Summer Issue 2020

The Stay at Home Issue

ARTWORK AS A SOCIAL COMMENTARY THOUGHT PROVOKING

AD RIMAC

DESIGNING A NEW BREED OF HYPERCAR MONEY

GREEN DESIGN

REAL ESTATE

LEADING IN CRISIS LIKE SHACKLETON

ENERGY EFFICIENCY ACROSS THE POND

HAMPTONS MARKET UPDATE

AD LAMBORGHINI MANHATTAN Authorised Dealer

The Huracán EVO RWD Spyder is dedicated to those who believe in the pure pleasure and excitement of driving, an experience heightened by the adrenaline that comes from open-top performance. Discovering new roads with the wind in your hair, heart racing with the sound of the engine, gives you an unparalleled feeling of freedom as you accelerate toward new emotions.

The magic unfolds as you “return to rear-wheel drive” and immerse yourself in the tactile sensations and the mechanical purity of a Lamborghini.

AD Lamborghini Manhattan 711 11th Avenue New York, NY 10019 Phone 212-594-6200 www.manhattanmotorcars.com

Grand Southampton Estate by Jack Curto Overlooking 20 Acres of Long Springs Farm

AD

$7,995,000 - Set on 2+ acres overlooking 20 acres of LONG SPRINGS FARM, a spectacular new luxury residence by master builder, Jack Curto, with a California modern Interior. Moments to Southampton Village and famed ocean beaches. Surrounded by open fields with sweeping vistas, brilliant sunshine and spectacular sunsets. Crafted to perfection with a keen attention to the bespoke millwork and fine detail that Jack is known for.

Exquisite interior design and lux finishes by Stacey Gayle Interiors. Web# 346422

John Frangeskos

Licensed RE Salesperson m: 914.602.3656 john.frangeskos@corcoran.com

James K. Peyton Licensed RE Salesperson m: 917.882.5589 jpeyton@corcoran.com

Stunning Modern

by Perello Design & Build

AD

$11,995,000 - Coming off the drawing boards is a spectacular new modern design by Perello Design & Build. Pre-construction offering and slated for development in 2020. Anything but ordinary.

Call for details. Web# 344319

The new generation of Hamptons luxury real estate.

Real estate agents affiliated with The Corcoran Group are independent contractors and are not employees of The Corcoran Group. Equal Housing Opportunity. The Corcoran Group is a licensed real estate broker located at 2411 Main Street, Bridgehampton, NY 11932. All information furnished regarding property for sale or rent or regarding financing is from sources deemed reliable, but Corcoran makes no warranty or representation as to the accuracy thereof. All property information is presented subject to errors, omissions, price changes, changed property conditions, and withdrawal of the property from the market, without notice. All dimensions provided are approximate. To obtain exact dimensions, Corcoran advises you to hire a qualified architect or engineer.

SUMMER 2020

On the cover: Rimac Automobili’s Concept_One at Teterboro Airport, adjacent to a Gulfstream G450.

A special thank you to Manhattan Motorcars for lending us the vehicle and to Jet Aviation for use of their tarmac.

Photography by Daniel Wagner

PAGE 24

GET THE CONCEPT Meet Rimac, the man and the company that is reinventing the automobile industry from within while producing a limited line of hypercars.

FE ATURES

32–38

Johan Wahlstrom, Bail Out No3, 36" × 48"

ART

p32

JOJO

An interview with the artist whose work evokes nostalgic feelings using everyday objects.

p36

SOCIAL COMMENTARY Jojo Anavim, Lucky 7, 40" × 60"

Art driving change through social and political movements.

DEPARTMENTS

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Publisher’s Note

Welcome to the Stay at Home issue

CHRONOS

7

JLC P7 Three new master control models from Jaeger LeCoultre.

BREITLING P8 Vintage reissues, some true-tooriginal, others with a playful twist.

HAMPTONS MARKET UPDATE P12 Insights from Richard Perello and James Peyton.

8

14 SCENE ART BASEL 2019 P39 A lookback to a time and place where art, business and good times met.

MONEY SHACKLETON P14 An example to follow, lessons on crisis leadership we can learn from one of the principal Antarctic explorers

40

SUSTAINABILITY GREEN DESIGN P40 Energy efficient homes from across the pond designed with a minimal environmental impact.

YACHTING BENETTI P19 Hop on board the Luminescent, one of Benetti’s newest luxury yachts.

ARCHITECTURE FLY SAFE P44 Airport redesign to minimize the impact of the current and future pandemics.

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s we are finalizing our stay at home issue, lawmakers on Capitol Hill are on track to borrow a record $4.5 trillion, pushing the nation’s debt above 100% of GDP, the highest level since WWII and triple last year’s $1.28 trillion.

The loss of income in the private sector has been absorbed by the government’s balance sheet. Monetary financing of the fiscal deficit and printing money seems to be unavoidable at this juncture.

Despite sky-high budget deficits, the deteriorating labor markets and the prospects of infl ation, I have a positive outlook for 2021 and the future of our country.

The decisions governments and people make now will shape our world for years to come.

The Fed’s decisive and quick response will prove to have been critical in saving our economy.

Our leaders must not be gripped with paralysis but act quickly and decisively. On page 14 we pay homage to the explorer Sir Ernest Henry Shackleton, whose legacy is to be remembered for his heroic, failed mission to Antarctica in 1914 and whose name is synonymous for crisis management and bold leadership.

Another bright spot in the economy is the Hamptons real estate market. I had an opportunity to speak with Corcoran’s James Peyton and builder Richard Perello to get an update on the market out East. As many of us Hamptonites have learnt, the relationship between the rental and sales market is usually inverted but this season has proven an exception to the rule.

At EQ, we have always put an emphasis on sustainability and urban mobility. On page 40, Dutch architect Paul de Ruiter captures our imagination with two stunning green homes across the pond. After months of closed borders and economic activity that has come to a screeching halt, the world is appreciating breathing clean air and a reduction in carbon emissions.

Whereas building and construction related CO2 emissions have a long way to go, the automobile industry has embraced change more fully. Our cover story, page 24, features Mate Rimac and the company he started, Rimac Automobili, Europe’s answer to Elon Musk. At 31, Mate is a rockstar with one of the most successful electric car and technology companies. I had an opportunity to get behind the wheel and test drive Rimac’s Concept_One, which with its 1,224 hp hits 62 mph in just 2.5 seconds.

As always, I welcome your feedback and check us out online at www.equicapmag.com.

Have a great summer!

EQ.

SUMMER 2020

MANAGING EDITOR Peter Falco PROOFREADERS Erika Gluckstal Sally Wang CREATIVE DIRECTOR Gregory Cullen CONTRIBUTORS John Pheasan Justin Mastine-Frost Maurice Rosario Scott Brownrigg Aviation Team ADVERTISING INQUIRIES sales@equicapmag.com 917.586.8364 EDITORIAL/GENERAL INQUIRIES info@equicapmag.com

EQ. is published by EQ Media LLC ©2020. Any reproduction or other use of the articles, contents or photography without express written consent by EQ Media LLC is strictly prohibited. EQ Media LLC, 380 Lexington Ave, Suite 4005, New York, NY 10168 ©2020. All Rights Reserved.

