A still from the short film Edifice, 2018, by Ash Thorp, a digital artist based in San Diego, California. Thorp’s works are frequently complex interplays and redesigns of human anatomy. His works have featured in Batman, 2022, and The Amazing Spider-Man, 2014, while his interdisciplinary initiatives feature collaborations with brands such as Richard Mille

We might take perfect care of ourselves – exercising body and soul, eating carefully and mindfully – but our bodies might have other ideas. Now the latest technology means we can literally see inside ourselves for diagnostic purposes with astonishing accuracy. Dare we take a look? One LUX editor did…

When I first started collecting cars, I asked a wise and experienced collector friend where I should get them serviced.

The choice was between franchised official dealers of these prestigious car brands, with their glossy, shiny showrooms, which, however, might lack detailed knowledge about the older cars I was acquiring; or specialist service shops often located in remote and inaccessible places, which might have more knowledge and expertise on classic models.

“If you want a quick look round, a thumbs up and a certificate, go to the official dealers,” my friend said. “If you really want to know what’s wrong, and what might go wrong that you can prevent, go to the specialist.”

I am not, in any way, comparing myself to a classic car (or not in so many ways), but this was an analogy that came to mind when I decided to go through a health check recently.

Humans are even more complicated than classic cars (although it may not seem so at times, if you own one). And while there are many things that can go wrong with us, we might be tempted not to worry about them until they happen.

Unfortunately, when these hidden conditions finally manifest themselves, they can have sudden, catastrophic, tragic results. Think of the unspotted tumours that have metastasised, or the almost completely obstructed blood vessel in a marathon runner that goes unspotted until they drop down dead one day.

Until recently, the technologies simply did not exist to diagnose thoroughly and preventively with a large degree of accuracy. Scans would miss things and pick up worrying false positives. So I was interested to read about the latest CT and MRI imaging technology, which allows highly accurate scans of every key part of the body.

Consulting medical friends, I was told by this usually cynical crowd that, yes, these could be extremely helpful, but with two caveats. First, CT involves radiation, so you don’t want to get this done too often. And second, it’s all about the interpretation of the results: you need somebody looking at each scan who specialises in the relevant part of the body and has done it thousands of times before, so they can interpret through experience.

A certain shape on the spleen does not necessarily mean the same thing as a certain shape on the liver. Or something like that. Then there’s the convenience factor. Who has time to make, understand and fulfil the multiple appointments required in different practices at different times to cover the body from scalp to toenail? The wrong type of mole on either could kill you just as effectively as a blocked aorta.

And then there’s receiving and making sense of the results. Doctor friends profess it’s all too much for them, even though they know preventive healthcare could save their life.

Enter Echelon, a central London-based company offering a one-day service that covers every imaginable test in one location, plus interpretation by specialists and delivery of results by one single medical director.

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Like having someone from the factory that built your car tell you what’s wrong with it. Or nearly. I took the plunge and enlisted for Echelon’s Platinum Assessment.

It involves MRIs, CTs and ultrasounds covering every conceivable body part – including a noninvasive scan of the bowel, a relief as the other way (a rectally entered camera) is not pleasant.

The in Harley Street located clinic, houses a suite of advanced equipment and is staffed with a number of radiographers and radiologists

There would also be a suite of blood tests and physical examinations of moles and anything else that needed investigating, all by relevant specialists.

Read more: Marcus Eriksen on keeping our oceans healthy

After booking myself in over the phone, I had a chat on Teams with an efficient coordinator who took some details, sent me a form online and said she would welcome me at 8am on an agreed date at the clinic in Harley Street, central London.

There was some preparatory work to do the previous day (fasting and ingesting a bitter liquid), but otherwise the convenience factor was supreme. The most remarkable thing about that day is that it didn’t seem remarkable at all.

What would otherwise have been 10 or 12 different appointments – at different clinics, on different dates and times with different specialists, the usual travel to and from, the waiting times and different results delivered on varying dates – all happened seamlessly in the space of a few hours.

Each appointment followed the last with perfect timing, even when we travelled between Harley Street buildings and separate specialisms. There was no waiting, I was accompanied at all times by my hyper-efficient coordinator who knew everyone and had them all responding to her instructions.

