• Two decades of Bentley in China marked with new Mulliner Bentleys
• Four families of 20 cars each showcase stunning Mulliner designs
• Each family inspired by a different iconic London location
• Mulliner’s designers create unique specifications to reflect unique characters, matched by artisanal handcraftsmanship
• New colours, veneers and bespoke details used for the first time
• ‘The Guard’ Continental GT pays homage to the Royal Guards
• ‘The Carnaby’ Continental GTC celebrates Carnaby Street in Soho
• ‘The Pall Mall’ Flying Spur inspired by the Bentley State Limousine
• ‘The Savile Row’ Bentayga inspired by the world’s most famous tailors
• All 80 V8-powered cars to be sold in China

(Crewe, 15 July 2022) Bentley Mulliner has created a unique collection of new Bentleys to celebrate the 20th anniversary of the British marque’s presence in China. Each of the four special models has been inspired by a famous location in London, where W.O. Bentley founded Bentley Motors in 1919.

Mulliner’s considered design and meticulous handcraftsmanship have been applied to the Continental GT, Continental GTC, Flying Spur and Bentayga to create the four families of cars within the collection, with each one numbered as one of 20 to denote its exclusivity.

The four models – The Guard, The Carnaby, The Pall Mall and The Savile Row – introduce unique designs, embroidery and Mulliner features that characterise the cars and celebrate their iconic London muses. 20 cars in each family are due to be individually handcrafted by Mulliner, and all are destined for Chinese clients.

The Guard

The first car in the collection is The Guard, inspired by the famous Royal Guards who protect the Royal Household. St James Red pearlescent paint with a Beluga roof mimic the red tunic and 18” black bearskin hats worn by the Guards. The bodywork is complemented by 21” ten-spoke wheels, painted black but with a bright machined finish, and a carbon fibre Styling Specification body kit (front splitter, side sill extensions, rear diffuser and boot lid spoiler) also painted in Beluga but finished with a Moonbeam pinstripe. Subtle ‘The Guard’ exterior badges in black, denoting the car as one of 20, adorn the front wings.

Inside the cabin, a bespoke three-tone colour split in Linen, Beluga and Hotspur is completed by Beluga lambswool rugs. Veneers match the leather, being finished in Piano Hotspur over Piano Black, demonstrating Mulliner’s ability to paint wood veneer to match any interior hide or exterior paint hue. Contrast stitching and piping add the final accents of colour.

The gold tunic buttons of the Guards’ uniform are reflected by Gold Organ Stops to control the cabin heating, ventilation and air conditioning system, while the speakers of the Bang & Olufsen sound system are finished in black and gold to match. Headrest embroidery, an overlay to the passenger fascia and bespoke treadplates all carry The Guard graphics.    

The Carnaby

The Convertible model in the collection is The Carnaby, based on Carnaby Street in London’s Soho district. Known for its energetic and lively atmosphere and bright colours, Carnaby Street has inspired an equally vibrant Bentley available in four different colours – Radium, Jetstream II, Orange Flame and Onyx. 22” wheels are black-painted and then finished with a solid white (Arctica) accent, which is matched by an Arctica pinstripe to the Styling Specification body kit. The Carnaby badging is fitted to the front wings.

Inside, bespoke Radium hide accents and matching contrast stitching in both Radium and Silver bring a splash of vibrancy through Beluga leather, along with a colourful diamond motif set into the passenger fascia, that represents the four colours in the family.

The centre console features new dark tint diamond brushed aluminium, while embroidery uses the same diamond motif as the fascia – with the exterior colour shown more boldly in the four-colour design.

The Pall Mall

In 2002, the same year that the first Bentley was sold in China, Bentley delivered a new State Limousine to Her Majesty The Queen, in celebration of her Golden Jubilee. 20 years later, the car is still the official State Limousine of Her Majesty, and often seen on formal and state occasions.

The Pall Mall Flying Spur is a 2022 homage to the State Limousine, featuring bespoke duo-tone Beluga over Claret paint with matching 22” ten-spoke wheels in a claret-painted and bright-machined finish. Exterior bright chromework and a “The Pall Mall” badge to the C-pillar complete the regal exterior.

In the four-seat cabin, a bespoke and unique front-to-rear colour split separates the rear seats from the front, flowing from Imperial Blue in the front to the bespoke hide colour of Baroda Blue (colour-matched to the hide in the State Limousine) for the rear seats. A full length centre console separates the two rear seats. The veneer uses one wood species with two different finishes – Open Pore Burr Walnut over High Gloss Burr Walnut, for a beautiful combination of pattern and texture. The rear doors are finished with Burr Walnut, while the backs of the front seats house picnic tables finished in Piano Baroda Blue.

