Long-distance travel. Stefan Moosleitner (pictured above left) was a manager in the media industry and an independent entrepreneur. But his true passion is travelling. Now he curates extraordinary and sustainable adventures - in a country more associated with civil war and drug cartels than with ecotourism: Colombia.

Colombia doesn't need to look in a mirror to know who is the most beautiful on the entire South American continent. The country doesn't even need to invoke Gabriel García Márquez, who confessed his affection for Cartagena, the port city on the Caribbean coast, in his epic of the century, Love in the Time of Cholera.

Indeed, Colombia is more diverse and multifaceted than any other nation on the continent. "Land of contrasts" is what many destinations call themselves in glossy brochures. The Latin American country is indeed: it has coasts on both the Atlantic (Caribbean) and the Pacific. Some of the more than 100 beaches are still largely untouched. Behind them, the mountains rise almost 6000 meters into the sky. They are a paradise for active holidaymakers who enjoy hiking, cycling or exploring the ruins of long-dead cities.

Bogotá scores with a lively cultural scene. Medellín is the city of eternal spring. In the lush and green rainforest, jungle adventures and eco-lodges beckon. In short, the country is a still largely undiscovered dream destination that is just awakening from its slumber.

Stefan Moosleitner's personal place of longing lies 300 kilometres south of Cartagena on the Gulf of Tribugá: secluded beaches where sea turtles bury their eggs; lush mangrove forests that are nesting grounds for many bird species; humpback whales that give birth to their calves in the Bay of Utría; on land, countless species of butterflies and other insects. "When I first saw this piece of earth, where few people live largely in harmony with nature, it almost took my breath away."

When Moosleitner then found out that there was comfortable and sustainably managed accommodation there in the form of the Lodge Punta Brava, it was clear to him: this is where he would bring guests. But not just for snorkelling and lazing around, for canoe tours and jungle treks. No, they should make a difference: roaming the rainforest together with biologists, documenting amphibian and reptile species. With an inventory of the rainforest of Choco, which is one of the regions with the greatest biodiversity in the world, provide ammunition to the environmentalists. "Because the region is in danger. In the village of Tribugá, at the main mouth of the river, there are plans to build a large deep-water port."

Economically this may make sense, ecologically it is a disaster. "Mapping, which is an important pillar of the conservation concept, is already taking place," Moosleitner informs us. "At the end of the year, I will take clients to the area for the first time. Because before you can protect something, you have to know it."

How does a German come to champion sustainable, meaningful tourism in a country that many associate only with drugs and civil war? Moosleitner knows the prejudices. He knows that many people think of Colombia in terms of drug cartels, guerrillas and paramilitary wars. They know the film about Pablo Escobar, who as head of the Medellín cartel rose to become one of the most powerful and brutal drug barons and, until his violent death in 1993, one of the richest people in the world at the time. But they just don't know that the crime wave that peaked in Colombia after the mid-20th century has subsided in modern times.

And they may also not have noticed that a peace agreement was signed between the government and the paramilitary FARC in 2016 that, while not perfect, has just begun a process of reconciliation.

"Tensions in the country are decreasing," Moosleitner explains. "Crime is down significantly, kidnappings are down 90 percent, more than three million tourists visited Colombia every year before the pandemic."

Yes, there are still scams, thefts and even robberies, he said. "But the state and the tourism industry are working hard to make the country an even safer destination." The trend is pointing in the right direction, whereas Venezuela, once popular with holidaymakers, is increasingly mired in chaos. If you take the usual precautions in Colombia and use common sense, i.e. don't go out on the streets with ostentatious watches and expensive jewellery, you can experience a dream holiday here away from mass tourism.

"The fact that I myself was drawn to South America probably has more to do subconsciously with my father, who has since passed away, than I would like to admit." After the war, his grandmother had told his father that he, the eldest of five children, was one hungry mouth too many.

The boy then walked alone across the Alps to Genoa, hired on a barge, and found himself in South America, where he stayed for more than two years. He came back with a whole boatload of animals, from monkeys to jaguars, which he caught himself and then sold to zoos in Germany. "We've always had very unusual career paths in our family," Moosleitner says with a twinkle in his eye.

