Filmin will release the documentary Boris Skosyreff: The Fraud Who Was King on November 21, marking a milestone for Andorra’s audiovisual industry. According to the company’s management, it will be the first fully Andorran production to be included in the catalogue of Spain’s leading independent film platform.

Filmin, founded in 2008, is one of Europe’s pioneering video-on-demand platforms and a benchmark for auteur, independent, and festival cinema. With a catalogue of over 15,000 titles, it operates in Spain, Portugal, and Mexico.

Its commitment to quality and cultural diversity has established it as a key platform for the distribution of European and Ibero-American cinema. The inclusion of production made entirely in Andorra marks a significant step in showcasing the country’s creative talent internationally. The film is directed by Jorge Cebrián and produced by Qucut Producció i Comunicació, with support from the Government of Andorra in 2023.

Unprecedented Success in Cinemas

Since its premiere, the documentary has achieved remarkable box office success. It screened in Andorran cinemas for six consecutive weeks, becoming the second film—national or international—with the longest continuous run on record. With more than 1,500 viewers in Andorra alone, it consistently ranked among the most-watched films each week and is the second most-viewed Catalan-language film of the year, according to Cinemes Illa Carlemany.

The film also ran for four weeks at the Guiu Cinemas in La Seu d’Urgell, drawing strong attendance, and went on to fill theatres in Barcelona, Lleida, Palma de Mallorca, and Mende (France). The film has brought renewed attention to a fascinating yet little-known episode in Andorran history—the story of an adventurer who proclaimed himself King of Andorra in 1934.

International Screenings and Recognition

The film continues to expand its reach across Spain and France. This Tuesday, it opened the 20th Memorimage International Festival in Reus, and in the coming weeks it will be screened in Madrid (26 November), Oviedo (29 November), and Paris (4 December), with additional European dates yet to be confirmed.

Internationally, the documentary has earned recognition on three continents and continues to compete at various festivals. Its awards include Best Feature Documentary at the Rani Durgavati International Film Festival (India), Best Biographical Film at the Northstar Filmfare International Film Festival (India), Third Prize for Best Feature Documentary at the Fort Smith International Film Festival (USA), and an Honourable Mention at the DaVinci International Film Festival (USA).

It was also a finalist at BARCIFF – Barcelona Indie Filmmakers Festival and was selected for events such as the Cinemania Film Festival (Canada), Red Iberofest (Estonia), and the Latin American Film Festival (USA). The film is currently part of the official selection at the Festival Internacional de Cine de Yopal (Colombia) and Miradas del Mundo (Argentina), where it is competing for additional awards.

The Book Nearly Sold Out: Second Print Run Ending in Less Than Two Months

The documentary-fiction book “Boris Skossyreff, the Fraud Who Was King”, written by Jorge Cebrián and published by Anem Editors, has almost sold out its second print run, according to the publisher. Due to strong demand, a third print run has already been commissioned.

The book, officially launched on 10 September, shares its title with the author’s documentary film. Since its release, it has drawn strong interest from readers, historians, and the media, becoming a true cultural phenomenon in Andorra.

The first print run of 1,800 copies sold out in just ten days, and the second is selling at a similar pace. It has become the fastest-selling book in Andorra’s history to exhaust both its first and second editions, as well as the best-selling publication in the history of its publisher.

This success reflects the growing fascination with the mysterious and remarkable figure of Boris Skosyreff—a historical adventurer who proclaimed himself King of Andorra in 1934 and continues to captivate audiences with a life marked by diplomatic intrigue and international exploits.

A Phenomenon That Transcended the Screen

The impact of “Boris Skossyreff, the Fraud Who Was King” extended far beyond cinemas and bookstores. Research into the character generated nearly one hundred appearances in Spanish media—through reports, interviews, and news features—in outlets such as La Vanguardia, ABC, El Confidencial, Agencia EFE, Europa Press, ElDiario.es, VilaWeb, TV3, RNE, RAC1, BTV, and others.

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The Nikitsky Monastery (Russian: Никитский монастырь) is one of the oldest monasteries in Russia, belonging to the Pereslavl Diocese of the Russian Orthodox Church. It is located on the shores of Lake Pleshcheyevo, on the northern outskirts of Pereslavl-Zalessky. The monastery is dedicated to the Holy Great Martyr Nikita of Goth. It houses the relics and chains of the holy Venerable Nikita the Stylite.