Daniel Hilpert, Publisher & Editor-in-Chief

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PUBLISHER & EDITOR-IN-CHIEF Daniel Hilpert dhilpert@equicapmag.com 917.586.8364

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CHRONOS

New Master Control MODELS A TRIO OF KILLER CL ASSICS U N V E I L E D BY JA E G E R L E CO U LT R E W R I T T EN BY

J US TIN M A S TINE-FROS T JAEG E R LECOU LTR E

F

I M AG ERY CO U R T E S Y O F

or a good while now, Jaeger LeCoultre has been one of my personal all-around favorite brands in the luxury watch sphere. From their casual Polaris, to the iconic Reverso, to the beautiful and complex Duometre collection, they are constantly releasing sleek, timeless and well executed watches for every occasion. This year it’s the Master collection’s time to shine, as the brand just unveiled three new releases worthy of coveting.

They’re all fitted with in-house calibers, which is the norm for JLC, but one includes a new and very clever complication that makes you ask, why didn’t anyone think of this before?

MASTER CONTROL CHRONOGRAPH CALENDAR Starting with the big gun of the pack, this is the first time in a while that we’re seeing a new triple calendar chronograph on the market. As you’ll note on its dial, it has windows at 12 o’clock indicating the day and month, coupled with a moonphase indication and a pointer hand that indicates the date on the perimeter of the dial. Powered by the new automatic caliber 759, the Master Control Chronograph Calendar is good for a power reserve of 65 hours. This is the first time we’re seeing this complication in a modern JLC, as it has become incredibly uncommon compared to its heyday in the ‘50s and ‘60s. At 40mm in diameter, it’s a versatile and comfortable piece that would make a perfect daily wearer regardless of the occasion.

MASTER CONTROL DATE Last but not least we have the simplest offering of the trio, which is a simple and dressy piece with no more than a date complication to its name. This lack of complication keeps the piece compact, still 40mm across, however it is a relatively slender 8.78mm thick. Jaeger LeCoultre opted to fit a silicon escapement to the new Master Control Date’s movement, and between this and other tweaks were able to also give this model a healthy power reserve of 70 hours. Its steel case uses a mix of polished and brushed finishes, and the design of its dial and indices have a subdued vintage charm reminiscent of ‘50s dress watches. That said, it’s nowhere near as overt as other vintage reissue pieces we’ve seen, further helping this model stand the test of time.

MASTER CONTROL CALENDAR At first glance you would say that this piece is the same as the last, less a chronograph complication, but this is our little surprise. Also 40mm in diameter, cased in steel, and fitted with a silver sunray dial, the clever trick here is the date complication. This piece uses a pointer date hand, which normally would indicate the 1st through the 31st around the perimeter of the dial evenly spaced. In the case of the Master Control Calendar, Jaeger LeCoultre decided that they wanted to avoid obstructing their moonphase complication, so the date hand will jump from one side of the moonphase subdial to the other as the date changes over from the 15th to the 16th. A jumping complication of any sort is tricky to execute and can be a drain on a power reserve, however this piece is still good for a 70-hour power reserve.

FOR MORE INFORMATION GO TO EQUICAPMAG.COM/ CHRONOS

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CHRONOS

Breitling’s Latest Releases

T W R I T T EN BY

J US TIN M A S TINE-FROS T

he last couple of years of Breitling releases have been impressive to say the least, and so far this year, the brand has been coming on even stronger than ever.

Fully embracing the path of vintage reissues, three distinct new references have landed this year that have blown collectors and enthusiasts away. While most are sticking very true-to-original in design, one particular reference has a distinct and playful twist to it that no one in the industry could have expected.

On one hand, the piece won’t have massmarket appeal, but Breitling knew this going in, and has limited the capsule model to only 250 pieces.

AVI REF. 765

SUPEROCEAN HERITAGE ‘57

You’re either going to love it or hate it, but there’s no denying that this rainbow diver is an eye-catcher. The latest in this trilogy of vintage-themed releases, the Superocean Heritage ‘57 takes all of the case, bezel, and dial design cues from the brand’s late fifties diver, and builds it up to modern specification.

The slender 42mm case features a broad concave bezel, and uniquely shaped indices and hands that immediately stand out when compared to a more classic Rolex Submariner or Omega Seamaster. It’s also available in more conventional colorways (black, blue, and two-tone steel and red gold), but this Rainbow dial blindsided the horological scene in the best way, reminding people that not all vintage style watches have to be serious nods to history. Being limited to 250 pieces, there’s no doubt these watches will find new homes in a hurry.

FOR MORE INFORMATION GO TO EQUICAPMAG.COM/ CHRONOS

1953 RE-EDITION

Breitling has spent a lot of time on Navitimer reissues over the years, but looking back at their archives, the AVI Ref. 765 also hit the market in the same time period. It’s not a piece that grew to the same level of fame, however as you can see from its crisp toolfocused aesthetics, it has all of the charm that collectors love from a vintage chronograph. Its 41mm stainless steel case is fitted with a steel 12-hour bezel, capable of longer timing periods or being used to indicate a second time zone. Hand-applied light sand colored SuperLumiNova is used for its indices and hands, to further hammer home the vintage look. Its aesthetics may be vintage, however its inner workings are anything but—the piece is fitted with Breitling’s B09 in-house manufacture hand-winding chronograph caliber. This unit is COSC certified for accuracy, and has a power reserve of 70 hours. Priced at $8,600, the piece is limited to 1953 pieces worldwide.

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LIMITED EDITION

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IMAGERY COURTESY OF BREITLING

SWINGING FOR THE FENCES WITH S O M E M I D - C E N T U RY CL ASSICS

CHRONOS

TOP TIME

LIMITED EDITION

Next on the list came the Top Time ‘Zorro Dial’—a crisp reissue of a collection from the brand that was always meant to be the “everyman’s watch,” so to speak. With this in mind, Breitling opted for a Swiss supplied caliber rather than one of their in-house references, and in doing so kept the price of the Top Time down to a very smart $4,990. Rather than rebuilding a very specific Top Time reference, this model is more of an amalgamation of different Top Time references from the ‘60s. The 2000-piece release also uses a 41mm diameter case, crafted in polished stainless steel. Sticking with daily-wear durability rather than period-correct design elements, this model is fitted with a domed sapphire crystal.

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Your escape awaits...

10

VILLAGE HOMES

EAST HAMPTON

H O O K M I L L E S TAT E S . C O M

Schedule now

HAMPTONS

Buyers are seeking luxur y living spaces good for families and entertaining, homes that fully embrace the “compound” design. Each element of a home is separate, though many are a moveable partition away from creating a grand open area.

