potatoes @carollsheritagepotatoes
Elchies Estates @elchies_animals
Keltic Seafare @kelticseafare
Langley Chase Organic Farm – Jane Kallaway @langleychasefarm
Rhug Estate Organic Farm – Lord Newborough @rhugestate

Design

Billy Tannery – Jack Millington @billytannery
Cara Guthrie Ceramics @caraguthrieceramics
Retrouvius – Adam Hills & Maria Speake @retrouvius

Viniculture

Albury Organic Vineyard @alburyvineyard
Coates and Seely @coatesandseely

Watch the campaign video below:

For more information visit: gaggenau.com

Marie-Claire Daveu with Elodie Brunstein of ecological engineers Solicaz in French Guiana. Image by Magneto.

The Kering group, owner of Gucci and Bottega Veneta, led the luxury industry by pioneering a sustainability strategy years ago. Marie-Claire Daveu, who spearheaded this move, explains how environmental accounting and the blue economy are good for business, consumers and the planet

DEUTSCHE BANK WEALTH MANAGEMENT x LUX

Marie-Claire Daveu. © Benoît Peverelli

The fashion industry is dependent upon nature’s resources to manufacture. It is also a vast industry and, unfortunately, one of the most polluting. This means we have a specific responsibility to act now and transform our business model to mitigate the diminution of resources, loss of biodiversity and climate change that we already see affecting our industry and our planet. Sustainability is not an option; it is a necessity. And it demands definitive action from the fashion industry and beyond.

The blue economy in particular has to be a huge focus for everyone. The oceans are the lungs of the Earth, producing more than half the world’s oxygen and helping regulate our weather. But in the past few hundred years they have absorbed vast amounts of carbon dioxide and greenhouse gas emissions, raising their temperature and changing their chemistry and ecosystems. Marine animals and humans rely on the oceans to live, and the only way to mitigate the harm being done is to change the way we operate here on land – from reducing plastic and chemical waste to choosing renewable energy sources where possible.

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Kering has already implemented a series of measures specifically in recognition of the rapidly degrading ocean environment. We have been working for years to preserve ocean biodiversity via programmes and partnerships with recognised associations – most recently, the Intergovernmental Science-Policy Platform on Biodiversity and Ecosystem Services (IPBES). And in 2017, our chairman and CEO, François-Henri Pinault, presented the Fashion Pact to the G7, incorporating ocean protection as one of its main environmental goals. It proposes a set of concrete actions, such as the adoption of pollution controls to safeguard the rivers and oceans from chemicals released through the fashion production processes; and compels companies to develop innovations that will eliminate microfibre pollution from the washing of synthetic materials.

Such innovation is vital to growing a sustainable blue economy. In 2017, we committed to reducing our environmental footprint by 40 per cent by 2025, and half of that reduction will come from innovation, which is crucial if we want to bring new solutions into our business model.

Today, we are looking for and investing in innovations that can address blue economy challenges, including closed-loop recycling, alternative materials and sustainable sourcing. But there is still a long way to go. One of the main challenges the blue economy is facing is plastic, used to pack, transport and store garments. The fashion industry needs to urgently tackle polybag-packaging waste. One possible innovation has been developed by the Plastics Packaging Project – a Fashion for Good initiative supported by a coalition of companies, including Kering. The project aims to reduce the impact and use of plastic packaging, and recently launched a pilot for the collection and recycling of garment polybags. They will be transformed into new plastic film products, closing the loop and dramatically reducing the amount of plastic waste that often ends up in our waterways.

Kering’s Materials Innovation Lab. Image by Jean-Luc Perreard

Transparency will be vital to the longevity of such initiatives. Studies show that millennials and Generation Z are very sensitive to sustainability – with a keen focus on traceability. They also have very high expectations. Generation Z entering the workforce, together with increasing sustainability questions from consumers, will drive further efforts in the fashion industry and increased transparency around a product’s origins.

Read more: These photographer-activists are capturing underwater beauty

Corporate sustainability agendas must take into account a product’s entire impact, from the raw materials to products reaching clients. At Kering, this has become an essential part of our products’ excellence, and we have made that process transparent through the creation of our Environmental Profit and Loss (EP&L) system, which measures, monetises and monitors the full environmental impact of a company’s operations across the entire supply chain, including greenhouse gas emissions, water use, water and air pollution, waste production and land use change. When you think about what is behind luxury, sustainability is often already built in: we use the highest quality raw materials; our products are made by skilled craftspeople; and some of them are passed down from generation to generation. They have to be perfect; even their sustainability must be perfect.

Building a sustainability strategy is about taking your whole supply chain and its impacts into account, and activating programmes to mitigate these impacts. The blue economy can be fully part of an environmental policy, and sustainability as a whole should be very much integrated in a company’s strategy. As an example, we know that the high-quality raw materials in luxury goods are ‘pre-designed’ for circularity, because of their value and versatility. But brands can extend product life cycles even further by employing recycled and upcycled materials. One blue-economy example within our supply chain is our collaboration with Econyl, makers of regenerated nylon yarn made of recycled fishnets, textile and industrial nylon waste. It has the same high quality as less sustainable alternatives, but can be endlessly regenerated.

Innovative collaborations such as these are the answer to accelerating sustainability. Our collaboration with IPBES is helping to strengthen the evidence base for better informed decisions about nature. And our EP&L hackathon in October 2019 brought developers and sustainability experts together to create digital tools that provide greater transparency around fashion’s footprint.

The message is clear: we want to play a pivotal role in leading the shift towards a sustainable future, but we can’t do it alone. Our action must be science-based and results-oriented. The private sector, governments and international organisations need to collaborate to protect nature and build a globally sustainable economy.

I am a very optimistic person, and I can see that a real shift has happened recently. Sustainability is at the heart of every conversation, both from companies and media, and this is a very good sign. Now it’s time for implementation, with unwavering determination. Fashion’s influence holds the key to accelerating those sustainable practices, both within our industry and beyond.

Marie-Claire Daveu is Kering’s chief sustainability officer.

Find out more: kering.com/en/sustainability

This article originally appeared in the LUX x Deutsche Bank Wealth Management Blue Economy Special in the Summer 2020 Issue.

Ruth B. photographed during making of her video for the single ‘Dirty Nikes’, 2020. Image by Gabriel LN.

Is Canadian singer-songwriter Ruth B. the new Tracy Chapman? She has a soulful voice, thoughtful and concerned lyrics, and a growing wave of followers around the world. She also has some of the most creative videos around. Oh, and she speaks fluent Amharic. LUX speaks to her about the music business, social media, BLM and whether playing the piano matters

Ruth B. is a musician very much of her generation. Born Ruth Berhe in 1995 in Edmonton, Alberta – her parents had emigrated from Ethiopia to Canada – she started posting short videos on the now defunct Vine platform in 2013. One of these fragments of a song gained thousands of likes and eventually became her bestselling single ‘Lost Boy’, which in turn has received over 500 million plays on Spotify alone. That song features on her album Safe Haven, released in 2017 on the Columbia label.

Follow LUX on Instagram: luxthemagazine

This kind of rapid rise in the music industry is one that has been made especially possible by social media. But it has also been made possible by Ruth B.’s own skills as a singer and keyboard player – her warm, soulful voice and subtle piano style have won her fans across the generational divides – and by her dedication to her art and her ambition to have artistic control over her songs and videos.

Like most musicians, Ruth B.’s career has been put on hold during lockdown brought about by the worldwide coronavirus pandemic, but it hasn’t stopped her working entirely as she continues to write songs at her home in Edmonton, where she was living when LUX spoke with her.

LUX: When did you start being interested in music. Was it when you were very young?
Ruth B.: I think for me music was always a really prominent part of my life. I just naturally gravitated towards it. I loved singing; my mum sang a lot around the house. I just really loved to make noises with my voice or make sounds with pots and pans, or whatever it was.

LUX: And were your parents musical? Did they encourage you down that route?
Ruth B.: My mother sang in a choir. No-one was particularly musical, but my whole family appreciates music, and they were always very supportive of me, and put me in piano lessons.

Image by Gabriel LN.

LUX: You’re a very contemporary singer, but there’s something very classical in the way you play piano and sing. Are you aware of this?
Ruth B.: I don’t know if I’m aware of this, I just think that’s the type of music I love listening to and love making. When you start to get more into the music world you get to know what kind of production you want, but I’m aware that I want to keep it organic and stripped back.

LUX: When you were young, playing around with music, did you think you would end up as a global star? Was it an ambition of yours?
Ruth B.: I kind of always hoped I’d end up in music. I didn’t know in what capacity or what that meant, but I certainly knew that music was going to become the focal point of my life.

Read more: Prince Robert de Luxembourg on wine, gastronomy & storytelling

LUX: Do you feel that you have succeeded? Or are you on the path to other things?
Ruth B.: Yeah, I’m always working towards different goals. I’ve definitely had successes… I think in the beginning I was always super critical and hard on myself, but now I think it’s important to celebrate wins and the good things that happen. But I think I still have a long way to go, and there are still things I want to accomplish.

LUX: Like what?
Ruth B.: One goal that I always tell people about is to put out an album that I write, produce, engineer, all by myself. I’ve done the writing, and the production a bit, but all the other stuff I’m still learning. So that’s my biggest goal, to put an album that’s just, you know, completely me.

LUX: Are you releasing an album or some more songs this year?
Ruth B.: Yes, I brought out a new single this summer, and we shot the video for it it in my hometown. And an album towards the end of this year or the beginning of next. It’s been in the works for the past three years now.

LUX: Your videos are very dreamlike and artistic. Do they come from your ideas, or is there someone else who directs them?
Ruth B.: For most of my music videos have been made by different directors, but I’m pretty heavily involved in everything I do. So, I write up my ideas for the video of a song and send it out to three or four producers, and whoever’s vision matches mine is who I’ll go with. I’ve been lucky to work with some really talented people.

LUX: Some of the ideas in your videos are quite surreal, aren’t they?
Ruth B.: They really are. I like to focus on the little details and surprises here and there. I’ve always been into fantastical and magical stuff since childhood, so it’s seeped its way into the videos for my songs.

A still from Ruth B.’s ‘Lost Boy’ music video.

LUX: How important are the videos?
Ruth B.: They’re very important. A visual alignment with what you’re hearing is important, especially for a lot of people, and it can sometimes make or break a song. I’ve had songs in the past where we’ve shot an entire video and spent three days and a lot of money on a video, and it just doesn’t work, so we end up not using it.

LUX: Looking on, it seems you’re just doing what you love, and that’s it. But is it difficult?
Ruth B.: Yeah, it is, like any job. But with music it’s hard because sometimes people forget that just because you love music, it doesn’t mean you’re like this super outgoing, big personality. For me, that was the hardest part – getting used to being at the forefront of things. Even being on stage at the beginning was super hard, because growing up I was pretty introverted, but I think over time I’ve got used to it and grown a love for it. It comes with its hardship. You pretty much give your whole life to touring. But I think at the end of the day, if you really love it, then it is worth it.

Read more: Penélope Cruz on designing jewellery for Swarovski

LUX: And what are the biggest challenges?
Ruth B.: I think for me it’s the being away from home and family. Being from Edmonton, Alberta, I spent a lot of the early years, at 18 and 19, away from home. That was difficult – just always being on and ready to go. Shows can be really tiring, and that whole thing of being on stage for an hour or two every night can be hard, but again, you’re doing the thing you really love, so in the back of your head, you’re thinking this is amazing, regardless of how tired you are.

LUX: Do you find it difficult being a young black woman in music?
Ruth B.: Yeah. Being a young black woman in general is difficult in our world, but in music I’ve definitely faced some adversities, but it’s kind of always been that way. It’s not new. It’s stuff I’ve faced in workplaces before now, or in school. It’s certainly there, which is unfortunate.

LUX: Do you think things are changing with Black Lives Matter and recent developments?
Ruth B.: It’s inspiring to see people talking about it and it being at the forefront of a lot of conversations. That inspires change, and with the people I work with, talking about how we can change the industry for black people.

LUX: Do you experience any ageism as well?
Ruth B.: Yes. I think in the beginning I had a hard time with it, because I would always be like this 18 or 19-year-old girl walking into a room of older, usually white men, and it can be a little bit… ergh. But I think for me, at least in my experience, the older I got the more confident I became in my ideas, and more married to the idea of executing things in the way that I wanted them done. Over time I’ve grown a thick skin.