Read more: Zahida Fizza Kabir on why philanthropy needs programmes to achieve systemic change

The only time I sat down with nothing to do was at the end, when I was given a recovery suite and my chosen lunch of sushi, before I headed back to the office.

A week later, I met Medical Director Dr Paul Jenkins to go through the results. Each had been interpreted by a consultant in that field, and then reinterpreted by him.

I was fine, but that’s not the point: any one test could have found a potential killer lurking in some part of my body that I would have no idea about: a cancer, a disease of an internal organ, calcification of the cardiac arteries, abnormalities of the lungs.

The clinic offers health assessments packages including full body mole screens, digital mammograms, blood tests, ECG, CTs, MRIs and ultrasounds of all colours and creeds

Dr Jenkins said such discoveries were quite common, and, in each case, discovering it earlier was far preferable to waiting until it manifested itself. So, for less than the price of a secondhand city car, which would you prefer: to bury your head in the sand until, potentially, it’s too late; or to know whether there’s a potential catastrophic engine failure inside your body that you can avoid and treat? Seems like a no-brainer.

The modern health assessment, by Dr Paul Jenkins

“We all accept the concept that prevention is better than cure for so many aspects of our lives, yet so many people ignore this in relation to their most valuable possession – their health.

I have seen the devastating consequences of this approach so often and the desperate attempts to repair the damage when it is sadly too late. Now, modern imaging technology (CT, MRI and ultrasound scans) allows us to see inside the body in incredible detail and to detect the very earliest stages of so many diseases that, if left, would progress to cause serious ill health or death.

Echelon Health Founder and Director Dr. Paul Jenkins ensures clients are equipped with a detailed health analysis and a plan for future healthcare

Undergoing a three-yearly, high-quality preventive health assessment should be a routine for everyone over the age of 50. It amounts to a modest monthly cost that, for many people, is a small price for the life assurance it brings, along with enormous peace of mind”.

Dr Paul Jenkins is a Consultant Physician and Medical Director at Echelon Health, London 

www.echelon.health

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

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

Nadya Abela

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Perched on top of a mountain, the Bürgenstock Hotel boasts unparalleled views of Lake Lucerne

Bürgenstock is the most ambitious resort development in European history, a spectacular complex of luxury hotels, spas, contemporary restaurants and a high-end medical clinic perched on top of a mountain overlooking Lake Lucerne in Switzerland, on the site of a historic hotel and developed at a cost of 550 million Swiss francs by the Qataris. LUX Editor in Chief Darius Sanai speaks to Managing Director Bruno Schöpfer about the challenges and delights of creating something on a scale never done before

Bruno Schöpfer

LUX: Bürgenstock is not just about creating something for now, it’s also a vision of the future in many aspects. How did that come about?
Bruno Schöpfer: That’s a big question! First of all, the Bürgenstock Resort has a past, so it’s not something created from scratch. When I took over the whole development, I created a slogan called the ‘future has a past’ and, as an example, we held an exhibition with historic elements and future elements in order to show not only the press, but also internal people working on the project that we will honour the past. We want to protect our heritage because one day these global visitors will want to visit us to see not only our clear mountains, our air, our lakes, but also to see our history.

And then of course we wanted to recreate the stories about all the famous visitors such as Mahatma Gandhi or Audrey Hepburn (who lived here for 12 years). What great stories to have and to build on for the future. We have included all of these elements in the development of the resort.

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Another important element is food and beverage, especially for Asians, [for whom] food is immensely important. At breakfast they talk about what they want for lunch and at lunch they talk about what they want for dinner. So the food element is key to the resort. We tailored it to our future visitor markets. Not that we wanted to forget our Swiss.We know the Swiss are also well travelled and will enjoy Spices restaurant with its Chinese, Indian, Japanese, Thai cuisine, and they will enjoy Sharq, the oriental restaurant with Lebanese mezze and Persian grills. All of these elements together, I think, are a cocktail for success. The resort, as the largest of the developments in Switzerland, is what we call the beacon – in German we call it the leuchte – to bring visitors to Switzerland.