BUILDING A LIFE OUT EAST

A N I N T E RV I E W W I T H JA M E S PE Y TO N O F CO R CO R A N A N D R I C H A R D PE R E LLO O F PE R E LLO D E S I G N & B U I LD

I N T ER V I E W ED BY

DANIEL HILPER T

I M AG ERY CO U R T E S Y O F

PE R E LLO DE S IG N & B U ILD

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DH: James, you are one of the most active brokers in the Hamptons. We hear a lot about the strength of the rental market out East. What are you seeing?

JP: The relationship between the rental market and sales market is usually inverted, but in the Hamptons and especially this season, they are both very strong.

Conservatively, you can make a 5–7% return on your house, if you rented it this season. A lot of families weighed the trade-offs, deciding if they wanted to stay in their second home, or to rent their house to some Manhattanites escaping the city. We’re not getting increased interest for winter availability just yet.

DH: Rich, six months ago, before 2020 reared its ugly head, our cover featured one of your homes, 119 Newlight with two Koenigseggs; I understand that you have had a lot of interest in it. Can you tell us more about that and the market?

RP: Yes, the rental and sales markets are swinging back from a perceived winter lull. We rented 119 Newlight at full ask for the summer to a family that moved from the city to shelter in place. They were also interested in buying the house, but we ended up inking a contract with a different party, we’ll close at the end of summer.

HAMPTONS

“EVERYTHING UNDER $3 MILLION HAS BEEN ABSORBED FROM SOUTHAMPTON TO EAST HAMPTON.” —JA M E S P E Y TO N

DH: What type of property sells best? What type of amenities are buyers looking for? Can you drill down more on the demand side of the equation?

RP: We’ve had a lot of interest in large compounds. My firm has been focusing on a compound-style design for years — large homes, very private, heavy on amenities. Home office design is very important, critical, as people convert second homes and investment properties to their primary homes. Certain amenities have now become essentials: gym, pool, media rooms, and recreation areas, all have a higher importance as people intend on traveling less. We are seeing new buyers coming to the Hamptons, escaping the city, urban living, whatever you want to call it. It’s the perfect storm to create a high demand for an exhausted supply.

DH: James, location has always been key, but can people seeking a home get what they want where they want it?

JP: Location is still key, but with the supply down substantially, it’s very hard to find any new builds. Dan, as you know as a financier who has arranged debt and equity capital for a number of projects out East, a number of construction lenders were bearish on the market, and as a result most of the new construction has already been absorbed. There have recently been a number of land

sales, and new construction inventory will be ready in 2–18 months. Prime sites near town or the water, either newly completed or under construction are rare, and developers are offering beautiful new product with all the bells and whistles in alternative locations and the market is absorbing all in stride.

DH: What are both of your opinions on the status of the lower end of the market?

JP: The lower end of the market is just as strong if not even more robust. Everything under $3 million has been absorbed from Southampton to East Hampton. There is still a very large number of buyers in this range. New construction starts at $2.5 million but there are a lot of older homes that retain great value and upside equity with light renovation.

RP: From a developer’s perspective, the construction costs are often too high to develop a low-to-mid range property and sell for profit. For investors it’s also difficult to develop and create a good year-over-year return on investment. The profit is all in the high-end buy-develop-sell transaction.

DH: Thank you both, looking for forward to seeing you out East. EQ.

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MONEY

crisis M A N AG E M E NT

SHUTTERSTOCK

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MONEY

W H AT W E C A N L E A R N F R O M S I R E R N E S T H E N RY S H AC K L E TO N ’ S FA I L E D M I S S I O N TO A N TA R C T I C A

H

W R I T T EN BY

DANIEL HILPER T

umankind is facing the biggest crisis of ou r gener at ion. T he decisions that governments and people make now will shape our world for years to come. When we take a moment to look back, history shows us that the ability to act quickly, intelligently, and decisively should be innate for great leaders. The explorer Sir Ernest Henry Shackleton, a heroic figure in the age of Antarctic exploration at the turn of the 20th century, is remembered in spite of his failed mission to Antarctica in 1914 which has become synonymous for crisis management and leadership.

Shackleton was the kind of leader our current governments and companies should strive to be. Today, during the COVID-19 crisis, most world leaders were gripped with paralysis, unlike Shackleton who boldly embraced his leadership role, forged unity among his crew and overcame unrest, mutiny and against all odds defied death.

The year is 1902. Teddy Roosevelt is president, the Ford Motor Company produces its first car and the race to discover the South Pole, the equivalent of the 1960s space race, is on in full force at a time when nationalism and patriotism are at their highest.

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MONEY

E XC ER P T FR O M SO U TH !, BY SI R E A R N E S T SH AC K LE TO N , C O U RTE SY O F P R OJ EC T G U TEN B ER G , A S H E P R EPA R ED TO D EPA RT ELEP H A NT ISL A N D TO S AV E H IS

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E XP LO R ATO RY PA RT Y: Worsley, Wild, a nd I cli m bed to t he su m m it of t he seaw ard roc ks a nd e x a m i ned t he ice fro m a better va ntage-poi nt t h a n t he beach offered. T he belt of pac k outside appeared to be sufficie ntly broke n for our pur poses, a nd I decided t h at, u nless t he conditions forbade it, we w ou ld m a ke a star t i n t he Ja m es Caird on t he follo w i ng m or ni ng. Obviously t he pac k m ig ht close at a ny ti m e. T his decision m ade, I spe nt t he rest of t he day looki ng over t he boat, gear, a nd stores, a nd discussi ng pla ns w it h Worsley a nd Wild.

SHUTTERSTOCK

As the French philosopher and mathematician Blaise Pascal observed in a quote as relevant now as in 1902, “The sole cause of man’s unhappiness is that he cannot stay quietly in his room.” Shackleton embarks on his first expedition to the South Pole. The voyage goes terribly wrong and Shackleton and his men have to turn around.

Shackleton begins planning for a second expedition the very moment he returns. It is at this time that one of his management principles is manifested: make your decisions and stick with them. Don’t try to make everyone happy. Also, make sure you have adequate food supplies.

1907, his second expedition fails and he gears up to return again.

1914, a third attempt on the eve of The Great War. This is when Shackleton’s skills as entrepreneur are exemplified—he raises money, he hires a team based on experience, aptitude, attitude and ability to work together as a finely tuned unit.

Shackleton sets out in August 1914 for South America and makes it to the coast of Antarctica by late January 1915. Eighty miles off the coast, his ship is locked in by icebergs and the only option is to wait for the ice to break.

As days become weeks and weeks become months, the journey turns even more harrowing when the ship, under pressure from the expanding icepack, is compromised and sinks. For almost six months they live on the ice in lifeboats turned into tents under freezing temperatures.