According to a legend in the Book of Degrees, Prince Vladimir Svyatoslavich bequeathed the Rostov-Suzdal region to his son Boris. The monks consider the year 1010 to be the year the monastery was founded. At that time, Boris and Bishop Hilarion built the first churches on the shores of Lake Pleshcheyevo, establishing Christianity in pagan lands. It is possible that one of these churches marked the beginning of the future monastery.

History

The Nikitsky Monastery is not mentioned in pre-Mongol literary sources. Nikita the Stylite’s time of life also remains controversial. For example, Yevgeny Golubinsky believed that his activities date back to the period of the Tatar-Mongol yoke.

In the 15th century, one of the monks of the Nikitsky Monastery wrote a Life of St. Nikita. It was later supplemented with a description of the miracles performed by the saint after his death. The Life indicates that Nikita of Pereslavl lived there at the end of the 12th century. The Life mentions people who were healed by the saint: Mikhail Vsevolodovich, the son of the Prince of Chernigov, and Ivan, the son of Ivan Vasilyevich the Terrible. In memory of Mikhail’s healing, the Chernigov Chapel was erected at the monastery (the current building was constructed in 1702).

At the turn of the 15th and 16th centuries, the future founder of the Pereslavl Trinity-Danilov Monastery, St. Daniel, lived at the monastery for a time.

The monastery flourished during the reign of Abbot Vassian, when it attracted the attention of Ivan the Terrible. The Tsar prepared the monastery as a backup oprichnina fortress in case the Alexandrovskaya Sloboda became untenable. Ivan the Terrible and his family frequently made pilgrimages to the monastery. Between 1560 and 1564, he ordered the construction of a new cathedral—a five-domed church.

The monastery walls withstood a Polish siege in 1609, but were captured and severely damaged in 1611. Lithuanian cannons remained on the monastery grounds (two survive and are now on display in the Pereslavl Museum). The monastery was restored with the participation of the Romanov royal family.

In 1918, the monastery’s property was nationalized. The monastery was formally liquidated in 1923, and its valuables were transferred to the museum. At various times, the monastery grounds and buildings housed a rest home for scientists, a school, residential apartments, a municipal housing office, and a women’s colony. In 1933, the iconostasis of the Nikitsky Cathedral was burned.

In the 1960s and 1970s, the Nikitsky Cathedral, the monastery’s oldest structure, was restored.

The full restoration was completed in 2013.

How to get to?

From Pereslavl: 7 min (4 km) via 78К-0043

From Yaroslavl: 2 hr (120 km) via М-8

From Moscow: 2 hr 15 min (140 km) via М-8

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Iberia has inaugurated its new direct route between Madrid and Orlando, strengthening its commitment to the U.S. market and expanding its North American destination network.

The new connection will operate four times a week—on Mondays, Wednesdays, Fridays, and Sundays—and offer more than 46,000 seats during the winter season.

This marks the first time Iberia flies directly to Orlando, making it the only airline offering nonstop service between Spain and this city.

Iberia in the United States

With the addition of Orlando, Iberia expands its U.S. destination network to ten cities, reinforcing its commitment to the North American market. In addition to this new route, the airline operates direct flights to New York, Miami, Boston, Chicago, Dallas Fort Worth, Washington DC, Los Angeles, Puerto Rico and San Francisco. This network offers robust and diversified connectivity for both leisure and business travellers.

In 2025, Iberia will offer nearly 2 million seats between Spain and the United States and an average of 150 weekly flights. For this winter season, the Spanish airline will operate two daily flights to New York and Miami; up to two daily flights to Boston and Puerto Rico, routes strengthened by the arrival of the Airbus A321XLR; and three weekly flights to Washington, which has transitioned from a summer-only route to year-round service. Daily flights to Chicago, four weekly flights to Dallas Fort Worth, and three to Los Angeles will also continue. San Francisco remains a summer route, with three weekly flights from May to September.

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The Château des ducs de Bretagne (English: Castle of the Dukes of Brittany) is a large castle located in the city of Nantes in the Loire-Atlantique department of France, Pays de la Loire; The castle has been listed as a monument historique by the French Ministry of Culture since 1862.