The finishing touches to the cabin include bespoke micro-piping in Pale Gold, contrasting with seat piping in Imperial Blue. A bespoke crown motif is embroidered to the seats, and the rear seats include loose leather-trimmed cushions. The crown motif is also repeated as a veneer overlay in Gold to the centre rear console, the passenger fascia and the rear door panels.

The Savile Row

The final car in the collection is The Savile Row – a Bentayga that uses the world-renowned home of tailoring as its inspiration. Traditional tailoring materials are given a modern twist, with a design that pays respect to the craftspeople of Savile Row.

Clean Cumbrian Green bodywork is twinned with 22” ten-spoke wheels, Cumbrian Green-painted and with a bright machined finish. Inside, the four seat cabin with rear centre console uses a beautiful bespoke colour split in Cumbrian Green and Portland hides, with carefully selected areas of contrast stitching. Mulliner’s ‘Serenity’ seat quilting to the seats, doors and backboard is complemented by bespoke and exclusive High Gloss Burr Elm veneer on the fascias, centre consoles and door waistrails – the first time this veneer has been used in a modern Bentley.

Embroidery showing a suit and bow tie is stitched to the headrests, while the special model is also denoted by an overlay in the passenger fascia and by bespoke treadplates, along with exterior badging to the D pillar.

Summary

The 80 cars of this special collection will be sold exclusively in China over the coming months, with the first examples due to make their global debut in China shortly. Customer demand for these unique examples of Mulliner’s incredible design and artisanal handcraftsmanship skills is already extremely high.

– ENDS –

Notes to editors

Bentley Motors is the most sought-after luxury car brand in the world. The company’s headquarters in Crewe is home to all of its operations including design, R&D, engineering, Mulliner and production of the company’s five model lines, Continental GT, Continental GT Convertible, Flying Spur, Bentayga and Bentayga EWB. The combination of fine craftsmanship, using skills that have been handed down through generations, alongside engineering expertise and cutting-edge technology is unique to UK luxury car brands such as Bentley. It is also an example of high-value British manufacturing at its best. Bentley employs around 4,000 people at Crewe.

It’s not surprising that informatics healthcare leaders, with their day-to-day lives steeped in data, would be at the forefront of applying artificial intelligence (AI) and predictive analytics to address healthcare challenges. Indeed, an analysis of responses to Philips’ Future Health Index 2022 – an independent survey of almost 3,000 healthcare leaders across 15 countries – reveals growing trust in AI and predictive analytics among this important group. However, the report also reveals that despite growing trust among informatics leaders, radiology leaders are the true early adopters of advanced analytics technologies. Ever since digital PACS (Picture Archiving and Communication Systems) were introduced around 30 years ago, radiology departments have been amassing huge amounts of known-outcome medical imaging data, much of it already quantitative or retrospectively quantifiable. What better data set to train AI and predictive analytics algorithms on.

Almost a third (31%) of the radiology healthcare leaders surveyed stated they had already adopted predictive analytics, compared to the global average for all healthcare leaders surveyed of less than a quarter (24%). In fact, nearly 4 out of 5 (82%) believe predictive analytics can have a positive impact on health outcomes overall, with around three quarters believing it could positively impact population health management (76%) and health equality (76%). In addition to these patient benefits, three-quarters (75%) reported that predictive analytics can also positively impact the healthcare staff experience. Faced with ever-increasing demand to deliver better and faster diagnoses in the face of a world shortage of skilled radiologists, that could be an important benefit in terms of staff retention.

A positive experience but with reservations

As early adopters, radiology healthcare leaders’ initial experience of predictive analytics appears to have been positive. More than three quarters (79%) stated that they trust the technology in clinical settings, with a similar proportion (75%) stating they trust it in operational settings. Like other healthcare leaders, 29% of those surveyed indicated that improved data privacy and security protocols, and better regulation of privacy and security in clinical applications, would increase trust even further. Nearly one-third (31%) expressed a desire to know what goes on ‘inside the box’ in terms of transparency about how insights and recommendations derived from predictive analytics are determined.

The good news is, 76% of radiology leaders surveyed appear to have confidence in the accuracy of their data and in their facility’s ability to extract insights from it (77%).