At the moment of greatest distress, the men start doubting they will survive the freezing temperatures and declining food supplies, and they start fighting. But Shackleton seizes the moment and pivots. He knows he has to give his men the impression that they can do better and come out on the other side alive.

How does Shackleton keep his crew motivated? He shows up every day with a mission. He looks confident and he carries himself carefully. He doesn’t show doubt or anxiety. This conveys that he cares and that together they will get home safely. He understands that routine is incredibly important to create stability and confidence— so he implements duty rosters every day. The routine also includes plays, games, presentations and camaraderie.

Above all, Shackleton demonstrates empathy.

Leaders need the ability to look forward during volatile and transformative situations. In this high stakes scenario, Shackleton is calculating how to keep them alive. It is essential to learn from mistakes, but true leaders also own their mistakes and quickly assimilate them. In a crisis it’s critical to keep moving forward.

Shackleton applied his own secret sauce when mutiny seemed imminent. We see this knowledge translated to modern times when the boss makes each member of the team believe “we can do this.” Great leaders help us accomplish better and harder outcomes together than we can get ourselves to do on our own.

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MONEY

Sir Ernest Shackleton, 1909, after his return from the Nimrod Expedition’s attempt at the South Pole.

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MONEY

E XC ER P T F R O M SO U T H ! , BY SI R E A R N E S T SH AC K L E TO N , C O U RT E SY O F P R OJ EC T G U T EN B ER G , C A M P ED A DJAC EN T TO T H EI R I C E-B O U N D SH I P, EN D U R A N C E: At m id n ig ht I w as paci ng t he ice, liste n i ng to t he gri ndi ng f loe a nd to t he groa n s a nd crashes t h at told of t he de at h-agony of t he E ndu ra nce, w he n I noticed s udde n ly a crac k r u n n i ng across ou r f loe rig ht t h roug h t he ca m p. T he a lar m-w h istle broug ht a ll h a nds t u m bli ng out, a nd w e m oved t he te nts a nd stores ly i ng on w h at w as no w t he s m a ller por tion of t he f loe to t he larger por tion.

Shackleton held frequent meetings with the group and individual one on ones with his 27 men. He made a point to connect with each person on a regular basis. Many managers rise to the top job but cannot sustain it because they lack the inner fundamentals. True leaders teach us that being present is critical and personal. It’s part of their identity. It’s what fuels them.

Finally, after drifting on the ice for months, Shackleton and his men spot Clarence Island. They have three lifeboats. The decision is made to sail for land, and land on the nearby Elephant Island. Even after this dangerous journey, Shackleton, knowing shipping lanes are not nearby and rescue is unlikely, decides to take one of the lifeboats on the 800+ mile trip to a whaling station. He does this despite warnings that there is much ice to the north. He and five men head in the lifeboat converted to sailboat. This journey is worse than the last. A storm erupts sinking a 500-ton ship in nearby waters.

Huge weather obstacles continue but somehow they make it to the island. They then walk through dangerous, mountainous terrain fi nally making it to the whaling station.

But still they are not done. Shackleton needs to procure a ship to get back to pick up his 23 remaining men on Elephant Island. He has a deadline as well, he has instructed his men that if he does not return, they are to undertake their own dangerous attempt to gain safety. His rescue attempt is thwarted three times by sea ice, the boat turns around because the icebergs threaten.

It’s August 1916. In a Chilean tugboat Shackleton fi nally rescues his men, they make it home to England in May 2017, a completely different world.

Millions have died in the ongoing war. After the war, Shackleton fi nds himself heavily in debt, but he is able to travel to America where he gets on the speaking circuit.

Later, back in England, he hatches plans to return to Antarctica. When he reaches out to the old crew, they do not hesitate to sign up again, some having not been paid for the last expedition.

What can we learn from Shackleton and the person he became during a series of very turbulent situations? The lesson here is that great leaders are made in adversity and not born.

Humankind is in the midst of a global crisis. The deci-

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The Endurance, icebound and sinking, November 1915, Royal Geographic Society.

sions our leaders and governments take will shape the world for years to come. They affect not just our healthcare system, but also our economy, politics, livelihood, and culture. Like Shackleton, decisive action with the interests of all at heart is the key. We should also take into account the long-term consequences of our actions, and plan for contingencies in case what we hope for does not come to be. When choosing between alternatives, we should ask ourselves not only how do we overcome the immediate threat, but also what kind of world we will inhabit once the hardship passes. EQ.

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YACHTING

Luxury Luminescent

B E N E T TI ’ S N E W E S T H Y B R I D E D ITI O N TO IT S O C E A N - BA S E D LUXU RY LI N E O F YAC H T S

J

W R I T T EN BY

J OHN PHE A SAN /

I M AG ERY CO U R T E S Y O F

B E NE T TI

LU M I N OS I T Y I S L I S T ED F O R S A L E BY F R A S E R A N D B U R G E S S

ust under sixty kilometers down the coast from beautiful Cinque Terra, a new sight has appeared on the Italian coastline. Crafted by Benetti at their Livorno shipyard, the FB272 M/Y “Luminosity” is a hybrid Giga yacht which was recently launched by the Azimut Benetti Group. The exterior has been exquisitely designed by Reymond Langton Design and Zaniz Jakubowski, executed by Benetti’s Giorgio M. Cassetta. Zaniz also crafted the vision for the interior design of the owner and guest areas of the ship. The ship packs many special features, each fantastic by themselves, but together they come together to make this 107.6 meter steel and aluminum hull shine.

Half-measures were not taken when this ship was brought to be, and it will be sure to surprise and awe, guests and its owner alike.

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YACHTING A number of areas are interactive, responding to guests’ movements, such as a 370 square meter vibrant swaying green forest and 254 Corian resin white magnolias that open and close to greet visitors.

LENGTH: 107.6 METERS

BEAM: 17 METERS

GROSS TONNAGE: 5,84

MAXIMUM DRAFT: 4.55 METERS PROPULSION: 6 CATERPILLAR C32 ENGINES AND 2 ABB AZIPODS

The lower deck, reachable by stair and elevator, contains an in-yacht spa, health club and Turkish bath, along with a bar and dance floor, which when the bottom is lowered doubles as a 30 square meter swimming pool.

Strolling the decks, guests can see appointments of malachite, lapis lazuli, ten types of marble including Belgian black marble, gold leaf, and white onyx.

Each blended with its surroundings to create a unique feel to its respective stateroom and area.

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Corcoran Group. Equal Housing Opportunity. The Corcoran Group is a licensed real estate broker located at 2411 Main from sources deemed reliable, but Corcoran makes no warranty or representation as to the accuracy thereof. All property information is presented subject to errors, omissions, price changes, changed property conditions, and withdrawal of the property from the market, without notice. All dimensions provided are approximate. To obtain exact dimensions, Corcoran

YACHTING

Throughout the ship you’ll be seduced by various accents, furnishings, fabrics and textures that blend the outdoor with the indoor environs.