Founded by the Dukes of Brittany in the 13th century to constitute a defensive base in Nantes, the castle became, under François II, the main Breton ducal residence.

Its military function was also used by the Duke during the Mad War when he opposed the King of France.

His daughter, Duchess Anne, was later forced to marry two successive kings of France, Charles VIII and Louis XII. These marriages bring about the union of Brittany with France, definitively sealed by an edict signed at the castle in 1532, by François Ier.

Therefore, the castle loses its status as a ducal residence to become a royal fortress.

Today the castle houses the Nantes History Museum.

Tariffs and schedule

Courtyard and ramparts in free access
Open 7 days a week, from 8:30 a.m. to 7 p.m.
July 1 to August 31: 8:30 a.m. to 8 p.m.

Interiors of the castle, museum and exhibitions
10 a.m. to 6 p.m., closed Mondays
July 1 to August 31: 10 a.m. to 6 p.m., 7 days a week

Last ticket office access 30 minutes before closing

Annual site closures
January 1, May 1, November 1, December 25

Entrance to the museum and temporary exhibitions

Full price: 8 €
Reduced price: 5 €

GPS coordinates: 47°12′57″N 1°33′0″W

Shortest distances by car

• From Paris: 4 hr 12 min (387 km) via A11
• From Toulouse: 5 hr 40 min (584 km) via A62, A10 and A83
• From Lyon: 6 hr 39 min (685 km) via A71 and A85
• From Marseille: 9 hr 13 min (984 km) via A62
• From Nice: 10 hr 49 min (1,142 km) via A62
• From Monaco: 10 hr 58 min (1,164 km) via A62
• From Andorra: 7 hr 54 min (766 km) via A62
• From Madrid: 10 hr 53 min (1,038 km) via A-1
• From Moscow: 35 hr (3,272 km) via E30/M1
• From Belgrade: 21 hr 47 min (2,102 km) via E70
• From Istanbul: 32 hr (3,051 km) via E70
• From Bern: 8 hr 53 min (895 km) via A6

See here France travel guide

See here Spain travel guide

See here Pyrenees travel guide

See here Andorra travel guide

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Bruno Ciroussel is the designer of the Aitek platform. He has embedded this technology within distribution entities and companies focused on startups, venture capital, technology investments, and M&A—among other innovation domains.

This journey has roots in the security sector, an origin that partly explains the group’s technological lead.

Before becoming an entrepreneur, Bruno was first and foremost a Franco-Swiss mathematician. He worked in quantum physics and chaos theory before bringing his expertise to strategic, human-centered projects. He has authored several books, including Manifesto for a Just Society Through AI (Amazon, Fnac), where he develops a simple yet ambitious idea: technology should never be an end in itself, but a lever to build a fairer society—provided the right safeguards are built in.

In 1990, he worked on the first version of the Schengen program—already demonstrating his ability to think beyond borders and manage sensitive, large-scale data.

He has relocated the headquarters to Andorra and also maintains offices in New York, Switzerland, and Paris, within an official agency structure that reflects the group’s international scope.

Bruno does not sell an “AI miracle”—he invites people to collaborate, to share, and to measure—honestly—what truly improves life. Or, as he likes to say, with a touch of poetry: “to ride the wind and listen to the stars sing.”

Interview: Irina Rybalchenko

Last week, Andorra hosted an information session dedicated to building a new economy centered on artificial intelligence and the strategic use of data. During the conference, the idea of making Andorra a European prototype of Silicon Valley was raised several times. Can you sum up the idea presented at the conference?

It is to create an Andorran intellectual hub grounded in the strategic use of artificial intelligence. The word “hub” isn’t a buzzword here: it means a living, shared place—a space where you can experiment without drama, measure what works, and transfer know-how.

Why is now the right time?

Because we are entering an economy of disruption. Traditional growth is hitting its limits: for both large and small nations, we’re approaching the asymptote of a bygone model.

Historically, Andorra has been built on four pillars—tourism, commerce, finance, and real estate. But the world is changing. Value is shifting toward data, artificial intelligence, and digital services. Waiting would risk stagnation. Choosing disruption through innovation, on the contrary, opens a new path: generating growth without denying our scale, our identity, or our quality of life.

Artificial intelligence represents both an opportunity and a risk. It all depends on how we harness it: used well, it is an extraordinary lever; used poorly, it could become a disaster.