His own began in 1993 at the prestigious INSEAD in Fontainebleau, France. "I came from the automotive industry, did my MBA and was supposed to go back there. Then there was a German Day at the school, where CEOs of German companies were invited. The first person to reach out to me was the then head of Gruner & Jahr, Gerd Schulte-Hillen. I replied: 'Moosleitner.'" - "Know it, know it," the latter said, apparently remembering uncle Gerhard "Peter" Moosleitner, who had once founded and popularized the well-known popular science magazine "P.M. - Peter Moosleitner's Interesting Magazine."

"Two days later, I had the invitation to interview with Axel Ganz in Paris, who was managing the publisher's foreign business from there." For Moosleitner, it's his entry into the media industry. Among other things, he develops an investor title for the French market, hires at Future-Verlag with sheets such as the business magazine "Business2.0" or the men's magazine "T3 Techlife". "It sounded exciting to me, international." The young manager becomes a member of the board and is allowed to build up the German business. Just six months later, the publishing house successfully goes public. "When the New Economy bubble burst after two and a half years, we had to unwind everything. It was a hot ride and a great adventure."

Moosleitner by no means looks back on those wild times with negative feelings. He loves the thrill, the challenge, is used to it as a competitive athlete when adrenaline flows through the body. "I had financed my studies with ice hockey. Later I completed twelve marathons and eight Ironman distances."

At the Triathlon World Championships in Hawaii, he meets the owner of a young US running shoe brand and starts to build up the European business with a colleague from Germany. He sees the opportunity to combine his passion for the sport with professional goals. Looking back, the manager says: "SporTrade was a failed attempt to build a marketplace for new and especially for used sporting goods."

"After that, I tried rather frantically to find my real purpose." Alone, the realization doesn't materialize. "Then I ran into a friend again who I hadn't seen in 15 years. She advised me to just let go and tune in, which sounded unimaginable to me. Things would come to me on their own. And they did. I woke up one morning in 2013 with a clear vision of what I really wanted to do: show other people the world. And to do it in my own and special way."

The idea for inspired travel, which would later become Purewild Ventures, was born. "As an active person, I've learned how much more I experience when I venture a bit out of my comfort zone while traveling and take on things I might not otherwise dare to do. This often happens automatically when I immerse myself in a foreign world, nature and culture. Adventure isn't always the biggest physical challenge, it's a bit of the unknown, which you should have an open mind to."

Part of the business model is also to offer customers access to well-known conservationists, adventurers and extreme sports enthusiasts. These include, for example, Ian McAllister, who works to protect rainforests on Canada's west coast and was named one of Time magazine's "Leaders of the 21st Century" for his efforts. Others are the South African animal rights activist Sean Privett, the Antarctic adventurer Alejo Contreras or Joe De Sena, the inventor of the "Spartan Race", the largest extreme obstacle race series in the world with more than one million starters every year.

Moosleitner says of the US entrepreneur and author: "Rarely has a person fascinated me so much. He lives his values 100 percent and doesn't deviate one step from his course."

The concept catches on. But then the virus breaks out. Moosleitner is in Colombia's capital Bogotá in early 2020 when the lockdown comes. Suddenly, time stands still. After an initial, brief period of shock, he uses the quarantine to reflect on the future of travel. No, the pandemic would not mean the end of tourism. And yes, sustainable tourism with the motto "Before you can protect something, you have to know it!" would be more relevant than ever afterwards. "Only those who have seen the Amazon rainforest with their own eyes will commit themselves against deforestation. Only those who have come face to face with a bull elephant on a walking safari will stand up for the protection of Africa's wildlife," Moosleitner is convinced.

Tourists, he says, are therefore of great importance. "If they stop coming, endangered ecosystems will be left to poachers and loggers. But it is also clear that the trips of the future must be designed to be sustainable, immersive and respectful. Then they have the potential to protect ecosystems, preserve cultures and support local people."

When Moosleitner talks about "immersive" travel experiences, he means, above all, immersion in the world of local people. To this end, he organizes individual adventures tailored to the capabilities of each client, often in the mid five-figure euro range. For individualists, he also developed a Purewild app that provides ideas for trips with sustainability aspirations and makes it possible to plan these tours yourself.

"Colombia is the perfect country for this. It has so much to offer visitors, such great potential for development. We developed the app because we are convinced that this way we can reach far more people and win them over to the idea of sustainable adventure travel." With the app, interested people can, for example, go on a virtual trip to the Gulf of Tribugá in advance. They find eco-lodges that really deserve the name. And they get suggestions for activities that make it possible to experience places, cultures and people off the mainstream - always with the option of leaving their own comfort zone in the process. Moosleitner works exclusively with partners who share his ideals: using locally grown food, saving energy, being as CO2-neutral as possible, involving the surrounding communities and creating jobs for locals.