Chief Business Leader of Precision Diagnosis at Philips

Kees Wesdorp

“The good news is, 76% of radiology leaders surveyed appear to have confidence in the accuracy of their data and in their facility’s ability to extract insights from it (77%). The bad news is, one of the biggest challenges facing radiology leaders appears to be managing the sheer volume of data available to them, with nearly a quarter (24%) citing it as their top data-related issue.” – Kees Wesdorp, Chief Business Leader of Precision Diagnosis at Philips

It’s no surprise then that almost two-thirds (65%) indicated that their staff are overwhelmed by the amount of data available to them, more than leaders in informatics (59%) and cardiology (55%). Other barriers to the optimal use of data included technology infrastructure, staff resistance to technology upgrades, lack of staff knowledge about how to use the data, and data policy and regulations; many of which are common with their peers in informatics and cardiology. When it comes to rectifying these issues, radiology leaders are more likely (35% of those surveyed) than both the global average (27%) and informatics leaders (21%) to cite specialized healthcare management consulting services as one possible solution, suggesting that data utilization in radiology may benefit from specialized consulting services with a health technology company. Other solutions cited were collaborations with academic institutions, health insurance companies, and other hospitals or healthcare facilities.

Driving productivity in the face of increased demand

In terms of their overall priorities, increasing the level of care and driving radiology department efficiency are top of mind. Nearly one-third (30%) of the radiology healthcare leaders surveyed said being at the forefront of care delivery was their top priority, while almost as many (27%) said that driving efficiency within their facility was a priority. Early adoption of predictive analytics to help address these priorities is a clear indication of their belief in digital solutions.

More than half (53%) of radiology leaders surveyed said they are currently investing in AI, with roughly the same proportion currently investing in digital health records (50%) or electronic medical records (EMR), and only a slightly smaller fraction investing in telehealth (48%). The number investing in digital health records (50%) is significantly more than the global average (39%) for all healthcare leaders surveyed, and higher than the figure for informatics healthcare leaders (32%), indicating radiology leaders view the EMR as essential for achieving their goals.

AI appears to be the next logical step. Asked whether they would be investing in these areas in three years’ time, the number planning to invest in digital health records dropped to 31%, yet the number planning to invest in AI jumped from 53% to 75%. 

Retaining staff

When it comes to staff satisfaction and retention, radiology leaders were roughly in line with other healthcare leaders in saying it is one of their main priorities. Almost a third (29%) said it was one of their priorities, the global average for all healthcare leaders surveyed being 30%. They also indicated that improving staff satisfaction and retention is a challenge that’s not going away anytime soon. Around a quarter (24%) thought it would remain one of their top priorities in three years’ time.

Addressing inequalities

As they come out of the COVID-19 pandemic, addressing healthcare inequalities is also a high priority for radiology leaders, with nearly two thirds (63%) indicating they already have or are developing initiatives to solve health inequalities. As mentioned earlier, it’s one of the areas where they believe predictive analytics could play an important role – a view expressed by over three quarters (76%) of the radiology leaders surveyed.

Now in its seventh year, the Future Health Index 2022 report, based on proprietary research from nearly 3,000 respondents conducted across 15 countries, explores how healthcare leaders are harnessing the power of data and digital technology as they look to address their key challenges coming out of the COVID-19 pandemic. Visit the Future Health Index site for more information on this year’s data and to download a copy of the Future Health Index (FHI) 2022 report: ‘Healthcare hits reset: Priorities shift as healthcare leaders navigate a changed world’.

Philips will present the latest FHI 2022 Global Report results impacting radiologists at the European Congress of Radiology (ECR). Join Philips in the Philips Zone at ECR 2022 (Level 2 Foyer C of the Austria Center), July 13-17, 2022, in Vienna, Austria, and visit Philips at ECR 2022 for more information on Philips’ AI-powered Precision Diagnosis suite of solutions, featuring smart connected imaging systems and integrated radiology workflow solutions, designed to increase diagnostic confidence and clinical outcomes. 

Intel’s board of directors declares a quarterly dividend on company common stock for stockholders of record 

Intel Corporation today announced that its board of directors has declared a quarterly dividend of $0.365 per share ($1.46 per share on an annual basis) on the company’s common stock. The dividend will be payable on Sept. 1, 2022, to stockholders of record on Aug. 7, 2022.

The Air Canada Foundation (the Foundation) hosted its 10^th annual charity golf tournament this week and successfully raised $ 1,087,609 to support charitable organizations dedicated to the health and well-being of children and youth in Canada.

“This is a milestone year for the Air Canada Foundation as we celebrate our 10^th anniversary, and the 10^th annual golf tournament, our largest fundraiser of the year. During the past decade, collectively we have helped make a difference improving children’s health and well-being. On behalf of all the children and families the Foundation supports, I wish to express our heartfelt gratitude and appreciation to Air Canada’s partners and others who joined us for this wonderful event,” said Priscille LeBlanc, Chair of the Air Canada Foundation. “The funds raised will allow the Foundation to continue its mission of helping kids spread their wings.”