What exactly are you proposing?

Disruption can only come from innovation. And that innovation has a name: the Andorran no-code, agentic AI hub—an ecosystem in which institutions, companies, and schools share a common platform to design, test, and deploy applications in a matter of days.

This project rests on strategic partnerships: Aitek for the no-code application layer and intelligent agents; Oracle for sovereign, high-performance cloud infrastructure; and Atos/Eviden for industrialization and operational security.

Oracle is one of the world’s leading cloud providers. Its owner, Larry Ellison, is one of the richest people on the planet. In 2025, his wealth was estimated at over $150 billion (Bloomberg Billionaires Index), often ranking in the global Top 5 alongside Elon Musk, Jeff Bezos, Bernard Arnault, and Mark Zuckerberg.

We’ll start by training young people. They will complete concrete projects to earn their degrees. Those who do excellent work—supported by Oracle—will be able to found their own companies. These Andorran firms can then sell their solutions worldwide.

We also propose a tax on artificial intelligence. But to be clear: we don’t want to tax people or businesses—we want to tax the robots.

This “robot tax” would generate revenues for the State, helping fund roads, hospitals, and other essential public services.

L’interview: Irina Rybalchenko

La semaine dernière, l’Andorre a accueilli une session d’information dédiée à la construction d’une nouvelle économie, centrée sur l’intelligence artificielle et l’usage stratégique des données. Lors de la conférence, l’idée de faire d’Andorre une sorte de prototype européen de Silicon Valley a été évoquée à plusieurs reprises. Vous pourriez résumer l’idée présentée à la conférence ?

Il s’agit de créer un hub intellectuel andorran, fondé sur l’usage stratégique de l’intelligence artificielle. Le mot “hub” n’est pas un effet de mode : c’est un lieu vivant partagé, un espace où l’on expérimente sans drame, où l’on mesure ce qui fonctionne et où l’on transmet les savoirs.

If robots are taxed, does that mean they’ll take our jobs?

No. Agents remove repetitive tasks and accelerate services. They create higher-value roles: data, user experience, supervision, sales, and training.

You are not required to use AI. But your suppliers and public services will save time; in return, a tax will fund services that benefit everyone—education, security, energy.

My view is that we’re bringing a true breakthrough: agentic no-code. No-code slashes development costs. The tax is tiny and can be applied by usage or as a share of revenue. The return on investment comes from immediate productivity gains.

Can you clarify what “agentic no-code” means?

No-code means you don’t need programming skills to configure an application. Agentic means the application acts in the real world.

For example, it can dispatch a drone, fetch information, or interact with connected devices like an infrared sensor. In other words, it observes, decides, and takes concrete action: ordering supplies, triggering an operation, or retrieving data in real time.

But the real difference is sovereignty. Our data doesn’t fly off to Washington, Tel Aviv, Moscow, or Beijing—it stays here, at home. That’s our strength. What people exchange with the machine belongs to them—it remains private.

A concrete example — “Aitek OilGuard”. In the spirit of the agentic hub, Aitek OilGuard is a no-code app that tackles a real headache for major oil companies: cutting unplanned downtime and leaks while meeting HSE/ESG requirements. The Aitek agent connects in a few clicks to SCADA, IoT sensors, inspection drones, and the ERP; it watches vibrations/temperatures/flows, detects a drift, decides (“likely anomaly within 72h”), then acts: automatically creates a maintenance work order, notifies the team, schedules a drone for visual verification, and updates the ESG dashboard (methane leaks, flares, CO₂ avoided).

Results seen on pilot segments: –30% to –50% unplanned downtime, preserved capex, documented HSE compliance, and audit-ready ESG reporting. All without code, orchestrated from Andorra, with full traceability and data sovereignty—solutions produced here that can be exported everywhere.

How will data control be ensured?

Only the user owns their agent and what it produces. Think of it as a special code, personalized for each user. And above all, in Andorra, it’s sovereign: data remains within the territory, protected by Andorran data-protection law.

To explain it simply: imagine a visual studio where you assemble building blocks—intelligent agents (document reading, conversation, decision-making, quality control), connectors (email, CRM, IoT sensors, video, mapping), and rules (who can do what, when, with what traceability).