LUX: How did you choose the brand name for the emerging group?
Bruno Schöpfer:  We have three historic brands: the Schweizerhof, the Royal Savoy – which, in my opinion, has the biggest potential for international development because it is unique – and of course the Bürgenstock brand. Again, it is very much a Swiss brand – it has been in place for 145 years – and we decided this would become the umbrella brand for the properties.

A Deluxe Lakeview Room at the Bürgenstock Hotel

LUX: Is there potential for expanding the brand beyond Switzerland?
Bruno Schöpfer: There is potential, but for the last ten years we have been focusing on conceptualising and renovating these wonderful assets – we’ve spent one billion Swiss francs on them – and I think the next focus should be to market these globally. And then as a next step yes, I can see an expansion, but one step after another. Now we have established, next is to market it globally and then, yes, there could be an expansion.

LUX: In the past F&B was more incidental to the hospitality concept in Europe, whereas here the restaurants are really a destination in themselves, with their own identity. You didn’t bring other brands in to run your restaurants – what was the thinking behind that?
Bruno Schöpfer: My passion is F&B. I started off my career as an F&B manager in famous hotels such as Mandarin Oriental Bangkok and in my spare time, my hobby is to look at amazing hotels and restaurants. Because of that knowledge, I’ve met and worked with some amazing talent. I basically felt that we would be able to manage with our own global talent. We do have one association and that’s with Marc Haeberlin, who has a three Michelin-star restaurant in Alsace and is the consultant chef at RitzCoffier. We very much put a focus on absolutely great talent. I myself have worked in Thailand, Malaysia and the Philippines; the executive chef/culinary director worked in the Philippines, Thailand, Switzerland and the US.

Read more: New levels of sophistication in Ibiza Town

LUX: You’ve created a new dining concept in each of the locations – was that with an eye to the future market?
Bruno Schöpfer: That’s a very good question. If a Swiss goes on holiday to China, after one week he is looking for his Swiss sausage salad. Today’s international traveller from, let’s say, China or India, is no different. After a couple of days, they want their authentic, national cuisines. We know that in Switzerland there are very few really good oriental restaurants. So the key to our success will be to create many cuisines in the hotels in which we operate. I know very well that these markets will change and develop, and before long – especially the Chinese and Indian markets – they will become a lot more sophisticated, and the need for their cuisine will always be there. We always have the future markets in mind. And we’re not surprised that we’re seeing a Swiss liking for such cuisines; the Swiss are a big travelling nation and you see them in all the markets. For them, it’s very emotional if they can eat a good Thai, Japanese or Indian meal here at home.

Spices Kitchen & Terrace overhangs Lake Lucerne with an open kitchen

LUX: What’s the difference between creating Bürgenstock as a resort and creating Bürgenstock the brand?
Bruno Schöpfer: One advantage is that the brand goes back 145 years. It was once a great brand, but a lot of people will agree it is much easier to reenergise a brand than to create one. We are not a large company here who can put hundreds of millions of dollars behind the creation of a brand. We made the decision with the Schweizerhof, the Savoy and Bürgenstock to keep the historic branding; they have a following and a history. It’s all about brand protection and brand management. If you start a new brand it can be quite a challenge just to be registered. We have succeeded with ours because they have been in the market for so long, all of them. But now it’s a matter of how we reload and reenergise them, because a brand is only as good as its content.

LUX: Is Bürgenstock a reason to come to Switzerland for your many of your guests who otherwise wouldn’t? Are they coming here instead of going elsewhere?
Bruno Schöpfer: I think Bürgenstock should become a reason for people to come to Switzerland. We compete when it comes to the inter-continental travel market for travellers’ time. We need to give an international traveller enough attractions, or what I call ‘wow’ factors. It’s all about ‘wow’ today. We want people to come to our resort, pull out their phone and send a WhatsApp picture to their friends. They call it mouth-to-mouth advertising. We want that to happen.