The app will initially be funded by commissions from vendors, from lodges to e-bike rentals. Later, users will pay dues to use it when they realize it not only provides inspiration, but offers many tangible benefits and useful tools, according to the motto: "Travel is more than leaving home."

Is that someone returning to the media industry in a roundabout way? Colombia aficionado Moosleitner waves it off: "No, I've arrived where I want to be. But I have learned a lot in the publishing industry. That can be used for what I'm doing now. Purewild is a very personal project. Inspiring other people and getting them excited about something - that just has a lot to do with content and well-lived stories." If the start is successful, he wants to quickly open up other exciting world regions.

So far, his own funds and capital from friends have sufficed to finance these projects. "But in the next step, we want to raise a seed round in the low single-digit millions to consistently develop the app further."

First up, though, is Colombia. Are there really that many people there interested in sustainable tourism? "The gap is wide," Moosleitner admits. "In part, there is no awareness of it at all among the population. But on the side of those responsible for tourism, there is a lot of movement here. Colombia could become a role model for sustainable travel experiences with its intact nature and biodiversity."

The ex-media manager knows: It is a race against time. The faster the public can be made aware of endangered natural paradises like the Gulf of Tribugá, the better the chances of preserving them.

®

Author: Dr. Günter Kast

From the researcher's workshop. On the surface, keeping taboos seems to protect family cohesion. But what is not talked about continues to have an effect in the background. That is why it is important to recognize taboos, to understand them and to bring them to light.

A taboo is something that must not be spoken about or done. So there are "speech taboos" and "action taboos". Both types can be found in business families. Not speaking or not doing is supposed to ensure the cohesion of the (family) community. In fact, however, it is counterproductive. This can be illustrated by some of the big, impactful taboo topics.

The question of the actual suitability of a chosen successor, for example, is a point about which people like to keep quiet. In the case of successors, this is often about their own insecurity - am I up to the task? Doubts and self-doubt remain unspoken. In the senior generation there is another taboo - the fear of letting go. This is the (unacknowledged) fear of losing status and personal significance.

If the family does not succeed in addressing this, they end up not letting go and choosing the wrong successor - the process fails.

The broad field of family conflicts is also a taboo subject. The willingness to systematically address (or anticipate) conflict in the family is so important because a conflict event sets in motion and drives a destructive interaction between family and business. Above all, it is important to understand that conflict is the rule, not the exception. And that their escalation follows known patterns and sequences that can be controlled. This insight makes it possible to approach the subject with far greater openness; the taboo loses its power.

A major challenge for securing the future of family businesses - especially for those in post-patriarchal management situations and in businesses with growing shareholder groups - lies in the taboo field of professionalised self-organisation.

Here, the problem usually lies in the management and decision-making structures. Often these are taken over unreflectively from the previous generation. Out of misunderstood respect or because it is convenient, their revision and adaptation is neglected. However, when critical situations arise - changes in the value chain due to digitalization dynamics or sustainability expectations among stakeholders - the established decision-making systems prove to be insufficient or even obstructive.

Although science has been addressing this for a long time, the willingness to professionalize by means of systematic competence development measures is limited and often falls short of the declared intentions. If a deficit of professionalism is recognized, this finally touches the issue of insufficient competence. Conflicts arising from this - which would often have to be dealt with by the next generation - are shied away from for fear of losing face.

Equally powerful is the taboo of wealth. In the past, there was usually a clear concept in the entrepreneurial family: the assets tied up in the family business belong to the company and should be at its disposal. This "fiduciary attitude" is increasingly being questioned by future generations. In addition, in some cases enormous secondary assets have been created in the meantime. Very few families deal with this issue.Yet there are a number of things that need to be clarified: Who exactly owns these assets, the foundation of which was created by the ancestors? How should the individual asset owner deal with the secondary assets?

Many families are on shaky ground here. Expectations either remain vague ("be modest", "stay down to earth") or money is not discussed at all. As a result, incoming or adolescent family members are uncertain. They will try to make do with presumed expectations and attitudes about the proper way to handle wealth. This opens the door for harebrained individuals.

This taboo also operates where individuals feel guilt and shame because of wealth that has come to them through no fault of their own. Such feelings are usually difficult or impossible to explain within the entrepreneurial family.