LUX: Thinking about ‘If I Have a Son’, did you write that as a reaction to BLM?
Ruth B.: Yeah, I wrote that after everything happened with George Floyd. I mean, those feelings were always there, but I never thought to put them in a song, just because I never thought I’d get that honest or deep in my music. But when you’re faced with such a hard pill to swallow all you can do is try to channel it, so for me that’s always been music. It’s my go-to therapy, just writing out everything I’m feeling in response to what’s going on.

The singer on set for ‘Dirty Nikes’ 2020. Image by Gabriel LN.

LUX: Do you have a good idea about who your fans and listeners are? Is there a single type?
Ruth B.: You know, I don’t think it’s one type of person, because at my shows it’s such a diverse mix of people. That’s like my favourite part, you have little kids and older people and different races and backgrounds. It’s really nice.

LUX: Do you have plans to direct movies or anything beyond pure music making?
Ruth B.: I’ve always been really interested in a lot of stuff. I love to read; I love to write. Eventually, one day, I would like to write a book. I don’t know what kind; it’s always been on my bucket list.

Read more: American artist Rashid Johnson on searching for autonomy

LUX: What kind of books do you like reading?
Ruth B.: Growing up, it was very much fantasy, magic, dragons. As I got older, I got to like mystery. I like poetry, that’s where my heart is now. It goes hand-in-hand with music.

LUX: What poets are you reading?
Ruth B.: I read a lot of Maya Angelou, I love Robert Frost. I also really love Pablo Neruda. I think for me it just helps with my song writing, and garnering inspiration for that. Poetry is really just music without melody, so it’s inspiring when I’m trying to write my own music.

LUX: Do you see yourself as a businesswoman? Is making money a goal or just what happens?
Ruth B.: As you get older you start to think more about business, and you get more on top of your stuff. It’s never been that important to me, but I have my friends and family who tell me I need to keep on top of that. So, as I’ve gotten older, I’ve tried to become more business oriented. In the end, though, the main priority is making music, and I’m happy to be where that can be my main focus, just creating art.

LUX: You came to prominence through Vine. How important is social media?
Ruth B.: It’s really important. And I say that mostly because I’m from a tiny little city in Canada that not a lot of people know about. It’s such a great tool just to get your voice out there in real quick time to spread the word fast. You know, ‘Lost Boy’ started off as a six-second Vine and if it weren’t for that, I wouldn’t be where I am today.

LUX: Has your use of social media changed?
Ruth B.: I’m not as active now as I once was. I don’t plan things out as I used to. In the beginning I would post a cover or some kind of lyric every day. It’s really important when you’re trying to get your foot out. Now I use it to tease music, when I’m about to put something out. Or I’ll tweet lyrics, and I won’t tell people that they’re lyrics, over a few months, and then the song will come out and people will say, “Oh, I remember when you tweeted this ages ago”.

Read more: Designer Ali Behnam-Bakhtiar on bringing dream worlds to life

LUX: I guess you’ve been at home in lockdown like the rest of us. What’s that been like?
Ruth B.: It’s been a challenge, for sure. There’s been some good things, spending time with friends and family. Returning to my roots, and being in my bedroom just writing and with my keyboard. I’ve been so lucky to work with different producers and writers all over the world, but now it’s back to the very beginning, in my room.

LUX: Outside of lockdown, what is a normal day for you?
Ruth B.: A normal day for me… I was living in New York and I would probably spend somewhere between nine and twelve hours in the studio, and then come home, eat dinner, go to bed. And it’s probably my favourite part about all this, being locked in to create music and getting to do that every day.

Ruth B. in the studio. Image by Marc Offenbach

LUX: You once said that you weren’t a big party person, but do you still feel like you have to be on the scene to keep up your image?
Ruth B.: Erm, no. I think you can be whoever you are, whoever you want to be. It’s easy, when you’re young, to get caught up in who you should be and what you should want to do, but I’m 25 now, and I have a good idea of who I am, and where I’m going… I’m still figuring it out, but I’m OK with being who I am, and with the fact that I don’t like to go out. I do, from time to time, but it’s not my thing, and that’s OK. There are people who are the same as you and who can be your clique or group. The older you get, the more you’re just like, “Hey, I’m me”.

LUX: Looking forward 10 or 15 years, what would you like to have done by then?
Ruth B.: I guess by then I just want to have made music that means something to me. With everything going on over the past few months, with ‘If I Have a Son’, it’s really inspired me to use my voice and my platform to do good, and to talk about things that actually matter. I just hope I will have done that in some sort of way, and stuck true to who I am. That’s the most important thing to me.

Read more: Get to know the marine biologist pioneering coral conservation

LUX: The reflective and spiritual nature of your songs remind me of Tracy Chapman.
Ruth B.: Well, thank you, that’s so kind. I love Tracy Chapman. That means a lot. I’m a very spiritual person, and very into what I love (which is music), and if people feel that, that’s always a really good feeling for me, so thank you.

LUX: How have you managed to stay grounded as your career has exploded?
Ruth B.: In the beginning it was a lot to handle, because you’re whisked away from home and it’s not like you can call up your friends like you used to. It’s a whole new life. For me the hardest thing was just feeling misunderstood, even by friends and family. You know, as much as they wanted to, they just couldn’t really understand what was going on in my life. They could be there and support me, but I couldn’t go to my best friend and say, “What do I do here?”, because she just didn’t get it. But I’m so thankful to them for keeping me grounded. I think it’s just about keeping those people close to you, and keeping those things the same, because it’s not easy staying yourself when the whole world is changing around you. I think if you make it a priority to not lose yourself in all of it, it’s doable.

LUX: You’ve said that you’re filming a video in your hometown soon. Why is that?
Ruth B.: Mainly because I’ve been isolating at home with my family. I didn’t go to New York when all this started, so I’ve just been in Alberta with my family. To be honest, I’ve always wanted to shoot something at home. I think it’ll be cool for people to see where I’m from and where a lot of these songs have come from.

LUX: How do you write a song? Does it come to you quickly, or does it take months?
Ruth B.: It’s become very abstract. When I started writing two years ago, there was a method to everything. I’d sit at the keyboard, and have a lyric, and I’d write around that. Now it’s all over the place, and I prefer it that way. I could be having a conversation with a friend, and something they say could stick out, and I grab my phone and write a note. Lately I’ve been into coming up with new melodies and writing around that. Life inspires me, really, so whatever feelings I’m feeling – happy, sad, mad, in love, heartbroken – that’s the main focus.

Find out more: ruthbofficial.com

This article features in the Autumn Issue, which will be published later this month.

Mahi photographed by Annie Guttridge

A new generation of photographer-activists are raising awareness of the beauty under the sea, and creating a call to action to save the oceans

DEUTSCHE BANK WEALTH MANAGEMENT x LUX

ANNIE GUTTRIDGE
Photographer, ocean advocate, president of non-profit Saving the Blue

“All my photography is taken while free-diving. I love the peace of taking a single breath and descending towards the ocean floor. It’s a quiet, serene experience, which allows both the diver and animal a calm exchange. My life revolves around the ocean, and I have seen the damage. We can all aid in recovery. My best advice? Start something – many wish to see the world change for the better, but words are easy. Action is where the magic happens.”

Find out more: annieguttridge.com
Follow Annie on Instagram: @annieguttridge

‘Flirting’ by Annie Guttridge

FILIPPO BORGHI
Award-winning photographer and conservationist

“I started photographing underwater 15 years ago. Unfortunately, in recent years, climate change and the increase in pollution have drastically changed most of the seabed. The biggest and most important challenge is raising awareness of the effect of intensive fishing and plastic. This has a terrible effect on marine animals and the marine parks that are the last havens where nature manages to regenerate itself. I hope that my photographs will arouse a desire to protect this unique and important environment.”

Follow Filippo on Instagram: @filippoborghi5

Filippo Borghi photographed by Mario Odorisio

This article originally appeared in the LUX x Deutsche Bank Wealth Management Blue Economy Special in the Summer 2020 Issue.

Château La Mission Haut-Brion. Courtesy of Domaine Clarence Dillon

For the cosmopolitan Prince Robert de Luxembourg, owning one of the world’s most celebrated wine estates, Château Haut-Brion, was not enough. The former Hollywood screenwriter is creating a world of fine wine and cuisine fantasy for visitors to enjoy in Bordeaux and Paris – and much more besides. Darius Sanai chats to the Prince about the future of Thomas Jefferson’s favourite estate

Chatting in fluent English about online retail and the Chinese social media app WeChat, Prince Robert de Luxembourg does not exactly conform to a preconception of a European prince who owns the longest established of all the great Bordeaux wine estates.

And yet since he took over Domaine Clarence Dillon, maker of Château Haut-Brion, in 2003, Prince Robert has transformed the company, taking it from being the maker of a couple of the most celebrated wines in the world (Haut-Brion and its sister, La Mission, and their second wines) but little else (and a little profit), to a business employing 200 people with five different wine ranges, a two Michelin-starred restaurant in Paris, an upmarket wine store next door, an online fine-wine retail business and a wholesaling arm.

Follow LUX on Instagram: luxthemagazine

To add a little tannin to the story, Prince Robert, despite being born into the family that owns Château Haut-Brion, was not even intending to run it. In his youth, he was a successful screenwriter, spotted by Creative Artists in Los Angeles, with one of his scripts optioned by Steven Spielberg. To this day, he looks as if he would be as comfortable sipping a margarita in Malibu as a glass of the legendary 1989 vintage of his wine in Bordeaux.

You also feel he has only just begun on his journey of creating a real enterprise around a gem that was previously, if not neglected then certainly not fully polished.

He insists that he will not, unlike Bernard Arnault of LVMH, luxury magnate and owner of the equally celebrated Château Cheval Blanc, be lending his wine’s name to a hotel group. But there is more in the offing, including a tasting, dining and museum facility at the château itself. Unlike Cheval Blanc, Petrus, Lafite and Margaux, Haut-Brion is easily accessible from the city and airport of Bordeaux, and it is a place where he is determined that any lover of great wines should be able to visit and enjoy.

Prince Robert de Luxembourg. Courtesy of Domaine Clarence Dillon

LUX: What were your dreams when you were young?
Robert de Luxembourg: Like all of us, I had all kinds of different dreams depending on my age and some of them were realistic and some were less so.

LUX: Not many owners of Bordeaux First Growths lived in the US and were scouted as screen writers by Stephen Spielberg.
Robert de Luxembourg: I lived in the US only because I went to university there for a short while (at Georgetown) in Washington DC. I was there for under two years. We’ve always had family properties in Maine up in the north-east where I go every summer. Afterwards, thanks to my future wife, we became involved in screenwriting. She was very keen and had done some courses and was working on some ideas and had written a couple of films before I became involved with her, and we wrote a first speculative script when we were living all over the place, including France and driving around. That was the one that was picked up by Creative Artists in Los Angeles and we were signed as young writers; there was interest from Spielberg in that script but we ended up auctioning it to Columbia Pictures and then we worked with different people on it including Peters Entertainment, Original Film and David Heyman. We would come and go. Creative Artists would set up two weeks of meetings for us; and then Columbia and David actually hired us to write another screenplay.

Read more: Penélope Cruz on designing jewellery for Swarovski

LUX: Does a bit of you wish you’d carried on?
Robert de Luxembourg: You can’t do everything in life, and what appealed to me initially about that was I was working with my future wife, and then the realities of our lives made it a bit more complex. I loved the purely creative process. But I have been able to enjoy that in the work that I do in the wine industry throughout all kinds of different projects, whether it’s in the wine estates’ architectural projects or whether it’s developing business ideas. My need, I have come to understand over time, is to be able to develop projects and to basically be able to tell a story and then see that story come to life. So, I have been continuing to write these stories even if they are virtual and seeing them come to life whether it is at Le Clarence or La Cave du Château, or whether it is creating our wholesale business plans.