We want to create not one USP, but many USPs, and if you look around here in the resort, you see lots of ‘wow’ factors. Is it the spa with the infinity pool 500metres above Lake Lucerne? Is it the Spices restaurant overhanging the lake and with its amazing open kitchen? Is it the health and medical wellness facility? There are lots of ‘wow’ factors. The reason is very simple. We want the people who visit us for a restaurant to be so impressed that next time they will stay here three days. And we can see that happening right now – it’s high season and we have a lot of Middle Eastern traffic. Most of the people who check-in extend their stay. Just yesterday I had someone staying for two nights who extended his trip by another two nights because, he says, ‘I cannot see it all in two days, I need four!’

The infinity pool at the Alpine Spa, 500 metres above Lake Lucerne

LUX: You’ve been in the luxury travel industry for a while now. How has luxury travel and the leisure traveller changed over the last twenty years?
Bruno Schöpfer: The biggest change happened, in my opinion, with 9/11. From then on we’ve been seeing a lot more private air travel. Here we have the great advantage of a private air strip and four helicopter pads, so we’re seeing more people arrive by private planes and helicopters. Another change is that people are having more holidays. The historic holidays of people staying in the resort for two weeks are now less common. When it comes to our Bürgenstock Hotel and the Palace, the average stay is two or three days.

LUX: Are travellers’ demands higher now?
Bruno Schöpfer: As a whole, yes, demands are much higher. I would say that in the luxury sector generally service has improved. We are a lot more customer-oriented than in the past. Social media and online rating systems put everyone on their toes and make it more demanding, because people can read about it for themselves on Google. But I think the key has to be employing talented people who are interested and passionate about what they do. I always say I’ve never worked a day in my life. In other words, you have to have fun. If you’re not having fun then what are you doing? If it’s not fun then it’s really boring. We need more people who really enjoy what they’re doing, and I think here we offer a surrounding that gives you that. But of course it’s a tough job…I don’t want to glamourise it. It’s a tough job with high occupancies, full restaurants and lots of check-ins and check-outs. If you don’t enjoy what you’re doing it would be difficult.

Read more: Sassan Behnam-Bakhtiar in conversation with Jean Cocteau

LUX: You’ve been open a year now – what have been the greatest challenges?
Bruno Schöpfer: How long do we have? First of all it was a challenge to just get everything ready. When you’re building thirty buildings all to a certain standard, with high interior design specifications, you need to have an amazing team and really passionate people around you. You need to communicate well with your builders. There are so many elements that have to come together from all over the world: marble from Italy, case goods from China…it’s a fantastic logistical masterpiece. And of course you have delays. When things are not there you have to be creative and know how to overcome a certain shortcoming.

Another challenge is the defects: when you take a building into operation it looks great, but you flush a toilet or have a shower for the first time and you realise there are a few issues that you need to fix. That’s normal for building projects. These rectifications are very strenuous and time-consuming because they involve not one but sometimes half a dozen parties. That’s challenging.

The silent room at the Alpine Spa

Another challenge for us is the weather. When we have wonderful weather we have perhaps three times more visitors than when we have bad weather, and the implications of that can be tremendous in both cases. You might have full fridges, but the weather is less good so you have less day visitors. But then you might suddenly have wonderful weather and you have three times more visitors than expected. We had amazing weather in September, so when people heard the resort was opening we were flooded with thousands of people. That put a lot of strain on the team and the restaurants, all of which were not yet used to the operation.

There’s also training and retaining staff. The fact is, when you hire a team, not everyone will stay. Twenty percent might leave because they don’t like the job, or you don’t like them, and so you need to re-recruit. So that was basically the first year. But the main challenge besides the usual delays of construction and the defects was the tremendous level of business we had. We opened with full hotels, full restaurants and that has been quite a challenge.