Result: in a few days, a city office, a hotel, a bank, or an SME can get a functional prototype. In a few weeks, it becomes a pilot; in a few months, a production service.

All of this is orchestrated from Andorra, with training pathways to create qualified jobs and retain talent.

Andorra keeps control: standard contracts, clear requirements (encryption, logging, reversibility), and regular audits. What does Andorra gain? Faster, clearer public services. Qualified jobs and local skills that remain in the country.

It becomes an international showcase: a small country with major excellence—agile, safe, and ethical.

Why choose Andorra?

Because Andorra has the ideal scale: small, agile, close to decision-makers—perfect for moving from proof to pilot to deployment. Timing is critical; the right moment is now, and the right model is a hub that accelerates projects here and sells them beyond our borders. The ambition: build here, export everywhere.

Is Andorra’s legal framework ready to become a European Silicon Valley equivalent?

Yes. We’ve prepared a draft bill. We’ve met with the government to align our programs with Andorran law. In truth, nothing major needs to change—just improve what exists, without overturning everything.

We’re not here to break what works, but to strengthen it and open it to the outside world.

Our objective is clear: create one hundred startups in three years. These startups will work from Andorra, but for the world. Concretely, they can sell their services in Spain, France, Italy, later in Russia, and also Portugal, Brazil…

And, as I said, these companies will pay a tax on AI agents, generating new revenues for the State.

This is even more important as real-estate revenues progressively decline: we aren’t going to build 500-story towers, and Andorra isn’t meant to become Dubai.

Finally, one of the most important questions: who will invest primarily in the project, and what’s the budget?

Behind this is the Fadox group, a fund managing $24 billion. They can provide a €250 million guarantee.

The goal now is to work directly with the Government of Andorra. Once that is in place, we’ll create a showcase—a demonstrator project. And once the showcase is operational, we can replicate the model in other countries to develop sovereign, autonomous intelligence.

In a word: let’s dare. With Aitek, Oracle, and Atos/Eviden, Andorra has a fast, safe, and measurable path forward. Agentic no-code innovation lets us act now, with controlled costs and tangible, visible benefits. And a tax on intelligent agents gives the State a sustainable revenue stream—without any burden on citizens.

The post Andorra has the potential to become a kind of European Silicon Valley – unique on the continent, said Bruno Ciroussel, Franco-Swiss mathematician who worked in quantum physics and chaos theory first appeared on All PYRENEES.

The Rally featured a three-stage route covering approximately 1,000 kilometers. The first stage, on Thursday, October 30, started and finished in Sant Feliu de Guíxols, taking participants along the stunning and scenic roads of the Costa Brava. The second stage, on Friday, October 31, began in Sant Feliu de Guíxols and concluded in Empuriabrava. The third and final stage took place on Saturday, November 1, with both start and finish in Empuriabrava. The event concluded on Sunday, November 2, with the awards ceremony.

It is worth highlighting the beauty, excellent condition, and meticulous preparation of the participating vehicles, which ranged from vintage models of the 1950s to more recent cars from the 1990s. The vehicles were classified into four categories: Antiques (up to 1970), Historic (up to 1980), Classics (up to 1990), and Young Timers (up to 2000). Motorcycles, also produced up to the year 2000, took part as well.

Undoubtedly, a true spectacle for motor enthusiasts, the event was once again held this year in the stunning Costa Brava region, beside the bright autumnal sea.

Behind the wheel, the team of Juan Pedro García and Jan Rosa, driving their Citroën AX GT, claimed victory in the Historical Regularity category.

Undoubtedly, it is the strong synergy between driver, co-driver, and vehicle that paves the way to success in a rally!

Joan Mañé Fort

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Repsol has entered into a strategic alliance with Dorna Sports, the organizer of the MotoGP World Championship, to become the exclusive official supplier of lubricants for the Moto2 and Moto3 categories. This agreement, which will run from 2026 through 2030, marks a significant milestone in the company’s global lubricants expansion strategy.

Repsol Lubricants offers a broad portfolio of products for both automotive and industrial applications. All products are tested in advance at the Repsol Technology Lab – one of the most advanced and renowned private R&D centers in Europe, with laboratories equipped with cutting-edge technology and a team of 230 researchers and scientists.