Seymour Weller and Douglas Dillon, respectively nephew and son of Clarence Dillon. Courtesy of Domaine Clarence Dillon

LUX: Was it always inevitable you would go into the family business?
Robert de Luxembourg: In 1993 it was clear that we needed to have the involvement of a young family member in the business. My mother was older and my stepfather, her husband, who was also managing director of the company, was also older, so there was a definite need to bring in new blood. At the time my writing was going well, so I spoke to my grandfather because I could see my career moving away from the family business, and I said, “I’ve been led to believe that there might be interest in me becoming involved. If that is the case, it’s really going to be now or never”. I had moved back to Europe, I was starting a family, I had bought a property and was building a house and all the rest of it, and so I was physically present and I could do it.

I didn’t know to what degree it would become such a central part of my life or how time consuming it would be at the time, but I said to him I don’t just want to be a caretaker if I become involved. I didn’t want to be involved for the glory of being associated with a wonderful story which is Haut-Brion, but to look after the business and develop it, and so he agreed with that, and then I became involved.

The library at Château Haut-Brion. Courtesy of Domaine Clarence Dillon

LUX: What was your plan when you started?
Robert de Luxembourg: I had to deal with the most basic things, like branding for example. I also wanted to make sure that we had as much focus on La Mission Haut-Brion [the sister property of Château Haut-Brion, regarded by many experts as equally good] as Haut-Brion so that they were both treated as equals. The business had always been a folly, never a business, we never took any money out of it. It was really just about making exceptional wine. I recognised that was not going to be a way that we could maintain family ownership over the generations. You have to also have a vision, you have to also be able to develop the business, and eventually down the road have a realistic income stream for future beneficiaries.

The story we had to tell was just extraordinary. We wanted to communicate it properly to the outside world, including that Haut-Brion has the most extraordinary wine history of any of the estates in Bordeaux, and we didn’t talk about it enough. Haut-Brion’s red wine as we know it today was basically invented by the Pontac family, and we had this extraordinary story of how the first vines were planted there probably in the first century AD, whereas the Médoc [the main red wine region of the left bank of Bordeaux] was only developed in the 17th century, so 1,600 years later. We were really the birthplace of the great wines of Bordeaux.

Read more: Designer Ali Behnam-Bakhtiar on bringing dream worlds to life

The Pontac family started all of these technological advancements, meaning they were able to develop the new French claret (red Bordeaux wine) that became famous thanks to their extraordinary marketing tool of opening up the Pontac’s Head tavern in London in 1666 after the great fire of London, where all of the cognoscenti at the time would go; everyone from John Locke and Isaac Newton to John Evelyn and Samuel Pepys would be there.

Since then, there has been the development of a new wine estate, Quintus, which really came into existence in 2011, so next year we will be celebrating our 10th anniversary. And then the creation of Clarendelle [high-quality entry-level white, rosé, red and sweet wines]. And that was an easy story for me to tell. I was a young man looking for a great bottle of wine that had a little bit of age on it where I wasn’t going to have to break the bank and have to store in a cellar in London because I didn’t have one. I could buy extraordinary aged Spanish wines or even some Italian wines but I couldn’t find anything from Bordeaux that had the regularity or quality at that price point. That’s where that idea came from.

LUX: With something like Le Clarence, the two Michelin-starred restaurant in Paris that opened in 2015, how do you decide that something which might be interesting to do will also be a good business?
Robert de Luxembourg:  There’s a little bit of a field-of-dreams scenario in some cases in that if you build something then they will come. Le Clarence was inspired by the Pontac family opening up this extraordinary restaurant in London in 1666 where they introduced the new French wines of Haut-Brion. It became the most hyped-up meeting spot in that city, and I also thought if they can do that in 1666 after the Great Fire of London, we could open something up in the heart of the most visited city in the world, Paris, a few feet from the most visited shopping street in the world, the Champs-Élysées. If they were successful then, why not now?

Le Clarence chef Christophe Pelé (above) and a dish of sea urchin with nasturtium. Courtesy of Domaine Clarence Dillon.

My wife told me I was absolutely crazy but I said why not do something a little bit different, I would like to design it myself, decorate it myself, build the team around it myself and do something that’s unlike anything else that’s out there. Because I could see the way that people would react when I would invite them to Haut-Brion; they would come to the château for lunch and you could see that people were charmed by that experience. It’s a home, it’s a family story, it’s a historical story and no one else can tell that story but us.

Today it is easy to find perfection in all of these designer restaurants in great hotels around the world that are designed by the same people oftentimes. But I think what’s truly priceless is finding a soul and also finding a perfection in imperfection.

LUX: And what about the idea of starting a wine shop in a city, Paris, that has no shortage of them?
Robert de Luxembourg: Once again, it was about how do you create a unique experience. You can see what Hedonism Wines did in London for example. You didn’t have a lack of wine shops in London yet what Hedonism did was unique and founded a new customer base. Also, Sotheby’s have done an amazing job with their wine shop in Manhattan. La Cave du Château is very specifically focused on the best French produce. My first job was writing letters to about 500 wine producers in France asking them and begging them if they could give us a few bottles to sell directly from the estate. And then creating an environment that was beautiful.

La Cave has developed into an e-tailer, a rather exciting new development that has been a lifesaver for us over the last few months.

La Cave du Château. Courtesy of Domaine Clarence Dillon.

LUX: Walking around La Cave and Le Clarence, you feel that they are more private clubs than commercial entities.
Robert de Luxembourg: Ha, yes, I know, it does not look very commercial. But once again, that’s the ultimate luxury. You don’t want to be going to a place where you are right next to other people. For a lot of these people today the ultimate luxury is being comfortable, you don’t want to be overheard by the next table, you want to be in a place where you have space and a sense of privacy. The premise was to receive people the way we receive people at the château in Bordeaux, and to have a place where, before you go down to lunch, you can go and sit in the living room and have a glass of champagne, and after dinner you can go up and have a brandy as you would in the château, and if you want to go outside and have a cigar you can do so.

LUX: And we know you have more plans…
Robert de Luxembourg: Yes, we will be opening up private dining rooms in Bordeaux, with a visitors’ centre. We will have a new Cave du Château which we’ll open up in our visitors’ centre, managed by our retail arm. We will have multiple private dining rooms there, and they can have an experience like the one they can have at Le Clarence but with an extraordinary wine shop downstairs, right within the vineyards of Haut-Brion.

Château Haut-Brion’s acclaimed 1985 vintage. Courtesy of Domaine Clarence Dillon.

Prince Robert de Luxembourg’s desert island wines: Château Haut-Brion 1945, Château Haut-Brion 1989, Château La Mission Haut-Brion 1955, Château Haut-Brion Blanc 1989, Château La Mission Haut-Brion Blanc 2009, Château Quintus 2019

LUX: With Château Haut-Brion, you are the guardian of one of the world’s great luxury brands. How does that feel?
Robert de Luxembourg: I’d like to say it’s the greatest! I don’t know – it depends how you define a brand. I am not arrogant because I am not responsible for it.

LUX: Traditionally, awareness of the great Bordeaux wines was handed down from parent to child – unfortunately, usually father to son. Now there are so many new markets – how do you pass the message on to the latest generation of wine lovers, and how do you ensure that the status of the brand is clear?
Robert de Luxembourg: It’s a challenge for us. When I first got into this space, a real wine lover in New York or Singapore or Hong Kong would say how exceptional our wines were. But none of our competitors had the regularity of the past century that we had at Haut-Brion. That was something not really known by the greater public, and it was something I felt we needed to work on.

We continue to be active and interact with people. We were the first First Growth to have our own server and website in China or have a YouTube channel or a WeChat account for our wholesale business, or to open up Facebook, Twitter and Instagram accounts for our vineyards.

You will probably remember that it was considered that luxury brands should not be represented in this space, and it took away from the experience. I disagree with that because I think if you controlled the way you do it you can reach this audience, especially a young audience. Our client base was changing and we needed to adapt to the youth.

The chapel of Château La Mission Haut-Brion. Courtesy of Domaine Clarence Dillon.

LUX: And what about the wines themselves? There are commentators who say wine now is better than it has ever been because of advances in winemaking techniques. And others who say that, for example, the 1945 vintage is still the best ever made.
Robert de Luxembourg: The 1945 is the finest Haut-Brion that I have had the pleasure of enjoying. I have only had it about three times in my life. We sold the last eight bottles for charity about ten years ago, and we have none left.

But the unfortunate truth is that global warming has been beneficial to the regularity of quality with wines we’ve produced, alongside the technological advances. If you look at a temperature chart of south-western France over the years, and the heat of those particular years, you will note that the better vintages like the 1945 and 1989 are always the hottest vintages. I don’t want to take anything away from our winemakers and their work, but their work is easier dealing with a 1945, 1959 or a 1961 vintage.

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Yes, it is helped by technology and science, and also by massive investment. We have been in a golden period for the great wines of Bordeaux, and so we have made more money and thus are able to invest more money in all of our businesses and we always try and push the envelope and do better every year. And then we’ve had the arrival of the wine critics who have always encouraged and helped us to a degree, because we have people looking over our shoulder so you can’t get it wrong today. So, yes, I don’t think we have ever made better wines over a period of time than over the past two decades, and our climate conditions have greatly helped us.

LUX: Many wine lovers, after starting their First Growth cellar with the likes of Château Lafite and Château Margaux, eventually gravitate towards Château Haut-Brion. Why?
Robert de Luxembourg:As a wine lover, and I consider myself to be a wine lover before a wine producer, you tend to gravitate away from things that are easier to understand towards things that are more subtle and more difficult to understand.

And that is a disadvantage for Haut-Brion when you are doing a blind tasting and you are not eating and your more easily able on a cerebral level to recognise bulky and more fruit-filled wines. As you age and you become more educated, you want to have a different experience I think you look for something that sets off multiple parts of your gustatory experience, hitting certain spots you are not able to reach with other wines. It’s the same with a painting or a piece of music.

You might find it shocking and enjoyable to see a Pop art piece but over time you maybe gravitate towards something that’s a little bit more complex and has a little bit more depth, with more layers. And Haut-Brion is an intellectual wine because of the terroir, but also because of the way the wine is produced. We have always had that at Haut-Brion and La Mission Haut-Brion. They are wines that are more difficult to understand, but when you want to grow as a taster, they are remarkable wines. You see that people eventually gravitate towards lighter extraordinary wines, and great Burgundies which I love also, and I think that is also explained by seeking out something very subtle, elegant and complex.

LUX: What are the unique opportunities and challenges of running a family wine business?
Robert de Luxembourg: Already just being in the world of wine, there is the notion that we aren’t doing anything for tomorrow. A decision that I will make to pull up a parcel of vines and replant it will probably still benefit my grandchildren if they are lucky enough to be involved in the business. We don’t anticipate being able to have a short-term return on many of these projects. We didn’t take a penny out of the business for the first six decades of running this company. It really was a folly of my great-grandfather [Clarence Dillon, who acquired Château Haut-Brion in 1935] that was then inherited by his children.

Today we can’t just sit on our laurels and think that we are managing a jewel of today and being proud of being the wardens or owners of this jewel. We have to have a business that makes sense for future generations and shows some evolutionary growth because otherwise you will immediately get frustrations from the generations to come that build up, and we know how that ends. So that’s a big part of it, great people keeping great people on board, sharing that message with them, making sure they buy into that and we’ve been able to do that with all our companies.

We’ve had relative stability across the board with the teams of people that I work with. Take Jean-Philippe Delmas, a third-generation winemaker at our estate. His family arrived at Haut-Brion in 1923, so they are about to celebrate their century with us, but his is one of multiple families that have been with us for generations.

Château Haut-Brion. Courtesy of Domaine Clarence Dillon.

Winemaker and Deputy General Manager Jean-Philippe Delmas on the greatest wines from the Domaine Clarence Dillon estates

Château Quintus red 2011
We acquired this property in June 2011, so this is a first vintage. It is located on a promontory overlooking the Dordogne valley at the south-west end of Saint-Émilion. This wine is blended equally between Cabernet Franc and Merlot. It’s a sublime marriage of the finesse and elegance of Cabernet Franc with the power, colour and sweetness of Merlot.

Château Haut-Brion red 1989
Certainly the greatest success of all the wines produced by my father. Its harmony is close to perfection with a breathtaking intensity and aromatic complexity combining cedar, eucalyptus, mint, roasting and Havana. The whole tannic structure is coated, giving this wine an unexpected sweetness. This vintage remains and will remain a reference.