Read more: Wendy Yu on building bridges between the East and the West

LUX: The resort must require a big team – how do you find your staff?
Bruno Schöpfer: There is a staff issue in Switzerland. We have a big pharmaceutical industry and a banking industry; in other words, we have many competing industries with tourism. Fifty percent of our graduates from École hôtelière de Lausanne, my alma mater, join banks, the famous food companies. So, how do we bring 700 people to work here? One strategy from day one was to build at least two hundred staff rooms in the resort to provide convenience for staff members. We now have 200 staff members who live in the resort, so we provide them the fantastic convenience of walking five minutes to work. No commuting – that’s one way to bring staff here. People who are interested and passionate about the industry love to work with such an amazing brand because it’s great for their CV. The chefs love to work here because we are not a boring Swiss restaurant. Young people find this a very interesting and enriching resort to work in. They can learn. When it comes to these great restaurants we needed specialists from these countries. In Switzerland we have very strict labour restrictions, so we couldn’t hire someone from Thailand without a labour permit. We had to obtain what are called third-country permits to hire people from Iran, Lebanon, India, Thailand, China and Hong Kong, who bring the authentic know-how of these cuisines to us. We don’t want to create fusion food, we want to create original dishes. To achieve this we need the right employees.

LUX: We have a lot of readers and friends who historically will go for their detox weekends to Lanserhof or Merano; will this be an alternative?
Bruno Schöpfer: We would love to be an alternative, but we are also aware that we cannot create that in twelve months. You’ve actually just touched on a business I’m very passionate about. I have visited – although I don’t look like it – every place under the sun when it comes to the likes of Lanserhof and Merano, and when I created the concept of the resort in 2008, I asked myself what the next big thing in Swiss tourism was. Nowadays every hotel has residences, ballrooms, the traditional spas. We must be able to take advantage of the reputation of Swiss medical treatments. The King of Saudi Arabia comes to Geneva for medical treatments, the ruler of Doha flew in after he broke his leg for treatment in Zurich, we have a lot of Chinese who come to Switzerland for what we call the ‘sheep’ treatment [a treatment involving the injection of stem cells from sheep]. So there is a lot of history and outstanding medical treatment here in Switzerland.

When we developed this concept I had the help of a doctor and I created a medical advisory board. We basically looked at five business segments which we have now developed. One segment is what we call the medical recovery where people recover from musculoskeletal operations and cancer treatment. But we are not a hospital and we don’t want to be one because that is a totally different investment. We don’t want to be in competition with hospitals – there are plenty of operating theatres in Switzerland – we want to work with hospitals. So the rehabilitation section is where people are rehabilitated after they have been operated on in surrounding hospitals.

The outdoor pool at the Waldhotel Spa

We have a detox and weight-loss segment. There is also a basic need for the medical check-up, not a ‘hocus-pocus’ one but a proper medical check-up which analyses bone, muscle and fat density, hormones, etcetera. Another special element is psychosomatic rehabilitation, which I approached from a business point of view. Together with cancer, burnout is the fastest-growing condition in the population, especially in a place like Switzerland where we are all in the tertiary sector and under immense pressure to deliver. Burnout is prevalent. This is big business for us – sorry if I call the wellbeing of others a business – but we have a facility here which is pristine, where you can have a perfect sleep in the perfect surroundings, with green mountains and fresh air where you can recharge your batteries. We are in a fantastic location to do this. That is one of our other areas of expertise. The last one is all to do with anti-ageing, because people want to look better. I hate the word anti-ageing – we call it ‘better ageing’ – but it’s everything about skin and looks. We have Dr Jalili, a very good dermatologist, and of course botox is a part of it all too; that’s basically what the Waldhotel offers.

At the end of the day, the resort is a one-stop shop in one place and in two days you can do a total medical check-up on the spot. It’s very efficient.

LUX: Where will Bürgenstock the brand be in 10 years?
Bruno Schöpfer: I’d love to see another couple of hotels. I hate to say ten hotels in ten years…I don’t believe in that. I’d much rather see two or three hotels that are just right rather than growing for the sake of growing. Let’s just do it right. A good brand needs to develop in its own time. It’s also very difficult to recreate a place like the Bürgenstock Resort. It’s unique.

LUX: That was my next question – how will you find anywhere else, is there anything else like this?
Bruno Schöpfer: There could be, there could be. But one has to look very carefully. It’s difficult to find a place with this amazing history, this privileged location, these amazing buildings and atmospheric hotel village. But never say never..

For more information on the resort and facilities visit: buergenstock.ch