Of course, a taboo in society as a whole also affects entrepreneurial families - that of mental illness. Whether growing up in and belonging to an entrepreneurial family with all its expectations and demands favours mental illness has not yet been scientifically clarified.

The fact is, however, that psychopathological abnormalities (addictive behaviour, affective disorders, trauma sequelae) are also frequently concealed in the everyday lives of entrepreneurial families. In most cases, the affected nuclear family is left alone with the problem; the necessary structured confrontation in the area of tension between company and family takes place reactively at best and, in addition, is often accompanied by feelings of guilt and shame. Against the background of the often great personal and family hardship, the psychological risks of belonging to this specific type of family should therefore be specifically examined and dealt with.

These examples underscore the risks that taboos pose for family businesses.But families are not at their mercy. Dealing constructively with old taboo areas and recognising and understanding new ones brings lasting benefits for securing the future. From the perspective of research and consulting, it is worthwhile to address the following questions:

// How is the decision-making power of individuals over the family community accepted and legitimized?

// What happens to the entrepreneurial family after the loss of the business through sale or insolvency?

// How can equality be established in marital and cohabiting relationships despite differences in wealth?

// How can a family expectation of equality be met in the face of structural inequality in the share structure? Above all: How are differences between nuclear families treated?

// Where do the red lines of community maintenance run? Which predetermined breaking points would make it impossible to stay together as a community of owners and families?

// How can transparency be established about competencies and skills of individual family members in relation to targeted functions?How can family members be assessed?

// How do the family and the person concerned deal with a situation of excessive demands ("burn-out")?

// How can the death of members of the entrepreneurial family be discussed and prepared for?

Of course, this list could be continued. But it should serve here above all to sharpen the view. Taboos feed on looking away and remaining silent. Only identified taboos can be dealt with effectively. This is where every entrepreneurial family can start.

®

Authors: Prof. Dr. Tom Rüsen, Monika Nadler, Witten Institute for Family Business (WIFU)

Skiing. With 8805 members from 60 nations, the Ski Club Arlberg, founded in 1901, is one of the oldest, most famous and most successful ski clubs in the world. Anyone who wants to be accepted into the circle must demonstrate a love of skiing - and a love of the region.

A winter afternoon at the Hotel Kaminstube in St. Anton: As every Wednesday at 4 pm, the members of the Ski Club Arlberg (SCA) arrive. The traditional house of the Kössler family is conveniently located right next to the piste. Some are still wearing ski clothes, but most are wearing the grey-red-white club sweater.

People greet each other, pat each other on the back, exchange business cards with newcomers - you are part of a large network. If you're lucky, you might even meet Karl Schranz, a St. Anton native. The two-time winner of the overall World Cup and one of the most successful Austrian skiers of all time, who has just turned 83, is no longer on the slopes himself, but he still comes to the SCA evening from time to time. After all, he was president of the club for a long time.

Ex-series winner Schranz is in good company at the SCA. No fewer than 65 medals have been won by SCA members at World Championships and Olympic Games to date: The list ranges from Trude Jochum-Beiser to Othmar Schneider to Patrick Ortlieb and Mario Matt. Probably forever unique in history: SCA members Schranz and Gertrud Gabl both secured the overall World Cup ranking at the same time in the winter of 1968/1969.

"Enchanted by nature, enthused by sport, imbued with the need to create a modest gathering place on the Arlberg for the friends of this noble pleasure, the excursionists involved in the extempore feel moved to found the Arlberg Ski Club. St. Christoph, 3 January 1901." The entry by SCA founding member and local councillor Adolf Rybizka can still be read today in the guest book of the once glorious Arlberg Hospiz Hotel. Rybizka and his five friends Carl and Adolf Schuler, Josef Schneider, Ferdinand Beil as well as a Mr. Gerstel had made their way from St. Anton to St. Christoph on the day in question.

It was supposed to be a fun trip in the snow. But with the heavy boards on their feet they were already quite tired when they reached the Hotel Hospiz at the Arlberg Pass. Here they really only wanted to rest for a short while. However, the cordial host Oswald Trojer and his pretty daughter Liesl made sure that the short rest turned into an exuberant party with plenty of mulled wine and schnapps. At the end of the day, the idea came up: "Shouldn't we found a ski club?