Château La Mission Haut-Brion red 2003
This is a vintage when the summer was scorching, so we started the red harvest in mid-August, working at sunrise at the coolest time of the day with refrigerated trucks to preserve the freshness until the vat. It is one of the few Mission vintages where there is a majority of Cabernet Sauvignon. The magic of this terroir does the rest with an incredibly fresh wine.

Château Quintus red 2019
This is the latest addition to this beautiful property in Saint-Émilion. After almost a decade of meticulous work, we have succeeded in creating not only a new brand, but also a new wine with its own identity. Over the years, we have patiently drawn the personality of this wine and have achieved our goal with this vintage.

Château Haut-Brion red 1929
Of all the vintages made by my grandfather, this is the greatest. Even today, this wine has an amazing youth. The great density of this wine has allowed it to travel back in time. It has all the characteristics of the great wines that this terroir can produce – an aromatic signature, elegance and inimitable silky touch.

Château La Mission Haut-Brion red 2009
2009 seems to me to be the modern version of the legendary 1989. In this wine, we find all the characteristics of La Mission, with very rich, deep, spherical and coated wines. This wine charms you with its precision, a tannic structure counterbalanced by sweetness akin to velvet.

Find out more: haut-brion.com

This article features in the Autumn Issue, which will be published later this month.

Penélope Cruz at the 2018 Cannes festival wearing Atelier Swarovski jewellery. Courtesy Swarovski. 

Penélope Cruz brings her renowned energy to philanthropic and charitable work – and now she is designing jewellery for Swarovski. LUX speaks with the Spanish-born Hollywood superstar

LUX: Where do you call home?
Penélope Cruz: Madrid. I grew up in a place called Alcobendas, a suburb of Madrid, with my sister Mónica and our parents and after with my brother Eduardo. My earliest memories are of being in my home every Sunday, everybody cleaning the house. There was always music, and everybody was dancing. My mother ran a hair salon, and between the ages of five and 12, I would go to the salon and listen to the women. I don’t know why but women in a hair salon share their deepest secrets. They would share everything with everybody. That was the first acting school for me.

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LUX: Tell us how your collaboration with Swarovski came about?
Penélope Cruz: The whole process evolved very naturally. I had worn some beautiful Atelier Swarovski pieces at various events. But it was when I met Nadja Swarovski and she spoke in depth about Swarovski’s work with sustainability that I became inspired to work on a collection with her. I really care about having a positive impact on the planet, and Swarovski has a rich history of putting sustainability at the heart of what it does.

LUX: What interested you in working with Swarovski Created Diamonds in particular?
Penélope Cruz: Before speaking with Nadja, I didn’t realise that it was possible to create stones in a lab with a low impact on the environment. As soon as I became aware of Swarovski Created Diamonds and other lab-grown precious stones, I wanted to start designing pieces and use them.

Courtesy Swarovski.

LUX: Your jewellery designs seem to have a vintage Hollywood feel. Have you always been drawn to the aesthetics of the era?
Penélope Cruz: My fine jewellery collection has a classic red-carpet aesthetic and I always go back to that – they are timeless pieces that I would always choose to wear. I think there is something for every woman in what we have created.

Read more: How we created the Ruinart Frieze lounge experience at home

LUX: What is the most important thing you learned from this collaboration about how to bring a design concept to life?
Penélope Cruz: It has been an amazing learning experience. I’m very lucky that Nadja and the team have given me such creative freedom. I begin the design process by pulling together images and references of things I love, and then spend hours with the designers to distil the clippings from movies, novels, paintings, ballet dancers and vintage markets into a jewellery collection that tells the story.

Cruz with Vogue editor Edward Enninful and Nadja Swarovski, 2019. Photograph by Nicholas Harvey

LUX: Would you encourage a young person to pursue a career in acting?
Penélope Cruz: It has been an incredible honour and pleasure to build a career as an actor, and to be surrounded by so many brilliant artists in theatre, film and television. Sometimes it can be a huge challenge, but I would encourage any young person to follow their dreams, listen to their heart, work hard and stay away from drugs – whether that is in the creative industries or beyond.

LUX: When you aren’t working on a film, what personal or creative projects do you focus on?
Penélope Cruz: From the age of seven I loved redesigning the clothing and jewellery from the pages of my favourite fashion magazines. So, working on jewellery design projects is a big passion for me and I have been honoured to have the chance to fulfil my childhood dream with Atelier Swarovski, season after season.

Read more: American artist Rashid Johnson on searching for autonomy

LUX: How does your family help you to stay grounded?
Penélope Cruz: I have always kept my personal and professional lives separate. Being with my family gives me so much happiness and it is my priority.

LUX: What inspired your activism, such as your involvement with the Time’s Up movement?
Penélope Cruz: I feel very strongly about the causes I support, and I have noticed a difference in Hollywood since the Time’s Up movement created a sweeping dialogue about the treatment of women. It is already having an impact on the kind of questions we get asked in interviews. Previously, you would be in a press conference and the women would mainly be asked very rude or superficial questions. People are more careful now. It’s symbolic, but hopefully we are understanding how to treat each other with more respect. And these are issues which affect women in all industries and everywhere in the world. If we don’t all do this together, it’s useless.

Cruz with Antonio Banderas, 2019. Photograph by David M. Benett/Getty Images for Somerset House

LUX: Do you have a dream film or television project you would like to direct yourself?
Penélope Cruz: I’ve always wanted to direct. I have directed commercials and a documentary before but hopefully I will be able to do a full-length feature film someday.

LUX: What is it like working with a director such as Pedro Almodóvar, someone you’ve worked with for years?
Penélope Cruz: Pedro is like family; he is very important to me and holds a special place in my heart because he was the reason why I became an actress. I’m excited that we are making a new movie next year.

LUX: What type of music do you enjoy? Is there a track that makes you want to dance?
Penélope Cruz: I’m a big fan of everything that Pharrell Williams does. He’s an amazing producer and songwriter. I also love Eduardo Cruz’s work. He is my brother and we are very close, but I admire his work as a composer and producer so much. He just did the soundtrack for the film Wasp Network.

LUX: Has the past year changed your outlook on life?
Penélope Cruz: We are experiencing a huge moment of social change and I am still processing the transformations that are occurring around us. However, I believe that the values I hold closest – truth, justice and equality, respect for the planet and kindness towards others – will grow in strength. We truly are all one and we have to commit to creating a better tomorrow.

View Penélope Cruz’s designs for Swarovski: atelierswarovski.com

This article features in the Autumn Issue, which will be published later this month.

Ali Behnam-Bakhtiar. Image by Marko Delbello Ocepek.

Iranian-born designer Ali Behnam-Bakhtiar does it all – interiors, architectural design, weddings. Whether large-scale events or private homes, a converted airplane or a château, he runs the gamut from extravagant to minimal with equal flair and imagination, bringing his clients’ stories to life. Torri Mundell reports

Architectural designer Ali Behnam-Bakhtiar is a man on the move. Since 2003, his striking design projects have made their mark on coastlines, private islands, mountainsides and city streets in Europe, Asia and the Gulf, while his events company operates from Dubai, London, Paris and Monaco. The spaces he conceives, from the cargo plane he transformed into an airborne apartment to a spectacular eco-friendly château in Provence and a refurbished 150-metre yacht extended with landscaped green spaces, are equally dynamic. “I think of spaces and events like personal books,” he says. “They are stories that we experience through an introduction, a body and a grande finale.”

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Though Behnam-Bakhtiar claims not to have a signature style, the emphasis on experiencing a space – rather than simply passing through it – is an essential part of his aesthetic. “To create this kind of extra dimension, I am very detail orientated. I study the space carefully, I envision the memories that can be created and I focus on the senses that can be discovered.”

Behnam-Bakhtiar’s floral design for a wedding in Ljubljana, Slovenia. Copyright and courtesy Ali Bakhtiar Designs

Ali Bakhtiar Interiors clients do not commission him to create something they have already seen somewhere else. “Everything I do is one of a kind,” he says. “I don’t hold on to what I have done or what has been done.” Conceiving wholly original designs for every project can be hard work, he admits, but it means that he never caves in to “the dullness of repetition.” Instead, each project is always “a learning process that definitely keeps me challenged and excited.”

Read more: Meet the marine biologist pioneering coral conservation

Behnam-Bakhtiar’s curiosity, extensive research and the relationships he fosters with his clients to “deeply understand their values, wants and needs” all feed into his vision for a project. Every aspect of design is thoughtfully considered to create a harmonious whole, but his spaces are also full of daring, unexpected moments. Consider the château he restored in Provence: he preserved the historic façade and added a self-sustainable modern basement, a pond that irrigates the rest of the estate and a formal dining room with a glass floor that overlooks a garden lavishly planted with lotus flowers. “I believe it is important to embrace modernity as much as ancient knowledge, because something might look cool and new but it also needs to age well,” says the designer about his blend of the traditional and contemporary.

A 2019 house on Saint-Jean-Cap-Ferrat designed with glass walls to make the surrounding forest part of the interior. Copyright and courtesy Ali Bakhtiar Designs

Though the scale of the properties he designs can be vast, Behnam-Bakhtiar imbues his spaces with personal elements as well. “Generally, my favourite events or interior projects are the ones in which I deeply connect with my client, because this is what inspires me to go beyond expectation, and create something ‘out of this world’, a visualisation of their dreams and more.” In the château, for instance, each of the 34 suites was decorated to represent places or moments in time that are meaningful to the owner.

Creating a blueprint that encompasses both grand design moments and personal detail requires a nuanced approach. “Architecture to me is about conserving memory; creating spaces that host our lives but remain in existence beyond it,” Behnam-Bakhtiar continues. “Unlike events, architecture has permanence and so you are not just working on one experience in time, you are working on a timeless structure that impacts repeatedly. I believe architecture, landscaping and interior design need to merge to bring true and lasting harmony.”

He takes his cues from the outdoors to create this harmony. “I used to design houses that stood out from nature,” he remembers. “I now create ones that integrate with nature. The house becomes engulfed by the landscape rather than being simply set in it.” This approach also chimes with the current drive for sustainability. “Much more than ever, we now see nature as something that needs to be integrated in interiors and architecture. Rather than fighting the rules of nature or working against it, which we have done for so long, we are finally starting to see the incredible benefits of an alliance.”

A 2018 house design in Florida with a characteristic Behnam-Bakhtiar blending of natural and built environments. Copyright and courtesy Ali Bakhtiar Designs

The “green and self-sustainable” glass house he designed for a client on a private island epitomises how this can work. In building the residence from scratch, Behnam-Bakhtiar gave it a “system that transmits and observes energy” along with an ultra-modern, sleek exterior and sumptuous Art Deco furnishings.

Read more: American artist Rashid Johnson on searching for autonomy

Similarly, on a property refurbishment in the French Pyrénées, Behnam-Bakhtiar preserved the ancient rocks that predated the house by encasing them in glass boxes and installing a “hydraulic system to make the house ‘convertible’; completely open towards the seascape, on multiple levels. We also created several distinct courtyards and fountains, to give the landscape exciting layers.”

A render of an island house off the coast in Abu Dhabi, with an Art Deco inspired interior in contrast to the building’s ultra-modern minimalist exterior. Copyright and courtesy Ali Bakhtiar Designs

Born in Tehran, Ali Behnam-Bakhtiar was still a child when he moved with his family to Paris after the Iranian Revolution in 1979. He grew up surrounded by art and culture and his parents indulged his drive to “redecorate their interiors on a weekly basis”. Even so, he says, “it was very much a conscious adult decision to develop my creativity professionally.”

His early memories from Iran, particularly before the revolution, “in which large-scale events and gatherings were considered normal” may have informed Behnam-Bakhtiar’s other hugely successful business: event planning. Orchestrating large-scale, fantasy weddings, celebrations and parties is a complementary discipline to his design work but he came upon it entirely by chance. “I was working on the interior design of a palace for a client of mine, whose daughter was in the midst of planning her wedding. Completely uninspired by the process, she had sort of given up on her dream wedding until she coincidentally saw my plans for their winter garden. In love with the plans for the garden, she convinced me to design her large-scale royal-like wedding for 2,500 guests.”