MotoGP provides an environment where performance, reliability, and innovation make a difference in every millisecond. Repsol has a long-standing history in this competition,spanning more than 50 years, accompanying motorcycling legends, including a 30-year alliance with the Repsol Honda Team.

Through this new agreement with MotoGP, Repsol will continue to develop and test its products under the most extreme conditions, to bring the most advanced technology to its commercial offerings worldwide. In fact, as a part of this partnership, Repsol Lubricants Will launch a new range of competition-grade products, reinforcing its commitment to motorcyclists by offering lubrication solutions for all types of motorcycles, from high-performance models to everyday use.

Repsol operates lubricant production plants in Spain (Puertollano), Mexico, Indonesia,Singapore, and the Philippines, and also has access to third-party plants, enabling it to supply products to Moto2 and Moto3 teams at any race on the Championship calendar.

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Jordi Candelà i Garriga, Director General of Public Airports of Catalonia and Vice-President of the European Airport Regions Council, is a professional with more than 25 years of experience in the public and private sectors in airport and transport infrastructure planning and management projects. He is a civil engineer (UPC), holds a degree in law (UOC), a degree in business management and administration (ADE, UOC), and a diploma in economic sciences (UOC). He has studied Data Science and Artificial Intelligence at Harvard and Berkeley. We discuss the role of Andorra-La Seu Airport and the improvements being implemented there, including the possibility of handling flights from outside the Schengen Area to enhance the airport’s international appeal.

Interview: Irina Rybalchenko

How many public airports in Catalonia do you currently operate?

We manage Lleida-Alguaire, Andorra-La Seu d’Urgell, and Cerdanya airports. The latter is not a commercial airport and is primarily dedicated to general aviation and sports aviation. At the same time, we are developing a network of public, 24/7 heliports that provide essential state services such as medical missions, search and rescue operations, and firefighting. Overall, this forms an emergency air operations network serving the residents of Catalonia.

What is the capacity of these airports? Which one is the largest?

In terms of infrastructure, Lleida-Alguaire is the largest. We are working to develop it as a technological and industrial hub, attracting aviation and high-tech industries. Large coastal airports, such as Barcelona, Girona, or Reus, handle high passenger volumes but face challenges in supporting industrial and technological projects. Our goal is to make Lleida-Alguaire a place where training, technical maintenance, spare parts management, space industry initiatives, and other high-tech projects can take place.

Regarding “capacity,” we prefer to focus not on passenger numbers but on space – the airport Lleida-Alguaire covers 350 hectares, with over 100 hectares available for industrial development. In Lleida, our “unit of measurement” is not passengers, but the area and industrial growth potential that the airport can accommodate.

Regarding Andorra-La Seu Airport, how is demand evolving? Is this real growth, or is it still an infrastructure with limited use?

On the contrary, demand is increasing significantly. Yes, it is a small airport, but activity is becoming more dynamic, and interest from both companies and operators is growing rapidly.

When we began managing Andorra-La Seu Airport, there was only one hangar; today there are eighteen, clearly demonstrating the airport’s growth potential and the sector’s confidence in our management. More and more companies, both Andorran and international, are establishing operations here and expanding their activities.

It’s no longer just individuals wanting to base their aircraft here; companies are also seeing real business opportunities and launching industrial and commercial projects on our premises.

Flights to Madrid and Palma, launched in 2021 (initially to Madrid), are performing very well, with high occupancy rates and positive returns. At the same time, the corporate and business aviation segment is growing, and our corporate terminal is now the envy of many international airports.

The Head of Government of Andorra, Xavier Espot, commented at the 27th meeting of the Andorran Family Business Association, “Andorra–La Seu Airport: Expansion Plan for Operations”, on October 29, that it would be interesting to open flights to Paris. Is this an option that is truly being studied, or is it still an early-stage proposal?

We understand that it is currently being studied. Just as it was possible to establish routes to Palma or Madrid, the natural evolution of destinations should move northward, and Paris is, without a doubt, the most obvious choice.
However, this should be managed by the Government of Andorra, which must handle all matters related to international routes and connections.

Andorra–La Seu Airport is located in Spain, while Andorra is a different country. From a national strategic point of view, would it make sense for Andorra to have its own airport?

That’s not really my area of responsibility, as it’s more of an Andorran issue than ours. I do know that feasibility studies have been conducted for building an airport within Andorra itself, but technically it’s very complex, economically costly, and environmentally challenging.