MAX. SPEED: 16 KNOTS CONSTRUCTION: STEEL & ALUMINUM

RANGE: > 8,000 NM @ 10 KNOTS

ACCOMMODATIONS: 27 (OWNER + GUESTS)

CREW: 37

Cruise in luxur y in the finely appointed suites then prepare yourself for a luxuriant happy hour on palatial decks with sweeping sunset views.

Skylights, 3 -meter-high expanses of glass, 9-meter wide sliding windows, and a finely sculpted hull allow light into the ship regardless of its relation to the sun.

Luminosity will be sure to provide its owner and guests peaceful enjoyment wherever it is berthed. EQ.

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COVER STORY

E U R O PE ’ S A N S W E R TO E LO N M U S K W R I T T EN BY

DANIEL HILPER T /

TH ANK YOU TO M ANH AT TAN MOTORC ARS FOR LENDING US THE V EHICLE AND TO JE T AV IATION FOR USE OF THEIR TAR M AC .

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P H OTO G R A P H Y BY

DAN WAG NER

COVER STORY

WITH MATE RIMAC

Croatia, a country with a population of 4 million and a GDP that’s just one quarter of Hyundai’s revenue, is seemingly the least likely place to start an electric car company. But that’s where Rimac Automobili was founded and headquartered. At age 31, the company’s founder Mate Rimac is a rockstar. I had the pleasure to speak with him after our EQ cover shoot at Teterboro Airport with the Concept_One, Rimac’s first model.

It is quickly apparent that Mate is energetic, intelligent and passionate—a true visionary and a force to be reckoned with next to legendary hypercar makers Pagani and Koenigsegg.

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COVER STORY

T H E CONCE P T_ON E H A S 1 , 2 24 H P A N D H I T S 6 2 M PH (10 0 K M H) I N J US T 2 .5 SECON DS. imac Automobili’s story began 11 years ago in 2009, with Mate’s steadfast fascination of Nikola Tesla, the SerbianAmerican investor, futurist, electrical and mechanical engineer. Young Mate showed an early talent for electronics.

He started out in his garage and soon won national electronics competitions.

Going hand-in-hand, Mate had been racing BMW 3 Series, when one day, fate struck, the engine blew up. Mate ripped out the rusty combustion engine and working in his parents’ garage and buying parts off the internet, he replaced it with an electric engine—and that’s how the fi rst electric race car was born. Initially met with ridicule, Mate’s converted BMW kept getting faster and faster, breaking records and drawing attention.

In his head, Rimac Automobili was taking shape, but Mate needed capital, which he found in the Middle East. He cut his teeth in the venture capital world negotiating a $4 million investment. Mate recalls, “At the time you couldn’t find an attorney in Croatia experienced in venture capitalism. The investment came with strings attached: six months to deliver two cars at the 2011 Frankfurt Auto Show.”

It’s a start-up style that you won’t see in established carmakers (and which he maintains to this day), Mate convinced two engineers to leave everything behind and move to Croatia with their families. They were tasked with developing the best possible electric propulsion system. Unfortunately, Mate and his team quickly ran out of money. The investors put pressure on him by withholding funding unless he moved the production to Abu Dabi. When Mate rejected the deal, electricity was cut and suppliers dried up. Mate and his team fi nished the car en route, in a truck on the way to Frankfurt. And made it in time. The Concept_One has 1,224 hp and hits 62 mph (100 kmh) in just 2.5 seconds.

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COVER STORY

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COVER STORY

RIMAC’S CULTURE AND MANAGEMENT STYLE IS ROOTED IN THE EARLY DAYS IN MATE’S GARAGE WHEN IT WAS DRIVEN BY THE NECESSITY TO STAY LEAN AND SURVIVE. Frankfurt was a success and he started looking for new investors and avenues for expansion.

Noticing that established carmakers were making large investments in hybrid and electric vehicles, while seeking resources to develop high performance solutions to quickly scale up manufacturing, Mate knew his niche. To keep the lights on, Rimac started developing new technology and prototypes for other manufacturers, meanwhile it was continuing to perfect its prototype.

2013 was a breakthrough year, Rimac raised $10 million of second round investment from angel investors followed by $30 million from Chinese investors. Accelerating to 2018, Porsche’s $20 million investment put Rimac on the map. This was Porsche’s first investment in another company and the start of Porsche’s investment arm. Hyundai’s $18 million brought the total capital raised to $50 million.

In 2019, Porsche increased its share in Rimac from 10 to 15 percent, increasing the company’s valuation to an estimated $726 million. With that comes a focus on staying cash flow positive. While selling cars to consumers generates 50 percent of the company’s profits, two-thirds of its revenue is from B-to-B services and from the collaboration and sharing of technology with other manufacturers.

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COVER STORY

Having sat in the driver's seat, experiencing both the incredible acceleration and the silent forces behind it was exhilarating.

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COVER STORY

Could there be a worry that the enterprise could have any conflicts or diverging interests as Mate develops his own car? Mate responded decisively, “We are a technology company that is developing and supplying the technology. It’s based on a strategic relationship. Rimac will stay under the threshold of producing under 100 cars annually.”

Rimac will start production of the C_Two this year.

At a $2.1 million price tag, the 1,914 hp will boost the acceleration from 0 to 62 mph in 1.97 seconds. The C_Two features a full carbon fiber monocoque with bonded carbon roof, integrated structural battery pack and rear carbon subframe, with crash structures formed from aluminum and carbon fiber. The result is that it is both light and exceptionally strong.

On the future of the car industry, Mate explained that most electric car batteries are manufactured in China, but this will change. European manufacturers will continue to ramp up production to keep jobs in Europe and attempt to control the supply chain.

Mate added that the industry is overly focused on electrification. Most car makers will successfully make the transition but fail to adapt to the real change—the changes in mo-

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bility. Mate expects the utilization of cars to change from its current 4 percent to over 70 percent. Ownership of cars will shift away from individuals, demand will drop significantly as cars will be autonomous, owned and operated more efficiently. With the change in mobility, cities will change and we will see a major shift in real estate markets.

We’ve seen technology influence mobility change the way we live, travel and work before. The iPhone changed the phone industry and the original automobiles changed the world. The shift will have winners and losers. Hopefully, we will see less traffic, less accidents, and productivity will increase and parking costs will go away.

Rimac Automobili has plans on how to participate in the future of mobility, but this is still many years away. The company is profitable, and unlike well-funded startups like Fisker, Rimac was cashflow positive from the beginning.

Rimac’s culture and management style is rooted in the early days in Mate’s garage when it was driven by the necessity to stay lean and survive. Rimac is valued as a technology company. Mate knows that the company’s success rests in the duality of the business model and on continuing to develop exceptional cars. EQ.

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COVER STORY

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ART

INSET: Jojo in his studio amidst his compositions.