A reception that took place in Hall of Mirrors at the Palace of Versailles. Copyright and courtesy Ali Bakhtiar Designs

Behnam-Bakhtiar’s ability to imagine multidimensional, immersive spaces works as well for one-off events as it does permanent buildings, and working across the two disciplines allows for a beneficial cross-pollination of ideas. “I mix architecture and interior design with event planning, and do things that have never been seen or done before. This has allowed me to evolve and remain modern. I embrace the future and the process of change and growth.” In 2019, Ali Bakhtiar Designs was named “best wedding planner in the Middle East” at the Destination Wedding Planners ACE awards, and in the same year the company won an honorary award at the Influencer Awards Monaco.

As with his architectural designs, the events he designs are inspired by their setting. “The location and not the budget is what creates the possibilities,” he says. What would he conjure up for a wedding at a castle with an unlimited budget? “I’d probably create a sunset moment, curate different areas so there is movement and a multi-layered experience of the castle. I would also do something with the façade, so the guests can view it differently throughout the evening.”

Read more: Why the market for modern classic Ferraris is hot right now

He is delighted to be commissioned for wedding and parties abroad. “Like creating a world from scratch, the entire infrastructure is purposefully built and specifically curated for the event, in the middle of nowhere.” The possibilities are endless, he points out, describing a beautiful event he planned on “a private island lit by 50,000 candles. The guests arrived by raft laid with beautiful flowers and in the middle of the island, we created a pond and fountain on which the gala’s dinner tables floated.” More unusually, Behnam-Bakhtiar also oversaw a divorce party on a cruise ship.

As with his design projects, Behnam-Bakhtiar and his team ensure they have oversight of every detail. “The design of the food, the uniforms, the bar; anything that has to do with the visuals, the service, the presentation… To me an event is never just about decoration, it is about continuous implementation; everything needs to run smoothly and as we visualised it.”

An impression of flower-covered columns for a wedding at the Basilica della Santissima Annunziata in Florence, January 2020. Copyright and courtesy Ali Bakhtiar Designs

A rendered image of a tunnel of flowers for a wedding in Cape Town, 2020. Copyright and courtesy Ali Bakhtiar Designs

With high-profile architectural and interior design clients and starry party guest lists, discretion is part of the Ali Bakhtiar Design service. He will not be drawn on the high profile personalities that have commissioned him. “We work with a lot of different people including celebrities and royalty, but under no circumstances do we share our clients’ names, whether we signed confidentiality agreements or not. We pride ourselves on being private.”

Word, however, is out – partly because of the design company’s huge international reach. “We go where our clients are, so it was only natural to expand,” Behnam-Bakhtiar explains of his company’s outposts in Dubai, London, Paris and Monaco. The company does not promote its productions but exposure has come nonetheless through guests’ photos on social media. And who can blame them? The vast hall filled with reflective ponds and dancing LED lights for a party in Shanghai and the arcade of pink roses for a church wedding in St Barts demanded a selfie. “Much of the current exposure of our work is not just because we have expanded but also because it is shared,” Behnam-Bakhtiar agrees.

A digital impression of a 2019 building design in Switzerland that brings nature into the heart of the home. Copyright and courtesy Ali Bakhtiar Designs

Like the architectural design industry, the events business is also becoming more mindful about expenditure. “I would like to see more consciousness around long-term trust and a sustainable use of funds,” Behnam-Bakhtiar asserts. “Rather than creating an event for the budget and exhausting funds, we now look at what we need for the event. This means we spend less on unnecessary things, so that these funds can be used elsewhere or go to charity.”

Behnam-Bakhtiar’s diligence is even more relevant in a post-Covid era. “Events of up to 7,000 people are postponed for at least a year,” he says, “but the smaller events are starting to take place now, in a more down-sized manner. We’re on stand-by, like the rest of the world.” With his vivid imagination, a roster of international clients and almost two decades of experience, he won’t be standing by for long.

Find out more: alibakhtiardesigns.com

This article features in the Autumn Issue, which will be published later this month.

Tamara Rojo © Karolina Kuras

Tamara Rojo has spent the past two decades wowing spectators at the Royal Ballet and now at the English National Ballet where she is artistic director. LUX speaks to the outspoken advocate for her industry about ballet’s future – and what gets her on to the dance floor

1. When did you realise that you were meant to be a dancer?

I was 10 when, after many years of enjoying ballet class as a hobby, I realised that if I wanted to continue dancing, I had to follow the same path as the dancers I admired.

2. Have you been able to dance all the roles you wanted, and which was your favourite?

Most of them, if not all, and many I never knew or imagined! I don’t have a particular favourite but there are a few I like for different reasons – Carmen or Frida Kahlo for their indomitable characters, for example. Of the classics, perhaps the double role of the white and black swan is the greatest challenge.

3. Ballet’s training regime is gruelling, but are there qualities that can’t be taught?

I think passion, intelligence and musicality are essential. The saying, “Genius is ten per cent inspiration and ninety per cent perspiration” is pretty accurate, but sometimes genius can really manage to reduce that perspiration!

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4. How do dancers deal with injuries?

Injuries cruelly test the character and sense of vocation of dancers. The recovery time is always hard but it also offers a pause in a fast-paced career to reassess your priorities and values. At the English National Ballet (ENB), one of my priorities was to invest in our medical team and we now offer all the medical and psychological support that a dancer would need to help them overcome the frustration and self-doubt that arise during recovery.

5. Does ballet need to modernise?

Like any art, ballet must renew itself and try to reflect the society in which it lives. At ENB I have expanded our repertoire with work by female choreographers, updated the classical canon with choreographers from different dance traditions, such as Akram Khan, and enabled dancers in the company to have their own voice and freedom when performing.

6. Was going from principal dancer to artistic director at ENB a natural transition?

Yes, partly because I had been preparing for it for many years and also perhaps because I had been a dancer there. I understood the benefits that a performing manager could bring.

© Paul Stuart

7. How should ballet be funded and are you concerned about its future?

I wish I knew for sure, and it’s certainly a timely question. The current UK model, with its transparency and independence from political intervention, is one that enables the best creativity, excellence and access. But I’m worried about what’s ahead. The effects of Covid-19 have been dramatic on the arts. It seems inevitable that it will be months before we can see our theatres at full capacity. Unless we receive substantial help very soon the long-term effects of the loss of talent, venues and institutions will be devastating.

8. What ballet are you working now?

I have been adapting the classical ballet Raymonda for ENB. I wanted to set it in the Crimean War with the heroic figure of Florence Nightingale, instead of its traditional setting of the Crusades. It seemed perfectly timed as a homage to all the nurses, but we have had to postpone it until next year.

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9. How do you choose new ballets?

We consider the choreographer’s vision and language, the relevance of the theme, how they integrate into ENB’s repertoire, etc.

10. Are there enough young dancers wanting to pursue a career in ballet?

There’s no shortage of ballet students, but I am concerned about the lack of positions for current graduates. I also worry about enabling access to professional training for children of all racial and financial backgrounds to ensure the future of ballet is open to all.

11. Are platforms such as TikTok helpful in getting the younger generations into ballet?

They can facilitate access and dissemination, but there’s also the danger of empty exhibitionism or harmful body aspirations.

12. What song gets you dancing at a party?

80s and 90s pop… it was made for the dance floor and it brings instant joy and happiness.

Find out more: tamara-rojo.com

This article features in the Autumn Issue, which will be published later this month.

Ruinart recently launched its ‘second skin’ case, a stylish and more sustainable alternative to the traditional champagne gift box, as pictured above with the Brut Rosé NV and Blanc de Blanc .

Sometimes it’s the supplementary parts of art fairs that we miss the most. For yesterday’s virtual preview of Frieze art fair, we recreated the most excellent private Ruinart champagne event, which usually takes place this week, with a little tasting of their range at home

What will you miss most about the seminal Frieze London Art Fair moving this year from tents in Regent’s Park to an online-only existence, prompted by the pandemic?

Perhaps it will be the frisson of excitement of bumping in to collectors, curators and dealers from around the world expressing their way between the different booths at the pre-preview. Or maybe it will be the talks; or the onsite cafés, where can find yourself standing next to a museum director from LA and a young billionaire from Shanghai while sipping a cup of coffee and finding there is nowhere to sit and catch up on emails. Or, if you are fortunate, the buzz of the Deutsche Bank Wealth Management lounges, where collectors and private bank clients gather to sip on endless champagne and nibble perfect canapés.

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Then there is the physical art, of course. The two fairs, Frieze London and Frieze Masters, at opposite ends of the park, which at best offer an unparalleled art museum experience – a walk around Frieze Masters in particular affords a view of some of the most significant artworks in the world, perhaps on display for the last time in decades or centuries.

A print from David Shrigley x Ruinart’s ‘Unconventional Bubbles’ Series that was scheduled to feature in The Ruinart Art bar at Frieze 2020

We are missing all of that, but on a more social note, we also missed the brilliant annual Ruinart event in their VIP zone. This low-key gathering always brings together a selection of art collectors, artists, champagne connoisseurs and selected media, and feels very old school and decadent in offering an unlimited flow of Ruinart Blanc de Blancs in the late afternoon of the preview day.

Read more: British artist Marc Quinn on history in the making

For anyone who is a connoisseur of both art and champagne, it is also unique, as the champagne on offer at art events around the world is usually only marginally better than at fashion events, which is to say standard issue and not very interesting at all. The Blanc de Blancs is in a different league.

There was no Ruinart event this year, so LUX decided to create our own, by tasting a range of the Maison’s champagnes, with a couple of our favourite people, while clicking through some excellent artworks on a laptop. Needs must.

Our tasting notes are as follows:

Ruinart Brut NV

Ruinart Brut Non Vintage
In years past, this was a slight and rather forgettable champagne. But, unlike the stick thin Frieze Art Fair VIP guests, it has gained a little weight in all the right places, without requiring any liposuction. Lean but muscular, it is eminently drinkable, and disappears quickly – like a Frieze VIP in search of a Julian Schnabel on the morning of preview day. Maybe not the most memorable companion but easy-going and easy to introduce to anybody.

Ruinart Brut Rosé
A little bit more spicy and fruity, as befits it medium pink palate. Good company, effortlessly enjoyable and also noticeable, not anodyne; and we never felt we had too much of it. Not flirty like some rosés, and not ponderous and serious like others. Just right, like a good art advisor.

Ruinart Blanc de Blancs 2007

Ruinart Blanc de Blancs
There is, in our view, no better daytime art fair companion than this. Rounded, well formed, well educated, with years of expertise behind it like stumbling on a fabulous sixties pop artist at an unexpected booth. Aesthetically pleasing and rich, like many preview day guests. Buy, buy!

Dom Ruinart Vintage 2007
In a different league altogether. Like walking into a VIP lounge at frieze masters and chatting to Gerhard Richter (note, this has never happened). Delicate, aesthetic yet serious and multilayered, a companion you could be with it all night and not feel weighed down, and you would seek its company again and again. Like a Richter, there is always something else to notice about it.

Dom Ruinart Rosé Vintage 2007
Have you ever bumped in to has Hans-Ulrich Obrist and Olafur Eliasson having a banter at the bar at the Christie’s Vanity Fair Frieze party at midnight? Nor have we, but we reckon this is what it would be like. Engaging, by turns delightful and intellectual, and with deal depth and rigour underneath the fun facade. An ideal guest to the perfect dinner party. Or art fair.

Darius Sanai

Find out more: ruinart.com

Baby pillar coral, being bred in quarantine, at six months. Image by Kristen Marhaver

She is one of the most compelling figures in ocean conservation. Kristen Marhaver, a marine biologist and TED and WEF star, has made coral regeneration sexy. She tells Darius Sanai that rapid scientific advance and philanthropic support are combining to make the idea of regrowing the world’s coral a real prospect

DEUTSCHE BANK WEALTH MANAGEMENT x LUX

Kristen Marhaver. Image by Bret Hartman.

LUX: Why has there been so much positive progress in coral science recently?
Kristen Marhaver: For a long time, nobody knew how corals reproduced. We assumed most corals spat out little swimming baby corals. It was only around 30 or 40 years ago that mass spawning of corals was discovered and that’s because it only happened a few nights a year. If you’re in the water one hour too late or two days too early, you won’t ever see it. We always had in the back of our minds that the more we understood about reproduction, the more we could help promote coral reproduction in the wild.

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When I started my research career, we would watch corals reproduce and collect their eggs and raise them through the first couple of days or weeks of life and that was it. It was extraordinarily difficult to make progress and most of the coral community thought that there was no way that this would ever lead to something you could apply in conservation. All of a sudden, things just started to click and every year we made a little bit more progress – by “we” I mean the hundreds of people around the world working on a thousand coral projects every year – and decoding one more puzzle at a time and getting a little bit further along the path.