“Representing the heart of our organization, the work and mission of the Air Canada Foundation reminds us all of the role we can all take to help Canadian families in need. Despite a very challenging two years during the pandemic, I am very grateful that together, we continue our long history of support in our communities. Thank you to the generosity of our supporters, donors and employee volunteers involved in this year’s fundraising golf tournament which enables the Air Canada Foundation to keep making a difference to children and their families,” said Michael Rousseau, President and Chief Executive Officer at Air Canada.

Held at the Saint-Raphaël Golf Club in Montreal, the event welcomed nearly 300 guests with the support of 100 sponsors and numerous Air Canada retirees and employee volunteers.

A special highlight of this annual tournament is the coveted lemonade stand, manned this year by Air Canada Foundation ambassadors Léa-Jade and Coralie, raising $10,000.

The Foundation also welcomed special guests Gregory Charles, one of Quebec’s most talented artists who performed for the Foundation’s guests, and three-time Olympic gold medallist in women’s hockey, Marie-Philip Poulin.

The Air Canada Foundation today also released its most recent impact report, covering efforts and initiatives throughout 2020 and 2021. Despite the challenges presented over the last two years brought on by the pandemic, the Foundation continued to innovate to provide support to Canadians in need, provided opportunities for employees to give back to their communities, and helped to facilitate donations and humanitarian relief during times of crisis.

The Air Canada Foundation is committed to giving back to children and communities through various programs and partnerships. Since 2012 it has:

• Donated more than $12 million in grants to Canadian-registered charities focused on the health and well-being of children.
• Donated more than 11,000 airline tickets to charitable organizations to support fundraising activities or program development.
• Made possible more than 9,000 flights to make children’s dreams come true.

About the Air Canada Foundation

The Air Canada Foundation, a not-for-profit organization focused on the health and well-being of children and youth, was launched in 2012. It offers both financial and in-kind support to Canadian-registered charities. Core programs include the Hospital Transportation Program, which redistributes Aeroplan points to 15 pediatric hospitals across Canada, enabling sick children to access the medical care they need away from home. The Air Canada Foundation, in collaboration with the airline, also engages directly in fundraising activities, such as the Every Bit Counts program, which encourages Air Canada and Air Canada Rouge customers to donate loose change of all denominations on board flights or through collection containers available in Air Canada Maple Leaf Lounges. The Foundation also offers continued support to major health-related causes that benefit Canadians and is an active participant in international humanitarian relief activity as the need arises. For more information about the Air Canada Foundation, please visit www.aircanada.com/foundation or in Air Canada’s 2020 Corporate Sustainability report available at www.aircanada.com/citizensoftheworld.

About Air Canada

Air Canada is Canada’s largest airline, the country’s flag carrier and a founding member of Star Alliance, the world’s most comprehensive air transportation network celebrating its 25^th anniversary in 2022. Air Canada provides scheduled passenger service directly to 51 airports in Canada, 51 in the United States and 86 internationally. It is the only international network carrier in North America to receive a Four-Star ranking from Skytrax, which in 2021 gave Air Canada awards for the Best Airline Staff in North America, Best Airline Staff in Canada, Best Business Class Lounge in North America, and an excellence award for managing COVID-19. Through its leading travel loyalty Aeroplan program, Air Canada offers the ability to earn or redeem points on the world’s largest airline partner network of 45 airlines, plus through an extensive range of merchandise, hotel and car rental rewards. Its freight division, Air Canada Cargo, provides air freight lift and connectivity to hundreds of destinations across six continents using Air Canada’s passenger flights and cargo-only flights with its fleet of Boeing 767-300 freighters. Air Canada has committed to a net zero emissions goal from all global operations by 2050. 

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The Ritz-Carlton is proud to announce it has been named the top luxury brand by the J.D. Power 2022 North America Hotel Guest Satisfaction Index Study for a second consecutive year, representing the highest guest satisfaction rating among travelers in the study’s luxury segment. The Ritz-Carlton has achieved first place for 7 out of the last 8 years.

“We are thrilled to once again receive this coveted recognition, which shows that through continued innovation and exceptional service we are delivering a memorable experience and exceeding the expectations of our guests,” said Donna McNamara, Vice President and Global Brand Leader for The Ritz-Carlton. “This achievement is also a reflection of the hard work and genuine care provided by our Ladies and Gentlemen at our hotels around the world, as their commitment to our guests is at the heart of every stay.”