SURROUNDING: America on Vacation 30"×40".

Reminiscent Art A CO N V E RSATI O N W ITH J OJ O A N AV I M

M

I N T ER V I E W ED BY

DANIEL HILPER T /

eet Jojo Anavim, whose work a nd st yle uses bold color pa let tes, acr ylic paint, oil stick, a nd inf uses collage scraps, found items a nd adver t isements, items that he has gathered over his life. From everyday items, to those that evoke a sense of nostalgia, all play a role in his compositions, transforming his canvases into works that are not only seen, but felt. Anavim credits a childhood teacher, Al Baruch, the Disney animator famous for bringing Captain Hook and Mighty Mouse to life and for the artwork in Fantasia, who fostered a sense of confidence in his creations. Anavim’s work can be found worldwide, from museums to posh hotels, celebrity homes to corporate headquarters.

I M AG ERY CO U R T E S Y O F

J OJ O ANAVIM

I met Jojo Anavim in his Chelsea studio to discuss art, inspiration, current events and his current projects.

DH: Jojo, thank you for sitting down with me, can you tell me more about your background and how you got started?

JA: I’ve been an artist since as far back as I can remember.

There was always an emphasis and infatuation with consumer branding and package design. That naturally led me to a career as a graphic designer. I founded a boutique design fi rm, JA Visual, in 2008 and serviced clients in hospitality, entertainment and institutional fields. Painting was a hobby during these times on nights and weekends but after much consideration and a couple of lucky breaks I had a serious moment of clarity and chose to focus my energy on creating paintings full-time. This was the best professional decision I’ve ever made.

DH: I have seen and heard of a number of your pieces through my business, what’s your connection to the real estate community?

JA: I have a lot of clients who are in real estate or work on the finance side of deals. I seem to get along with them OPPOSITE: A 2020 creation, Can’t cancel the spring, 48"×60".

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ART

No Place Like Home, 48" × 72", a piece made while under quarantine.

organically even though our professions are so different on paper. Generally, I’ve found that they know what they like, they know what they want and operate in a calculated but fearless way, which I respect. So, through the first few collectors I got a lot of referrals. I’ve worked with a lot of companies in NYC doing murals, office installations and lobby design / renderings. To mention a few, SL Green, NY Lions Group, Rosewood Realty, Dalan Management, Newmark Knight Frank and others.

DH: How are you responding to the current tragedy? We have a health crisis, an economic dislocation and society is facing existential questions how to balance the medical health of its citizens and the economic health of the country. Is your current body of work reflecting any social commentary?

JA: It’s a crazy time no doubt. But with that I did find a silver lining. I feel like the world was overworked, overloaded and we really did need a breather. It has been an invaluable time to reflect on what’s truly important in life, what to be thankful for, and really expose the simple day-to-day things we all really took for granted. Before the pandemic it felt like every day’s routine was guaranteed one day to the next, but this just stripped that illusion of certainty and forced everyone to think differently. My work made during quarantine focuses on a positive message of valuing home, the simplicity of the spring flowers blooming and how lucky we are just to be alive which sadly I think most people were not paying attention to before.

DH: On that subject, let’s pick a few of your works that you created during this time, can you tell me about them?

JA: The first piece is “No Place Like Home” 48 x 72 inch (acrylic and oil stick on canvas) and the message is while there was so

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much negativity and fear about COVID-19, I think many people came to realize the comfort and peace that comes with being home and eating your favorite foods. The ”Home” type consists of common household food snack brands like Oreos and Eggo because that’s what I was indulging on early in quarantine.

I spent some of the time in Long Island at my parents’ house and they had just started landscaping the backyard for the spring and the first flowers were beginning to bloom. At the same time the legendary artist David Hockney had a quote that resonated deeply, “Do remember they can’t cancel the spring.” The visual of the flowers and the idea that even though stores and businesses are shut made me appreciate the natural wonders of the world more than ever. The world keeps turning.

DH: Speaking of shuttered businesses, major art fairs were cancelled this year, galleries and museums are closed, the opportunity to interact with viewers in a traditional way is gone. Do you see a shift in the business model? Are galleries going out of business? Will the business of showing, interacting and selling art go online and virtual?

JA: I’ve been fortunate enough to be very busy during this time. It will be difficult for all businesses, including art galleries, but the strong and smart ones will prevail. I don’t think there is any doubt there will be a shift to artwork living more on a digital landscape, but in a way that is a good thing.

As an industry, the art world lagged in being ‘tech-savvy’ and this was a great opportunity to pivot and evolve with the times.

DH: I’m looking forward to seeing more of your work, thank you. EQ.

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ART

Johan Wahlstrom, Herd Immunity, 60" × 60".

GOYA to WAHLSTROM

From

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W R I T T EN BY

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DANIEL HILPER T

ART

ART AS A SOCIAL AND P O LITI C A L COM M E N TA RY ON OUR SOCIET Y AND WO R LD

T

Francisco de Goya, The Third of May 1808, Image public domain.

here is a great deal of art that is created for a global market where people are convinced that a piece’s selling price is more important that its content. But when art is meaningful and substantive, it can inspire viewers and lead to change. Recent societal challenges from self-isolation to social injustice and the demise of businesses and people’s livelihoods are chances for opportunistic artists to make a conscious effort to describe the social and political landscape of our contemporary world.

A common opinion is that all art is political. For the most part, it is experienced in a public space and engages with an existing ideology. Throughout history art has been seen reacting against oppression, violence, injustice, and inequalities. Francisco de Goya came to artistic maturity during the Age of Enlightenment and lived through the atrocities of war during the Spanish struggle for independence from France. The Third of May 1808 depicts an emotionally charged scene of French occupation and the Spanish citizenry’s plight. Goya’s use of the lantern focuses the eye on the forground, both illuminating and sanctifying the central kneeling figure and his fallen brethren, and casting a shadow on the faceless firing squad. The piece has been stylized by many as the first use of revolutionary artwork.

Art of any kind can be a potent language to speak against forms of oppression and persisting inequality regarding gender, culture, race or class. Dada, another example of activist art, was an anti-war movement that used satire and anti-idealistic discourse to critique the First World War and its capitalist agenda.

The Great Depression was the first time in American art history that a widespread movement of artists began focusing

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Johan Wahlstrom, Bail Out No3, 36" × 48".

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ART RIGHT: Johan Wahlstrom, Give Us More, 60" × 60".BELOW: Johan Wahlstrom, The Great Spread No4, 58" × 74".

on political issues, interrogating t he a b u s e o f p o w e r a nd t he victimization and marginalization of groups. Many used their ar t to inf luence public opinion and society. Louise Gilbert, for instance, memorialized the events leading to the 1934 General Strike, supporting workers going on strike against low wages, long hours and terrible working conditions.

In the 1960s, political art began to make a comeback. Artists took activist roles focusing on the U.S. intervention in Central America and global nuclear disarmament.