Then we realised all of a sudden something that had seemed impossible became fairly possible. Now everything is aligned just right, and there is this gold rush in coral reproduction science to increase the efficiency of their breeding. We know that every year we’re only going to make a couple of steps more before we have to wait 11 months to try again.

It has been exciting to see the field’s potential grow in the past few years, and it makes it even more exciting to dig into the ever more difficult puzzles because we know that the more we solve, the more we can hand over the answers to other groups that can scale it up from there.

LUX: Is it correct to say there is hope that coral reefs can be rebuilt?
Kristen Marhaver: We are slowly accepting that it’s an option, but we are always really careful about the scale and the timeline when we talk about it. Sometimes I think that we are in year 40 of a 200 year project. So, we can’t go and give an island nation an entire new coral reef, but we can grow a handful of species, get them out in the water, give them 10 years, and they will be the size of basketballs. We can do that on a metres to tens of metres to hundreds of metres scale, but it is also true that the more that people get good at this, and the more innovation is applied, the more it will scale up. In the next five to ten years, we will have changed from saying, “this is something we can do” to “this is something that we can scale up confidently”. There is an analogy with orchids. These used to be extraordinarily expensive, but if you go to a supermarket or a florist, you will see an orchid for $10. The reason they are so abundant and cheap is because scientists figured out meristem culture, so instead of waiting for orchids to grow big and then dividing, they just take a tiny sliver of tissue and grow a whole new orchid. That completely changed the availability and propagation of those plants. We are about to see the same kind of thing in coral propagation.”

Juvenile corals, aged 18 months in the aquarium system at CARMABI. Image by Kristen Marahver

LUX: You can recreate coral killed by human activity, but how do you ensure the new coral won’t be killed again?
Kristen Marhaver: That’s a great question. And it’s a huge concern. We have a couple of reasons to be optimistic, one of which is that there’s now a really powerful race amongst the countries to enact not only climate plans, but also marine protected areas and fisheries regulations and sewage system modernisation. There are also some pretty nice examples of places where juvenile corals can do better than the adults could. That’s partly because when we are growing juveniles, there is a tremendous amount of genetic diversity. You have more chances of getting a good hand by putting 20,000 juveniles of all different genetic combinations into a place, as opposed to fragmenting 10 or 20 adults and gluing those pieces back onto a reef.

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LUX: You are passionate about making sure philanthropists support the right groups in coral restoration.
Kristen Marhaver: The most powerful groups in coral restoration are in places like Belize and the Dominican Republic and the Philippines. You don’t necessarily hear about them because they don’t have the glossy brochure and the advertising budget and the social media person; they’re just all underwater busting their butts. It is really important to find a group that’s not just flashy and well branded, but one that is honest about what they can do. It’s important for donors and philanthropists to do their homework and find out what’s going on behind the scenes.

LUX: And why is coral important?
Kristen Marhaver: I was interviewed once on a television station and the interviewer asked me why we should care about coral reefs. And I said, “Well, they bring in tourism money, and provide food for a billion people around the world, and they grow these beautiful structures that are art.” Then he asked, “Why should we care?” I said, “If you don’t like money or tourism or art, then I really don’t know what I’m going tell you.” But if you have ever been to a beach in the tropics, or been in a building in the tropics, you may have corals to thank for keeping that beach there, keeping that building up. It’s also cultural heritage, the same way that we care about losing languages or losing monuments or losing art. It’s because it’s the heritage of our earth and the cultures on earth. We owe it to small communities around the world to help them hold on to that cultural value as well.

Dr Kristen Marhaver is a coral reef biologist at the Research Station Carmabi and the founder of Marharver Lab, both in Curaçao.

Find out more: researchstationcarmabi.org; marhaverlab.com

This article originally appeared in the LUX x Deutsche Bank Wealth Management Blue Economy Special in the Summer 2020 Issue.

Aquajenne in Paradise II Elevator Girls (1996) by Miwa Yanagi. Courtesy Deutsche Bank Collection

At the heart of Deutsche Bank’s worldwide art programme is one of the most interesting and diverse corporate contemporary art collections in the world. It is part of the bank’s sponsorship of the Frieze art fairs and instrumental in the bank’s support of this year’s innovative curatorial and philanthropic projects, including a collaboration with London artist Idris Khan. Arsalan Mohammad reports

DEUTSCHE BANK WEALTH MANAGEMENT x LUX

This turbulent year marks not only the 150th anniversary of the founding of Deutsche Bank, but also the 40th birthday of its iconic art collection, one of the most substantial corporate collections of contemporary art in the world. A specialised assortment of works, numbering some 55,000 pieces, the collection spans styles and genres and reflects a global mix of talent, from art megastars to exciting newcomers. The art is predominantly works on paper, as this somewhat neglected medium was considered ripe for collecting and institutionalising when the collection was first initiated by the management board in the late 1970s. The collection is bound by only one other rubric: that the works should provide creative, cultural and intellectual inspiration to the creative, cultural and intellectual inspiration to the bank’s employees, clients, visitors and artists alike.

Follow LUX on Instagram: luxthemagazine

The Deutsche Bank Collection, which is part of the bank’s Art, Culture and Sports programme, is based in multiple sites across Germany and in its offices worldwide. It also sits alongside a calendar of art events – the bank is the long-term sponsor of global art fair Frieze, it publishes an acclaimed arts magazine, engages in numerous exhibitions and presentations worldwide, and maintains an active purchase programme that prioritises discovering fresh ideas and idiosyncratic thought from young and older artists around the world. You can witness this for yourself at the bank’s impressive PalaisPopulaire complex, in the heart of downtown Berlin. A purpose-built forum focusing on arts, culture and sports, here one can enjoy works from the permanent collection alongside works on loan, as well as a lively calendar of music, film and cultural happenings.

Molo, Kenya (2008) by Zohra Bensemra. Courtesy Zohra Bensemra/Reuters.

This profound commitment to culture is central to the bank’s ecosystem and is a vital component in its identity. It recalls the pioneering spirit of corporate evolution that began when billionaire philanthropist David Rockefeller began the Chase Manhattan Bank’s art collection back in the 1950s. Since then, the notion of a corporate entity finding inspiration, identity and creativity within art has become standard practice, a means of fulfilling social responsibility, nurturing employees’ potential and attracting clients and business from the world’s wealthiest investors.

The PalaisPopulaire, Berlin. Image by David von Becker

A significant part of this success is due to Deutsche Bank’s Head of Art, curator Friedhelm Hütte, who has managed the collection for more than 25 years. A quiet and learned person, Hütte’s strategy of proactively engaging with, encouraging and supporting new and unexposed talent over the years has given him an appreciation for edgy new art and access to the creative minds behind it. Since beginning at the bank’s cultural division in 1986, he has carefully steered its growth, enriching the bulk of the collection with a knack for spotting talent early. Thus, the bank’s inventory includes early works by Damien Hirst, Gerhard Richter and James Rosenquist, all acquired when the artists were yet to become as famous as they are now. “We always want to discover new artists,” says Hütte, “This doesn’t mean that the artist has to be young – it could be that an artist is older but hasn’t found the success that we feel he or she should have.”

Read more: The market for modern classic Ferraris is hot right now

As well as supporting artists through purchasing work, the bank is also committed to emerging talent via its Artist of the Year prize, which has catapulted artists from around the world at the start of their careers, such as Wangechi Mutu, Yto Barrada, Roman Ondak and Imran Qureshi, into the global limelight. “It’s not simply a prize of a sum of money, it’s really to support the artist, so they can reach a new level,” explains Hütte, who offers the example of how an exhibition by Qureshi led to his being represented by Galerie Thaddaeus Ropac in Paris, “one of the top ten best galleries in the world!”

Detail of Blessings Upon the Land of My Love (2011) by Imran Qureshi. Courtesy Deutsche Bank Collection.

In the summer of 2020, amidst social distancing and other pandemic restrictions, the PalaisPopulaire continued with its planned exhibition of work by artists Christo and Jeanne-Claude. Christo, who died in May 2020, is best remembered in Berlin for his 1995 performance in which he and his wife Jeanne-Claude wrapped the Reichstag in fabric. The plans, blueprints, ephemera and sketches for that mammoth undertaking have been on show as part of a major exhibition entitled ‘Christo and Jeanne-Claude: Projects 1963–2020’. The exhibition features approximately seventy works loaned by Berlin collectors Ingrid and Thomas Jochheim, friends of the artist and catalysts for the show.

Wrapped Reichstag (Project for Berlin) (1987) by Christo. © Christo.

“We showed Christo the [PalaisPopulaire] museum last year,” Ingrid Jochheim recalls. “And he was very fond of it. He had partnered on projects with Deutsche Bank several times in the past, always successfully. Just four weeks before his passing, he wrote to me and asked me to give his compliments to the team there.”

But this being 2020, there are more pressing matters at hand. The reconfiguration of partner Frieze London in the autumn as an online event has afforded Deutsche Bank the opportunity to present a curated selection of works that are relevant to our challenging times. The resulting presentation, curated from the collection by the bank’s international art curator Mary Findlay, gathers a selection of more than 30 artists from around the world, each of whom articulate perspectives inspired by issues such as Black Lives Matter, gender equality and sexuality.

Read more: British artist Marc Quinn on history in the making

Titled ‘Taking a Stand: Art & Society’, the online exhibition will show work by a broad spectrum of artists, including Banksy and Joseph Beuys, Iran’s Shirin Aliabadi and Algeria’s Zohra Bensemra, black American artists such as Kandis Williams and Kara Walker, and well-established artists such as Wolfgang Tillmans, Imran Qureshi and Albanian photographer Adrian Paci.

Black Lives Matter protest, Union Square (2014) by Wolfgang Tillmans. Courtesy Deutsche Bank Collection

At times such as these, Deutsche Bank’s fleet-footed operation means their global team have not only been able to respond rapidly and with creativity to events, to build shows on an online platform for Frieze or cope with physical restrictions on visitors to PalaisPopulaire, but also to build on their one-world progressive ethos and take direct immediate action to address the entrenched problem of diversity in the arts.

In association with Frieze, Deutsche Bank are launching a fellowship, The Frieze & Deutsche Bank Emerging Curators Fellowship, to support curators from black, Asian and ethnic minority backgrounds in the UK. Financing the mentorship and education of a curator is a complex process, but at Deutsche Bank a solution has been found in which one of their prestigious collection artists, Idris Khan, is to design a face mask for sale, based on a design inspired by Vivaldi’s ‘Four Seasons’. The plan is in its final stages of preparation, but the energy and enthusiasm inspired by the chance to make a difference is palpable in conversations between the Frieze and Deutsche Bank staff involved.

Centro di Permanenza temporanea (2007) by Adrian Paci. Courtesy Deutsche Bank Collection.

“The fellowship is about fostering systemic change,” explains Frieze London’s artistic director, Eva Langret, who came up with the idea. “It’s about organisations across the nonprofit and private sectors recognising that diverse programming is not enough, and instead working together to embed more diverse voices within arts institutions and organisations that lead the agenda.” In its first year the fund will be supporting a curatorial fellowship at London’s Chisenhale Gallery and the intention is to inspire an ongoing strategy to empower arts professionals from across communities to make an impact on the country’s art scene.

Read more: Four leading designers on the future of design

Curating change is at the heart of the idea, and at 2020’s Frieze London, we will witness, albeit online, how well this approach fits with the Deutsche Bank Collection. “Where we can, we buy works that make a difference,” says Findlay. “There is this idea about artists using their creative platforms as activism – well, we are buying art to make our offices stand out and look exciting, but in some of those works, we are very much looking at what the artists are trying to articulate. This concept is about us engaging with society and the virtual platform will have all sorts of different types of work. There’s lots of interesting work here. I wish we could put it all on a wall and not online, but there you go!”

While there is every sign that the complex workarounds, compromises and challenges that have come to characterise 2020 will continue into our hazy and uncertain future, in surveying this tapestry of arts from across the globe, we can at least draw solace and wisdom from the world of art to inspire, educate and support our frazzled minds at times of crisis. And with the Deutsche Bank team’s deep-rooted commitment to giving a platform to some of the world’s most urgent and pressing issues, there’s every reason to support and engage with it yourself this autumn.