Of course, the "Fantastic Eight" were not the inventors of skiing on the Arlberg. The first boards were brought by a Norwegian engineer who had come to Tyrol in 1880 for the construction of the Arlberg tunnel. However, the locals in St. Anton, with whom he was sprinting through the snow to work at the time, were initially quite suspicious of his Telemark skis. The first to copy the Norwegian was Pastor Müller of Lech, who made respectable turns in the snow a good ten years later.

At that time, St. Anton was still far from becoming one of the most famous winter sports resorts in the world. The mountain farmers, trapped in the hard daily routine, simply had no time for such fun. Until the six friends and the two hospice innkeepers decided at the beginning of the 20th century that it was time to float elegantly down the slopes here too.

With the founding of the SCA, the spark did indeed fly. To stay in the picture: It was virtually a conflagration. Only three years later, in January 1904, the first ski race took place - a novelty in the Alps. The course led from the Ulmer Hut over the Schindler-Ferner to the Arlen-Sattel, on to the Galzig, from there down to St. Christoph and finally to St. Anton. For the participants with their telemark skis, this was a sporting feat, as cable cars and prepared pistes did not yet exist at the beginning of the 20th century.

The newly discovered hunt for sporting success gave the ski-mad SCA member Hannes Schneider the idea of honing a new posture and skiing technique. He was the first to shift his weight so he could make turns while keeping his skis parallel. When shooting, he squatted down to be faster and to better compensate for bumps. He first taught his superior technique to the guests of the Hotel Alte Post in St. Anton. In the winter of 1921/1922 he founded Austria's first ski school in the village, because more and more tourists wanted to learn the Schneider turn.

It was now becoming increasingly chic to spend winter holidays in the mountains - especially in St. Anton, where one of the first cable cars in the Alps, the Galzig cable car, was built in 1937. And where ski instructor and heartthrob Hannes Schneider could be admired, who in the meantime had even become an actor and starred in cinema films such as "The White Art".

Of the many SCA heroes, only one can really hold a candle to Hannes Schneider: Karl Schranz, who was also SCA president until 2005. The St. Anton native had become World Champion three times, had won the overall World Cup twice - and then dreamed of an Alpine World Ski Championships in his home village.

There were plenty of opponents, but Schranz made his plan come true: At the end of January 2001, the world's skiing elite actually gathered in the Tyrolean mountain village to crown their champions.

Today, more than ever, the club is a meeting place for all ski enthusiasts. "We don't want to be elitist. We are proud of every member. The prerequisites are an enjoyment of skiing and a love of the region. Therefore, the applicants must have been guests at the Arlberg for at least three years," explains SCA President Josef Chodakowsky, Schranz's successor and full-time director of the Raiffeisenbank in St. Anton. In addition, they only need two guarantors to submit the application - both must be SCA members, one of them must be a member of the board.

Steffen Lutz from Plauen in Saxony, who has been a regular at the Arlberg for a good 20 years, easily cleared these hurdles. "I was made aware of the SCA by a sailing friend. He thought this club would suit me. And so I joined in March 2003. The reception at the Hospice Hotel was really classy. I'm just proud to be in this traditional club," says the entrepreneur.

A real highlight for him is the annual "Ski Club Arlberg Week", where members from all over the world meet to celebrate together and, of course, to ski: From ski tours and heli-skiing to race training and ski testing, everything is on offer. And quite incidentally, a personal network can be built up, which at least does no harm in professional life.

"Making contacts is only a side aspect, though. Racing is still a central theme for the SCA, especially the promotion of young talent," explains Chodakowsky. The SCA currently trains more than 150 children and young people. There is even professional freestyle, freeride and snowboard training now. The SCA supports the parents in looking after the young skiers and pays the ski pass costs, for example for glacier training in the autumn.

The 60 euro annual membership fee for the SCA would not be enough to finance this. The SCA therefore relies on solvent donors among its many prominent members - including Princess Caroline of Monaco and her bully Prince Ernst August, as well as numerous entrepreneurs or Olympic champions such as Patrick Ortlieb.

For many decades, the SCA treasurer had also benefited from the fact that the club's history was so closely interwoven with the Hospiz Hotel in St. Christoph. Many guests stayed at the five-star hotel, which ran into financial difficulties in 2018, who deliberately wanted to stay where the history of skiing on the Arlberg began. And then, quite incidentally, they often became members or supporters of the SCA. Mostly when they had dined in the Skiclub Stube, decorated with two Gault Millau toques, looked after by the former chefs of the house, Florian Werner and his wife Ursula, both of course also members of the SCA.