In the 1970s, one of the founding members of the feminist art movement, Judy Chicago, explored the woman’s position in culture and history through large collaborative installations.

In the 1980s, artists responded to the defunding of public housing and health programs. In that same period, Keith Haring raised his brush against the cultural and political changes, creating “Crack Is Wack” through an act of technical vandalism.

It seems that artists respond to times of immense social stress and today’s troubled times are no different. Johan Wahlstrom, a contemporary Swedish artist, produced an iconic series, Social Life, which not only looks at the narcissism of the selfie culture but also explores the sacrifice of privacy. From there he developed a body of work that would show us our fragility in today’s society. And he has done it again with his newest series No Rules. His work focuses on the pandemic, its spread, the social and political reaction to it.

An artist’s personal life and work transcends the individual and speaks to a la rger aud ience. In t imes like these, perhaps a focus on art with a message, that triggers observers’ empathy, causing a movement for social cha nge is needed more t ha n ever.

Viewers need to be supportive of these pieces, looking for the inspiration beneath the medium, and rally behind their causes for social change. EQ.

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SCENE

Ruth Mason Mauldin, April Matteini, Alexis Butler, Molly Ott Ambler, Jaqueline Towers-Perkins Kuldeep Madan, Manjola Cela April Matteini, Lisa De Simone, Jill Deupi, Victor Deupi

A look back:

Annual Collector’s Dinner

Joseph Klibansky, Susanna Klibansky, Daniel Hilpert

EQ and co-hosts Bonhams and Gallagher held a Collector’s Dinner on the eve of Miami Art Basel. Artists, socialites, collectors, and enthusiasts all enjoyed a good time as we feasted atop the Delano.

We hope to be back soon.

Daniel Hilpert, Bruce McGuire

P H OTO G R A P H Y BY

S E AN Z ANNI / PMC

Brendan Gallagher

Robert Dunbar, Kuldeep Madan, Omri Bar-Mashiah

Muys Snijders

Daniel Hilpert, Ruth Mason Mauldin

Daniel Hilpert, welcoming guests and presenting the co-hosts.

Earmiss Mass, Simon Mass, Ophir Sternberg, Irene Sternberg

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Patricia Pernes, Alexis Butler

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SUSTAINABILIT Y

DESIGNING GREEN

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SUSTAINABILIT Y

PAU L D E R U ITE R D E S I G NS TH E E N E R GY E FFI CI E NT H OM E S W E N E E D I N TH E S U B U R B S A N D TH E CO U NTRY

Villa Kogelhof, built above and under a preser ve, minimizes its impact on the outside world through energy self-sufficiency and independence.

B

DANIEL HILPER T PAU L DE RU ITE R ARCHITEC TS

W R I T T EN BY I M AG ERY CO U R T E S Y O F

orders are closed, countries are decoupling, the world economy has come to a screeching halt and citizens of its supercities are starting to finally breathe clean air. The Centre for Research on Energy and Clean Air, a research group that studies and analyzes air pollution, estimates the recent changes in human behavior in China, likely caused a 25% reduction in carbon emissions. Many individuals and organizations have been pushing for a reduction on this scale and hope the cleaner air will be a sign to those who did not notice the steady change that has been occurring. Others have been working to alleviate the climate crisis through sustainable design.

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SUSTAINABILIT Y

Interior and exterior angles of Villa C, blending energy efficiency and harmony.

The Dutch architect Paul de Ruiter is making his contribution to clean air, from his large-scale commercial properties, hotels and office buildings, to 3,500 SF, highstrength, cross-laminated wood homes, the Dutch architect has perfected the art of building green. Recently, Paul De Ruiter Architects replaced a 1950s home, that occupied a half-acre lot in an Amsterdam suburb, with a four-bedroom, four-bathroom showpiece green home, complete with triple-glazed windows, a sophisticated underfloor heating and cooling system, and rooftop panels that generate up to a third of the home’s electricity needs. The south-facing, wood-clad house maximizes its exposure to sunlight. Additional skylights allow more light and passive energy to enter the house.

Villa Kogelhof is similar in many respects, but takes self-sufficiency to the next level. Located near the North Sea and the 9-km long Oosterscheldekering (the Eastern Scheldt storm surge barrier), the energy neutral 7,700 SF uncompromising glass box sits on 25 acres of farmland, and consists of two stacked volumes: one underground and one floating above ground supported by a steel V-frame. The site is part of a larger program initiated by the Dutch government aiming to connect regional ecological zones throughout the country. Permits were granted under the condition that the land is returned to its pre-agricultural state, a protected habitat for local wildlife.

The rectangular pond that replaced 2.5 million cubic feet of soil serves now as a haven for migratory birds and other wildlife while functioning as part of a helophyte filter that enables the house to manage its waste.

The underground volume consists of the entrance, garage and workspace. The seemingly suspended living area, encapsulated by glass and offering unbroken pan-

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SUSTAINABILIT Y

THE CLIMATEFAÇADE IS COMPOSED OF AN OUTER LAYER OF CLEAR INSULATED GLASS

Villa Kogelhof, a home embraced and enveloped by its surrounding natural environs.

oramas, is based on a open floor plan design with several glass room dividers. The entire floor is covered with white epoxy accentuated by classic pieces from Le Corbusier and Eileen Gray.

Villa Kogelhof is self-efficient, generating its own energy from photovoltaic cells on the roof, to heat its water and recycle garbage. The climate-façade is composed of an outer layer of clear insulated glass from floor to ceiling and in inner layer of sunreflecting fabric that can be rolled and unrolled.

When the fabric is lowered, an air cavity is formed in which the air from the villa is extracted through a central ventilation system.

These two homes, one off the grid entirely, both set a new standard for energy efficiency. Buildings and construction represent 39% of total CO2 emissions per a 2019 study by the World Green Building Council.

Indirect, operational emissions to heat, cool and light buildings constitute 72% of that. Changes in building and design practices especially in wealthy countries with high per capita consumption will lead to lower emissions and water savings. It remains to be seen if the goal for climate neutrality has been replaced with concerns about the seismic global downturn inflicted on the global economy. EQ.

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Fly ARCHITECTURE

SAFE

TH E FU T U R E O F A I R P O R T TE R M I N A L PL A N N I N G I N A P OS T COV I D -19 WO R LD M AU R ICE ROSAR IO, AVIATION DIR EC TOR AND THE AVIATION TE A M AT SCOT T B ROWNR IG G I M AG ERY CO U R T E S Y O F SCOT T B ROWNR IG G

W R I T T EN BY

T

he impact of COVID-19 on the aviation industry has been unprecedented.

T he A i r p o r t C o u nc i l International, a non-profit organization that represents the world’s airports, has reported that air travel is down by 95% from a year ago as a result of the travel ban and lockdowns in many countries. They have also estimated that passenger numbers for 2020 could drop by 40%, representing a significant decline in revenue for airlines and airports across the world. The question is, ‘What can airports and airlines do to rebuild confidence in air travel?’