Idris Khan in his studio. Photograph by Stephen White

Behind the mask

British artist Idris Khan has been asked to make an artwork to help fund the bank’s new fund for emerging curators. Here he talks about his inspiration for the new work.

“During lockdown, my partner Annie and I decided to leave London for the countryside. When we arrived, the trees were bare, everything was brown and black. But over the months, I focused on the changing colours, something I probably wouldn’t have done otherwise. It was almost like watching four seasons within two months!

“I took several copies of Vivaldi’s ‘The Four Seasons’ and decided to paint all those colours that I saw during lockdown.

“The image on the mask is my version of bluebells. First, I watercoloured the sheet music, scanned each page then digitally layered the music on top. It’s like capturing many moments of time of looking intensively and also the time represented in musical notation, so it’s titled Time Past, Time Present. I think that this represents what we’re all going through, hence the reason to wear a mask.

“I think this fund is incredibly vital, as a lot of funding and support has been cut, especially during the pandemic. I believe the fund will give curators the opportunity to make incredible exhibitions and will go on to support diverse exhibitions, so that when this nightmare is over we can all enjoy looking at exceptional art.”

Find out more: db.com/art

This article features in the Autumn Issue, which will be published later this month.

This 1995 Ferrari F512M Coupé will be on sale at the Bonhams auction in Zoute, Belgium on October 11

Modern classic cars, desirable machines from the 1980s onwards, are hotter than ever, with demand not damped by the pandemic or constraints against driving. So for that reason, LUX Editor-in-Chief Darius Sanai says he is reluctantly putting his beloved Ferrari F512M, one of the craziest Ferraris of them all, up at auction with Bonhams

The economic ramifications of the coronavirus across the upper echelons of the collecting market have been unpredictable. Walking home from an emptying office at the start of the lockdown in London in March, I bumped into a gallerist friend, who was in the process of locking up the doors of his famous gallery in Mayfair for a potentially indefinite period. What did he think would happen in the art market, I asked him (this was a time when I naïvely believed that people would knew the answers to questions like this). “Carnage!” he said.

Follow LUX on Instagram: luxthemagazine

Last week I was having a drink with another friend, one of the most significant collectors of contemporary art in Britain, and a good client of the same gallerist. My friend was bemoaning the state of his investments – not his stock market investments, which were doing very well, but the companies and people he has invested in directly. The companies are in the hospitality and retail sector, and having to let good people whom he knew and liked go was was eating him up, giving him sleepless nights, he looked drawn, despite his fitness regime and wealth. And how was the art market, I ventured, expecting more sharp intakes of breath, and of single malt. “Brilliant! I’m selling, and the prices are amazing!”

2014 Bugatti Veyron 16.4 Grand Sport Vitesse sold for $1,750,000 at the Quail Motor Car Auction in August.

My friend’s observation was evidently a reflection of the specialised part of the top end of the market in which he is selling – abstract expressionism. The art world itself has been hit severely by lockdown. According to one survey, by UBS and Art Basel, art gallery sales fell by 36% in the first half of the year – although falling sales do not equate to falling prices for the most desirable works.

Another part of the collectibles market that could logically have been expected to collapse during the last ten months, but which has not, is that of classic cars. The sector has even more going against it than the art world at the moment. Announcements by governments that the sale of new fossil fuel cars will be banned during ever shorter time spans; ever stricter restrictions on driving in cities; coronavirus-induced road changes in favour of cycles and pedestrians.

1956 Lister-Maserati 2.0-Litre Sports-Racing Two-Seater sold by Bonhams for £575,000.

And unlike collectors of Rothkos, the classic car market is not restricted to ultra high net worth individuals who have seen the size of their wealth increase during coronavirus due to a boom in the stock market. Classic cars encompass everything from £5000 MGs to £50m Ferrari GTOs. And the different segments of this market, while separate, are not hermetically sealed. If the price of a Ferrari Daytona drops, then a Ferrari 355, at a tenth of the price, also tends to drop. Yet, despite everything, the classic car market has been doing well across some of its tiers.

Read more: British artist Marc Quinn on history in the making

“Despite the challenging circumstance, the collectors’ car market has fared better than other sectors,” says James Knight, Executive Director at auction house Bonhams. “Although some sellers were initially concerned that the timing was right for selling a valuable collectors’ motor car, our (online live auction) system has been successful. We have sold cars and have sold them well – many at pre-COVID level prices. This success has given others confidence and we’re seeing healthy volumes come to market and being sold for market-correct prices.”

Knight says the market has been doing particularly well in the “hot” area of modern classics, cars desired by the latest generation of collector. “We are seeing a trend towards more modern classics and supercars becoming ever more popular. The demographic of buyers is changing – younger buyers are entering the classic market and they are looking at the ‘poster’ cars of the 1980s, 90s and even of this century.”

The Ferrari F512M had the final development of Ferrari’s famous “Flat V12” engine.

So, with this in mind, I have entrusted my beloved “modern classic” Ferrari F512M for sale at Bonhams auction in the swanky silver seaside resort of Zoute in Belgium on October 11.

After I bought it, in 2015, and drove it across southern England for the first time, I saw it as the last car in my small collection that I would sell. The F512M has all the elements of a true collectable. It is rare: only 500 were made, in 1994 and 1995. It looks striking, with the celebrated cats claw scratches down the sides, and a wide, flat rear straight out of an arcade game. It is the ultimate iteration, and technical pinnacle, of a famous model: the Testarossa, which was launched in a nightclub in Paris in 1984.

Read more: Four leading designers on the future of design

The Testarossa (Redhead) gained fame in Miami Vice, and was improved into the 512TR in 1991. Three years later, this evolved into my car, the F512M (“M” standing for “Modified” in Ferrari-speak). As well as a modernised front and rear (which does divide opinion – some found the original rear treatment more classic), it was the pinnacle of development of Ferrari engine and suspension of its time. The engine’s internal parts were made lighter by the use of rare metals, the suspension was modified for even racier handling, and the car in general was given the performance needed to be at the top of the Ferrari tree in the mid 1990s. The F512M was the fastest road car in the world, until the appearance of the special edition Ferrari F50, costing a multiple of the price, in 1996.

It is a quite astonishing thing to drive. The F512M has no power steering, And while it is a lighter car than its replacement, the 550 Maranello, it does as a consequence need quite an effort to haul it around corners in town. The flipside is there is nothing interfering with the communication of the road surface to your fingers, when you get out on to faster roads and the steering becomes both manageable and responsive. Power-assisted steering systems, and particularly the latest electronic power assisted systems, cannot compete in terms of pure road feel. And the F512M’s manual gearbox (newer Ferraris have the easier-but-less-exciting paddleshift) is such a thing that a senior Ferrari executive drove my F512M and tweeted about it in delight.

Bonhams director James Knight says this particular example has the “holy trinity” of superb condition, perfect provenance and low mileage.

The subsequent 550, and later V12 Ferraris, were tuned more towards comfort and cruising, attracting a broader selection of buyers than the hardcore purchasers of a F512M. And the focussed and rare nature of the 512 is reflected in its price: good examples retail for two to three times the price of its more modern, comfortable 550 Maranello successor. Indeed, the F512M is the the last of a monstrous line that began with the 365 Berlinetta boxer in 1973, a family of Ferraris with a 12 cylinder engine placed not under the bonnet, but right behind the driver and passenger’s head. The sound, from centimetres away from your ears, when accelerating at full spate, is quite frightening – as if you are inside the jaws of a ravenous Tyrannosaurus Rex.

There is something else quite special about the F512M. Every Ferrari made afterwards was equipped with safety devices like stability and traction control, which meant that if you were about to lose control of the car by accelerating too fast around a corner, the car would notice, and stop you from doing so, electronically.

The F512M being sold by our Editor-in-Chief was previously owned by one of Spain’s most prominent collectors, who kept it alongside the rest of his Ferrari collection in a heated underground garage. When we bought it, we put it though Ferrari’s official 101 point Approved car check, which it passed with flying colours

Not only does the F512M not have any kind of safety control “nanny”: it is also the most powerful-ever general production Ferrari with a V12 engine placed behind the driver. On the one hand, this means for thrilling handling: turn the feelsome steering wheel, and there is no engine weight over the front wheels to create inertia by creating momentum through its mass and resist the turn. It just turns.

The corollary of this is that when the back of the car also turns, a nanosecond later, the mass of the engine turns with it, and if you get your cornering wrong, will wish to continue turning, American-cop-car-in-street-chase-style, until you go round in a circle. Keeping this under control at high speed would be both a challenge and a delight – although to be fair, the advanced suspension and huge rear tyres mean breaking traction only really happens when you want it to. I’ve never done it.

Read more: How Chelsea Barracks is celebrating contemporary British craft

So why am I selling it? Firstly, I simply do not have the opportunity to take it out onto the road where it can be driven properly. This is a car that needs to be driven from London to Tuscany at high speed. I barely have time on a weekend to get from London to Oxford.

Also, in the little leisure driving time I have, I have become an increasing cultural fascist about convertibles. I believe cars with open tops are right, and everything else is wrong. Or something like that.

1959 Porsche 718 RSK Spyder, sold for $2,232,500 at Bonhams Quail Motorcar Auction in August.

Sadly, they did not make an open top version of the F512M. So, I want to sell it and put the money towards an open-topped V12 Ferrari. You will find full details of my magnificent F512M, which I purchased from one of the most prominent collectors in Spain, here.

As Knight himself says about this car: “The Testarossa is one of the modern Ferrari icons and the F512M was the final and the rarest version with just 501 examples produced. This is a very special motor car as it represents the ‘holy trinity’. It is offered in superb condition, having been exceptionally well-cared for; it has covered fewer than 20,000 kms and has the all-important provenance, which includes full Ferrari service history.”

If you’re the lucky buyer, please promise me a ride. I will miss her. And meanwhile, long may the market for collectibles thrive – after all, driving a two-seater Ferrari, you and your passenger are in glorious self-isolation as you hurtle towards your destination, enjoying every second.

For more information visit: bonhams.com

Marc Quinn in his studio with his work Viral Painting. A Man Tapes Himself to the Colorado Soldiers Monument, Artnet (2020)

From his sculpture for Trafalgar Square’s fourth plinth to his recent guerrilla monument to replace the toppled bronze of a slave trader in Bristol, British artist Marc Quinn has shown a commitment to giving form to political urgency. Maryam Eisler talks to him about his time during lockdown, his engagement with history in the making, and his renewed excitement at creating art

Maryam Eisler: Marc, tell me about your lockdown experience.
Marc Quinn: It’s totally abstract and totally real at the same time. This moment is one of the most real things we’ve lived through. There are people dying. People’s businesses are closing. Horrific things are happening. And then when you go onto the street, until very recently, there’s no-one around. It’s not like a normal war or natural disaster, where there is visible chaos. This experience is quite abstract. In the end, apart from the people who are near me, the only way I know about what is going on in the world is via my phone and the internet.

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This time has also been about a completely new way of thinking. We have been forced to learn how to navigate the difference between our virtual selves and our real selves.

In terms of making work, it’s been great. It’s me, alone in the studio making things. It’s like going back to square one again and rediscovering my roots. It’s about making art in a way that I used to do 25 years ago. And I really enjoy it.

It’s a great time for transformation. People are actually engaging with the world. There has been a whole resurgence of the Black Lives Matter movement after the horrific death of George Floyd. That is amazing, and hopefully something lasting will come from it this time around. We’ve had moments of focus on these types of issues before but never to this extent. I think it’s a time when societal tectonic plates are shifting. Our old life is also shifting.

Viral Painting. If You Are Neutral in Situations of Injustice You Have Chosen the Side of the Oppressor, Marc Quinn, 2020. Courtesy and copyright Marc Quinn studio

Maryam Eisler: Tell me about your series History Painting and how it has led to the new series Viral Paintings. How are they made?
Marc Quinn: History Painting is a series of paintings that I have been quietly working on for about ten years. The history of art tells you about how art was classified in the 18th and the 19th centuries, with the lowest genres being portraiture or still-life and the highest being history painting. Works in that genre were commissioned by the state or by the aristocracy. When I saw images taken during riots, such as in London following the death of Mark Duggan in 2011, I thought to myself that this is actually quite interesting because the genre is being flipped on its head. History is now being made from the bottom up, coming from the people instead of the other way around. I thought I could take this idea behind the history painting genre and make new history paintings that are about the day, the moment.