In the meantime, Arlberg fan Steffen Lutz has also taken part in club offers such as race training. And when he is on site, he naturally visits one of the regulars' tables that take place on various days of the week in St. Anton, St. Christoph, Lech, Zürs and Stuben. Locals, ski instructors and SCA members toast there: especially with the in-house ski club sparkling wine "Schussfahrt - Arlberg Reserve". And of course always in the SCA outfit with the same logo as 100 years ago.

-----------------------------

Welcome to the club.

The ceremonial admission to the Ski Club Arlberg - women and men are more or less equally represented - takes place at one of the traditional regulars' tables. After a speech on the history of the club, the novice signs the thick membership book in which the new name has already been pencilled in. The admission fee including the first annual membership fee amounts to 260 Euro, for children and young people 150 Euro. The package already includes SCA chronicles, various stickers and badges, the SCA chip card for loading the ski pass and the legendary club sweater. In addition, members may participate in traditional race events such as the SCA Club Championship, the Hannes Schneider Memorial Run and the Galzig Cup. They get a discount when participating in the White Ring (Lech) and the White Rush (St. Anton). And they get to shop in the exclusive SCA shop.

Dates of the SCA evenings in the winter half-year: Lech am Arlberg: Romantikhotel Krone, Tuesday 5 p.m.; St. Anton am Arlberg: Kaminstube, Wednesday 4 p.m.; St. Christoph am Arlberg: Hospiz Alm, Friday 5:30 p.m.; Stuben am Arlberg: Hubertushof, Friday 5 p.m.; Zürs am Arlberg: Hotel Edelweiss, Thursday 5 p.m. (more information: Ski-Club Arlberg; www.skiclubarlberg.at).

-----------------------------

Arlberg Hospiz Hotel: Good times, bad times.

For many SCA members, staying at the Arlberg Hospiz Hotel in St. Christoph was part of the good times for a long time. There may have been five-star hotels with larger, more beautiful wellness facilities - but the Hospiz was simply unrivalled in terms of tradition and history.

Heinrich, a foundling from Kempten in the Allgäu, worked as a pig herder on the Arlberg in the 14th century. Many travellers who wanted to cross the Arlberg pass at that time lost their lives in snowstorms and storms. Heinrich therefore asked Duke Leopold III of Austria for help. He gave him a piece of land on the top of the pass, where Heinrich built the first hostel on the Arlberg in 1386. The Hospiz Hotel is still located on the same spot today.

After a long and eventful history, Arnold Ganahl acquired the old Hospiz Inn in the summer of 1955 and began restoring it. Only two years later, the Hospiz and the church burned to the ground. Ganahl had the hospice rebuilt and it was opened in new splendour at Christmas 1959. In 1964, Adi and Gerda Werner, Arnold Ganahl's daughter, took over the management of the house. In 1993, son Florian Werner joined the company, which he later headed as managing director. Today, he says, "I wasn't mature enough." The house fell into financial disarray in 2018, and Werner retired from management.

In the fall of 2020, the Werner family brought Viennese real estate developer Erwin F. Soravia on board. Their goal: to renovate the main building with the help of the investor, to turn the Arlberg Hospiz Hotel into a year-round business, and thus to awaken the small village of St. Christoph from its slumber.

In addition, the Hospiz Alm, the gastronomic outlet on the opposite side of the street from the hotel, will receive a new, round and even larger wine cellar. This will be the home of the rarities Adi Werner has collected over decades. His collection of large bottles of the most famous Burgundy and Bordeaux châteaux is unique in Europe.

The Hospizalm, the chalet suites and the concert hall, which was built in 2015 and is the highest art and concert hall in the Alps, will remain unaffected by the renovations and will be open in winter 2021/2022. The main hotel, however, will remain closed this winter. An additional hotel with a younger orientation is scheduled to open in 2023.

-----------------------------

®

Author: Dr. Günter Kast

Mariko Schmitz is one of Germany's few sake sommelières certified in Japan. To all those who get wanderlust for Japan when the Olympics start in Tokyo in July, she advises to refine the evening with sake.

Passion. People who come from great entrepreneurial families usually strive to create lasting value themselves. Kurt A. Engelhorn took a long time. But now he seems to have found his way there. The focus is on a special investment strategy, a virtual company, historic automobiles and, above all, a very special car race - the Bernina Gran Turismo.