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SHUTTERSTOCK

The social distancing measures introduced in response to the World Health Organizations’ call to reduce human interaction and limit transmission of the contagion, seem to have worked and is likely to remain in place for some time.

What measures have some airports put in place to help rebuild trust amongst passengers and what further could be done? Global architectural practice Scott Brownrigg have been looking into these and have drawn up a research paper that explores this area, suggesting options that relate to passenger flows and queuing capacity. Let’s look at some of the highlights of their report.

Any intervention to an existing terminal processing layout is likely to have a direct impact on queuing areas and processing times for passengers. Demand, process time, design peak period, maximum queuing time and space per person will all affect such interventions.

By analyzing passenger flow pre and post COVID, the impact social distancing and new passenger safety measures will have on terminal planning and processing facilities can be determined— all processing facilities will result in reduced processing numbers and throughput of the terminal.

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ARCHITECTURE

Scott Brownrigg uses the below formula, with some estimated inputs, to hypothesize an estimated 58% reduction in the capacity for queuing.

Note that it should not be taken as an absolute measure of the terminal throughput. There are several other factors and mitigation that can be considered in assessing the ultimate impact on terminal processing capacity as noted below.

However, there could be an alternative whereby the number of processing facilities are maintained by providing adequate screening between them and for the queuing public.

PA SS E N G E R S E PA R AT I O N I M PLE M E N TAT I O N

Percentage of queuing reduction due to social distancing: Ap

=

Existing space provided per passenger for queuing (m2 per pax)

Input

Sd

=

Social distance required (m2 per pax)

Input

Ps

=

Percentage of existing queuing space lost

Input

Pq

=

Percentage of existing space remaining for queuing

Input

PC r

=

Percentage of capacity reduced for queuing

Output

(

)

Ap 1 -— Sd Calculation sample: *hypothetical assumptions used calculation sample PC r = P s + P q *

Ap

=

Existing space provided per passenger for queuing (m2 per pax)

1.8m2

Sd

=

Social distance required (m2 per pax)

3.0m2

Ps

=

Percentage of existing queuing space lost

30% = 0.3

Pq

=

Percentage of existing space remaining for queuing

70% = 0.7

PC r

=

Percentage of capacity reduced for queuing

Output

Social Distancing Measure

(

)

1.8 PC r = 0.3 + 0.7 * 1 - — 3 PC r = 0.3 + 0.28

Social Distancing Measure Screen at ever y lane

Queuing Systems

Social Distancing Measure Screen at ever y other lane

PC r = 0. 58 (58%)

Queuing Systems

Rendering of a design by Scott Brownrigg for an alternative solution to the proposed Heathrow expansion for Terminal 6, the proposed site is to the west of Terminal 5.

IMAGE COURTESY OF JIM STEPHENSON, 2019.

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ARCHITECTURE

The impact on processing time may depend on potential additional procedures such as time required to disinfect processing facilities periodically during operational hours, additional health documentation from passengers, etc.

Further, the impact on queuing areas will be directly linked to the local social distancing policy of the city, country or airport itself, capacity peaks may or may not be impacted depending on the measures applied.

The reduction in the capacity assessment for a queuing area does not have a direct impact on the throughput of a particular processing facility. Detailed analyses will be required to ascertain the outcome of a given solution.

Measures to lessen the impact of social distancing and the reduction in queuing capacity could include: • Increasing queuing areas, if further space is available within the circulation zone.

• Encouraging passengers to use automated or remote facilities including remote bag check-in for example.

• Spreading the peak demand through slot management when and where possible.

• Increasing the number of processing desks per fl ight to speed up throughput.

• Providing UV sanitation and contactless security procedures.

Further possible solutions will vary from one terminal to another where buffer zones and underutilized areas can be used to increase the size of queuing areas and by proxy, increase processing numbers.

Other measures airport operators could introduce include: • Providing masks and possibly gloves to all passengers on entry to the terminal.

• Introducing passenger self-health checks prior to travel to detect possible symptoms.

• Limiting carry-on luggage to a lap top case and handbag only to potentially speed up the security screening process.

• Increasing the rate of natural ventilation. However, this should involve consultation with the local health authority to determine its effectiveness given an airport’s location.

• Using robotic cleaning and sanitation systems.

• Introducing remote baggage check-in 24 hours before a fl ight, with bag tags applied in a similar way to bag drops, however tags should be printed remotely and affixed to the bag at the

1500-2000

ONE IN ONE OUT

1500-2000

1500-2000

1500-2000

2000

Floor Markings

Queue Barriers 2000

This diagram provides one exit lane for each queuing lane with tension barriers and screens every other lane. For this option the measures for social distancing and separation may result in a 70% reduction of queuing passengers. This layout reduces dramatically the congestion for queuing areas but the impact on passenger numbers is greater and may not be viable. Overhead view (right).

• Limiting terminal entry to passengers only, allowing additional circulation space to be used for queuing zones; potentially increasing processing capacity.

Free Standing Temporary Screen

Protective Screen

3740

3740

Protective ProtectiveScreens Screens

Check CheckInInDesks Desks

Temporary TemporaryPartition Partition Queue QueueBarrier Barrier Floor FloorMarkings Markings

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ARCHITECTURE

LI N E A R BA R R I E R S This diagram allows for one passenger per lane dropping bag, with two queues separated by a central screen. Throughput numbers may be affected, further detail would be required to assess impacts on processing capacity. The queuing layout prior security can also be modified. Overhead view (below).

Protective Protective Screening Screening SecuritySystem System Security

Protective Screens

Floor FloorMarkings Markings

2000 2000 2000

Repacking

2000 2000

4000

Security SecuritySystem System

Free Standing Temporary Screen

Protective Protective Screening Screening Queue Barriers

Repacking RepackingArea Area

PHOTO COURTESY OF ISTANBUL AIRPORT

Istanbul Airport.

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time of collection by the airport or delivery agency.

This will not remove the current bag drop but reduce processing time at airports. • Providing or increasing bag pick-up service where available.

For the longer term, airport operators may wish to consider the creation of a Digital Twin of their terminal; a responsive system that connects physical and digital systems. This will enable the operator to quickly retrieve asset information for decision making, diagnose problems remotely and test proposed fixes before having to apply them to the physical counterpart.

It is hard to predict any long-term measures and assess the impact caused by this global pandemic on the future environment. This will undoubtedly require a significant amount of research and evaluation by various regulatory bodies to ensure the effectiveness of future provisions. However, we can only assume that there will be greater scrutiny in providing a healthier environment and a future trend that balances commerce and critical health. What is clear is that the current crisis indicates that these two aspects are not in opposition, but are mutually inclusive.

Go to www.scottbrownrigg.com to view the full report. EQ.

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