Hassan Akkad (2020) from the series 100 Heads. Courtesy and copyright Marc Quinn studio

Alison Lapper Pregnant (2005). Courtesy and copyright Marc Quinn studio. Photograph by Todd-White Art Photography

For the first in the series, I found an incredible press photo of a masked man on the streets of Hackney, which was the most iconic one. I contacted the photographer. I bought the rights to make a painting from it. And then I spent three months making a painting of it. At the end, I took all the paint that was left on the palettes and chucked it on top. It’s called History Painting (London, 8 August 2011) ROYBWN. I had this sense that the paint was disrupting it, in a way. But it was also sort of freezing it. And it was also about looking at matter. You can view it as a sculpture; when you squeeze a tube of paint, you always feel that it has so much potential. It’s about that beautiful moment before you actually crystallise it into something that may or may not be good. The paint that’s thrown on top is paint which exists as potential, as matter, as energy, as the unconscious. In a way, this process creates a screen. That screen is between the image’s dematerialised world of the image and the material world, where the paint exists straight from the tube. That was quite unconscious for me, I think. It also felt like it was about change, about movement, about how things are reconvening.

History Painting Ieshia Evans Protesting the Death of Alton Sterling (Baton Rouge, 9 July 2016) GPBW (2017). Courtesy and copyright Marc Quinn studio

I made those types of paintings for about ten years, including a few about the Black Lives Matter movement. One painting focused on the photograph of Ieshia Evans protesting the death of Alton Sterling in Baton Rouge, an important, big picture. The large paintings would take six months to paint, so I couldn’t make that many and I had to really focus.

Read more: Gaggenau is bringing global attention to regional artisans

When the events of 2020 started unfolding, starting with Covid-19, I felt like history was in fast forward at high speed. I don’t have time to spend six months painting each picture. I have to make these in the moment. So, I had to let go of all that craft, but also of my idea of what a painting should be. I have a big printer that takes canvas, so I just thought I’d take a screenshot from my phone of events in the news as they take place, I’ll print them up and paint on top of them. This is how the Viral Paintings were born.

Viral Painting. Baby Erin Bates (Painted 15 April 2020), Marc Quinn, 2020. Courtesy and copyright Marc Quinn studio

Maryam Eisler: So, you had to revisit your own practice from a whole new perspective?
Marc Quinn: Yes. It just felt so good because I went with the situation, and it took me somewhere completely new, which was really exciting.

Maryam Eisler: It’s an exciting time to be making work.
Marc Quinn: Absolutely. I always want to be excited by the work, otherwise I’d just stop. Great work has historically been produced during moments of crisis, I think. Times like these make you focus quickly on what’s important in life. And what, on the other hand, is a load of bullshit. It gets rid of a lot of fluff and noise. You also realise that your relationships with other people are important. How everyone gets along in the world and how people are treated are important. Love is important. It makes it pretty simple. Times like these bring us back to what being human is all about, and it’s an exciting time to make art because of this potential for change that seems to be all around us.

Maryam Eisler: Colonial history means that events in the US relate directly to what’s going on in the UK and in Europe.
Marc Quinn: It’s all connected – enslavement is a part of colonial history. The roots of our systematically racist present stems directly from that, a colonial history that we’re all involved in. Britain, Europe and the USA were all involved.

Viral Painting. Dazed 100, Dazed, Marc Quinn, 2020. Courtesy and copyright Marc Quinn studio

Viral Painting. Bafta-Winning Film-Maker Becomes Hospital Cleaner, The Guardian (Painted 10 April 2020), Marc Quinn, 2020. Courtesy and copyright Marc Quinn studio

Maryam Eisler: Tell me about the increasing importance of public art at this particular time.
Marc Quinn: It’s quite interesting to see how public art, which normally no one looks at, has suddenly taken on this urgency and this real symbolic value within society, in a way that it has never had in the past. I think that’s really interesting and it started in Bristol when they tore down the statue of Edward Colston. It’s incredible to experience the power of art in catalysing change, even if it’s iconoclasm.

Read more: Looking back on 125 years of Swarovski and into a new era

Maryam Eisler: Yes, you made a replacement sculpture. Tell me why you did that.
Marc Quinn: Jen Reid [one of the protesters] created the sculpture when she stood on the plinth and put her arm in the air. That incarnation of the artwork lasted just three minutes. When I saw the picture of her on Instagram, I immediately got in touch and asked if she’d like to collaborate and crystallise her original action for a bit longer. We then created the resin piece and put it on the plinth to activate the space. It was always conceived to be a temporary installation, to create debate about the idea of representation in the public realm and to continue the momentum of the BLM movement. We both felt it did exactly that. Its 24 hours on the plinth was enough to have the impact.

A Surge of Power (Jen Reid) 2020, Marc Quinn, 2020. Courtesy and copyright Marc Quinn studio.

Maryam Eisler: Do you think art has been too politicised?
Marc Quinn: Most art is purely decorative and that’s not the kind of art I want to make. Art should be political. I make art about the world. I want to reflect and affect the time that we live in and the issues that are most pressing today through art.

Maryam Eisler: What effect is social media having on the art world?
Marc Quinn: Social media and the sharing of online images is great for the art world. It’s a way of making art more accessible and visible to new audiences who may not always go to a traditional gallery or museum. Instagram in particular is a brilliant platform for following emerging and established artists. Of course, as with most public forums, there can be a downside and there can be negativity.

Zombie Boy (Rick) (2011). Courtesy and copyright Marc Quinn studio.

Maryam Eisler: How do you see the art world changing?
Marc Quinn: I think that there will be, and should be, a greater emergence of black artists, curators, writers, architects, and so on. Can you believe that only one per cent of practicing architects today are black? Another interesting angle is that black people and white people are coming together to talk about issues that involve us all. If you don’t do anything about it, you’re complicit in it happening. So, you’ve got to act and speak up. There is no choice. It resonated with me when [US journalist and teacher] Jelani Cobb said, “I’ve probably gotten this question 50 times from white students who ask me if it’s okay for them to write stories about people of colour and racism. And I was like, you absolutely have to write these stories.”

As a privileged successful white artist, I have access to an audience. If I don’t use that influence to talk about what matters, then what’s the point of it all? That’s what I love about the Viral Paintings – they’re tracking what I’m engaging in, now, every day.

Maryam Eisler: How do you think art history will change now, after these events?
Marc Quinn: What’s exciting is that we don’t know what the future holds, but it’s largely in our hands to open a new future and to consolidate some of the gains that have happened during this period and not just go back to the old ‘normal’.

Maryam Eisler: What about the future of museums and art galleries post-lockdown?
Marc Quinn: I think that will be really interesting to observe. No one’s really talked about it, but all the museum schedules have been completely thrown off. Most museums’ programmes work on a two- to five-year lead time, so, they can never really react to the moment. Perhaps this is a time for museums to rethink their planning and do exciting new shows that offer immediate reactions to what is happening around us. It’s an opportunity for these institutions to take an active role in the dialogue. Better representation of black curators and people in art institutions means the work of black artists can be properly contextualised and celebrated. I hope for a more inclusive art world that mirrors the diversity of the world today and celebrates artistic talent from all backgrounds and perspectives.

Find out more: marcquinn.com

This article features in the Autumn 2020 Issue, hitting newsstands in October.

Tom Dixon’s Fat chairs, Beat pendant lights and Tube table. Image by Peer Lindgreen.

Millie Walton speaks to four design leaders – Bentley’s Stefan Sielaff, Gaggenau’s Sven Baacke, Tom Dixon and Cristina Celestino – about innovation, sustainability and the evolution of their industries

TOM DIXON
British designer and founder of the Tom Dixon design studio

Tom Dixon

“After trying art college for six months, I broke a leg in a motorcycle accident and gave up education in favour of a career as a bass guitarist in a disco band. After another fortuitous motorcycle accident, I was unable to join the band on tour. I discovered welding and, driven by my enthusiasm for making functional forms in metal, I began a series of radical experiments in shape and material. There is a freedom in music that I transferred to design.

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“I rarely think of the final shape of an object or the surface before I start. I’m always thinking of the material possibilities, the potential of the factory and the structure of the object, which means that I’m a vertebrate designer rather than an invertebrate! I’m obsessed with how you make things and what they are made of. My style is reductionist and constructivist, meaning I try to make things as simple as possible.

“It’s hard to not be overwhelmed by outside influences. It’s important to develop your own design personality. I avoid looking at design and look at art, industry, cooking, science and nature.

“A designer has to work on the edge of their comfort zone, to use new processes or materials or shapes or new functions to create something new. They have to be in the present.”

tomdixon.net

The Back Home furniture collection designed by Cristina Celestino for Fendi Casa. Image by Omar Sartor

CRISTINA CELESTINO
Architect and designer, founder of Attico Design

Cristina Celestino

“When I design a product, a chair or a lamp, I start by thinking not only about the single item, but also about the whole mood, and where it could be settled within an interior. I pay a lot of attention to the proportions and scale. For me, there is not much difference between designing an interior or a piece of furniture; in the end they must both have strong personality and power. Details are always what matter most. Every last finish, all the colours and fabrics, must be perfect and work together. What’s important is the coherence of the story that you are telling.

Read more: Gaggenau is bringing global attention to regional artisans

“The way we approach design and, in particular, architecture should be definitely changed by the theme of sustainability. Nature should be protected and valued like an infrastructure that is always ready to help us when needed. In the furniture and interior design fields, I work with sustainability at different scales. It is not enough to use the ‘right’ or eco-friendly materials if they are not related to the design or to the success of a project.

“Sustainability should be part of all logistic and manufacturing processes, not just about the final product itself. This is why I pay careful attention to the materials I use, from their sourcing to the geographic location of suppliers and the manufacturing techniques.”

cristinacelestino.com

The 2020 redesign of the Bentley Bentayga. Courtesy of Bentley Motors.

STEFAN SIELAFF
Director of design at Bentley Motors

Stefan Sielaff

“Our customers expect a luxury product, manufactured with integrity. They want a unique, timeless piece of art that they will feel happy with for many years; an object that does not age from an aesthetic point of view so that it can be passed on to their daughters or sons. Bentleys are a fusion of the best. The sporting aspect of Bentley models is historically in our genetic code, but we don’t design, engineer and manufacture sports supercars in the common sense. The power in our Bentleys is not for showing off, it is discreet and sophisticated.

Read more: Looking back on 125 years of Swarovski and into a new era

“Very often the source of inspiration comes when we are in a team setting and sparks a whole series of design concepts, not only with me, but with the whole design team. This works like a chain reaction. If the idea is really good, there is a natural flow in the team.

“Car design will change dramatically in the next 10 years, as the car industry itself will also change. There will be new and completely different challenges from a technical as well as social acceptance point of view. The mind-set will change especially for luxury cars just as it will in the luxury industry as a whole. Sustainability is a key factor already within the Bentley brand, and it will continue to be crucial to the driver and passenger experience.”

bentleymotors.com

Gaggenau’s 200 Series combi-steam oven. Image by BJP Photography Ltd

SVEN BAACKE
Head of design at Gaggenau

Sven Baacke

“In my opinion, there is no such thing as timeless design because design is always in the context of people and the time in which it is bought and made. I call Gaggenau’s design approach traditional avant-garde. The brand has a heritage of over 300 years, but on the other hand, it has always been looking to the future and doing things that other people thought would never sell. Balancing these two things is in the DNA of Gaggenau, but what we have done in the past two years is to think about the traditional and the avant-garde in the extreme. One extreme could be that in the future there is no kitchen at all.

Read more: How Andermatt Swiss Alps is drawing a new generation of visitors

“We have been thinking about megacities where space is a luxury and about the future of housing more generally. What does it mean when luxury comes in a nutshell? What is compact luxury living? What will happen if the whole kitchen becomes even more invisible when not in use? What happens if people don’t go to work anymore, but work from home?

“The other major question is: can luxury be digital or is it always analogue? At the end of the day, I believe that the kitchen is still and always will be the heart of the home. We will still gather around a fireplace even if it’s a digital one in the future.”

gaggenau.com

This article features in the Autumn 2020 Issue, hitting newsstands in October.