The North America Hotel Guest Satisfaction Index (NAGSI) Study, now in its 26th year, measures customer satisfaction from approximately 34,000 hotel guests for stays in North America between May 2020 and May 2021. J.D. Power is a global leader in consumer insights, advisory services and data and analytics, and has delivered incisive industry intelligence on customer interactions with brands and products for more than 50 years.

A year after the devastating flood, the Ahr valley region in Germany still resembles a construction site and claims settlements in some cases are still being resolved. Allianz’s Versicherungs AG Board Member Jochen Haug explains why this is the case and why he sees “light at the end of the tunnel.”

the low-pressure weather system Bernd devastated parts of Germany, Belgium, and the Netherlands, causing an unprecedented catastrophe that claimed the lives of more than 180 people. Particularly affected was the Ahr valley in Western Germany, with entire villages destroyed by the flood.

A year later, the region still resembles a construction site and claims settlements in some cases are still being resolved. Allianz Versicherungs AG’s Board Member Jochen Haug explains why this is the case and why he still sees “light at the end of the tunnel.”

Mr Haug, looking back now, a year on from these events, what is your first thought?

The scale of the disaster was extreme and not comparable to other serious events we have seen here in recent years. I was particularly affected by the immense human tragedy that came from the disaster. You only really realize what that means when you are on site. I had spoken to many customers and there were many who had lost family members, friends, or neighbors. Our local representatives were also severely affected, with their families, houses or agencies caught up in the flooding. The stories heard from people who experienced this night and the following days will not be forgotten.

But what also impressed me very much was the great generosity. Whether it was tidying up, furnishing emergency kitchens, or making monetary or in-kind donations, the response was incredible.

What were the challenges in settling claims?

Immediately after the disaster, we had to think in a completely new way: in the Ahr valley, the infrastructure was destroyed, entire areas were cut off, with no phone or internet connection. How can we reach our customers and representatives? Who is affected and how? What is needed urgently? That was a completely new situation for us. 

The very next day, we pulled together our claims adjusters from all over Germany and sent them to the affected regions. It was clear to us that we had to prioritize. A flooded cellar is a nuisance for the customer and here too a quick and uncomplicated claims settlement was important. But others were left with nothing. Either their houses were badly damaged or no longer standing at all. So we initiated an immediate payment of up to 10,000 euros for a claim report from severely affected customers – without any proof having to be submitted.  …we initiated an immediate payment of up to 10,000 euros for a claim report from severely affected customers – without any proof having to be submitted.  

The essentials could be bought and a hotel room or a holiday apartment could be rented. In addition, our representatives pointed out that everything was wet and there was no electricity. With the help of our Allianz Handwerkerservice (handyman service; English), we bought around 2,000 drying machines and more than 100 generator sets and transported them to our customers in the region. Our local representatives organized the distribution because they knew where the equipment was urgently needed.

It sounds like everything was perfectly planned.

Of course, we are prepared for severe natural disasters. But Bernd posed special challenges and showed us where we needed to change or adapt our processes. In order to make quick decisions, we set up a cross-functional crisis unit. For example, the decision to purchase emergency power generators and drying equipment could be made without large coordination loops. Our representatives on-site recorded the damage to the customers. 

But how do we ensure that these reports and the information on what is most urgently needed get to Allianz and the crisis unit on time? Again, this was a situation haven’t experienced before. 

Office employees drove or ran to the villages to pick up the documents because sometimes the places were not yet accessible by car. It was an extreme situation. All of this was, on an emotional level, enormously stressful for everyone on-site. That’s why we set up a psychological support hotline that gave our customers, employees, and representatives a space to talk about their experiences.

A year has passed since; have all related claims been completed in the meantime?

Motor vehicle and household contents damage are almost completely closed and, in the case of building damage, more than 80 percent of claims have been completed. With the missing almost 20 percent, we are on the right track and assume that the essential restoration and housing of the buildings will be carried out by the end of the year. 

Here, one must not forget that a destroyed or washed away vehicle or household items can be easily paid out as a total loss. With a damaged or destroyed building, the situation is different. Should and may it be rebuilt in the same place? When is the building permit available? Electricity and water connections as well as the public infrastructure must first be restored before further steps can be planned. A complete drying of a building takes months, provided there is electricity and a drying device. Many craftsmen in the region were affected themselves and order books were oftentimes full. 

With the help of Allianz Handwerkerservice we were also able to provide support from other regions of Germany and the necessary material must also be available and accessible. But, as one customer we spoke with in a video report (see above) said: “You see a light at the end of the tunnel.”