Naturally, and I believe this debate is largely settled, Andorra-La Seu Airport acts as the natural gateway to Andorra. With the current improvements being implemented – such as the ability to handle flights from outside the Schengen Area – the airport’s functionality will be significantly enhanced.

This will make it possible, when using a private plane, to combine it with a helicopter transfer into Andorra (which today is limited due to the need to cross the border). This border crossing is key, not just for flights to London or Switzerland, but also for projects like Andorra’s national heliport.

My question concerns queues at the borders. While there aren’t many tourists at the moment, the line at the border between Andorra and Spain grows longer every year. Won’t the airport expansion make the congestion even worse?

It’s true that there will be more planes, but it’s important to note that the increase in air passengers will not significantly impact border congestion. If there is any bottleneck, it will be caused by cars, not planes. Consider this: even if 60 passengers arrived and all left by taxi, that would only be about 20 vehicles. Twenty cars pass through the border in a single minute. In other words, the traffic generated by the airport is negligible compared to normal tourist traffic.

Which operators and companies are currently active at the airport?

For commercial airlines, regular flights are operated by Air Nostrum. In the business aviation segment, we have operators such as Andorra Aviation Group. This company has its own infrastructure and also offers private flights from la Seu d’Urgell to any destination. Additionally, other corporate aviation operators are based at the airport, providing air taxi services.

We also have companies like Helitrans Pirineus, which specialize in helicopter maintenance and aerial work, as well as companies focused on private jet maintenance and executive flight operations. Helitrans Pirineus has three hangars, employs over 60 people, and is a leading and significant company both in the Catalan Pyrenees and in other mountainous regions.

We collaborate with private aviation operators from France, Germany, Switzerland, and Portugal, primarily companies in private and corporate aviation. These connections allow us to coordinate flights and services, as well as ensure links between different European markets.

Are the fares really competitive compared to train travel?

Airports do not set the prices of airline tickets. However, we have observed that train fares in Spain have increased slightly compared to previous years. As a result, ticket prices for flights to Barcelona, Madrid, or Andalusia are now fairly comparable to train fares.

Is there demand for private aviation, or is it a very small sector in Catalonia?

It is a niche sector that does have demand, and in our case, this segment remains active. The most popular destinations from Andorra-La Seu Airport are the Balearic Islands in summer, France (for example, Nice), southern Spain, northern France, and so on.

How much would a flight from Andorra-La Seu Airport to Switzerland cost, for example?

We are an airport and do not sell airline tickets ourselves. Prices are set by the airline. In general, the cost of one hour of flight from Andorra-La Seu Airport is roughly €2,000–3,000, depending on the destination, aircraft model, season, and other factors.

The total cost is divided among the number of passengers. It’s also important to consider whether the aircraft will return full or empty. It’s not as simple as checking SkyScanner to see how much a ticket from Andorra–La Seu Airport to Madrid costs, you need to contact a broker, who will provide a quote based on the specific aircraft and service required.

In terms of investment, is there growing interest from companies in the sector in new projects or the expansion of existing airports?

Yes, there is clear demand for maintenance and related services in the business aviation and helicopter sectors.

The entire industrial sector is showing positive trends after several years of consolidation, both in large-scale formats, such as in Lleida, and in more niche operations, such as in la Seu d’Urgell.

In most cases, companies need to construct hangars and warehouses. Building a hangar typically requires an investment of around €7–8 million, depending on the level of equipment. A 6,000-square-metre hangar or a corporate aviation terminal of around 1,500 square metres may require an investment of €2–3 million.

All the space at Andorra-La Seu Airport allocated for hangars is already occupied. Therefore, we are currently implementing a project to expand the airport in order to accommodate additional projects.

The post Andorra-La Seu Airport expands with non-Schengen flights, explains Jordi Candela, Director General of Public Airports of Catalonia first appeared on All PYRENEES.

The Chevrolet Corvette is a line of American two-door, two-seater sports cars, manufactured and marketed by General Motors, under the Chevrolet marque, since 1953.

The Chevrolet Corvette (C1) is the first generation of the Corvette sports car produced by Chevrolet. It was introduced late in the 1953 model year and produced through 1962. This generation is commonly referred to as the “solid-axle” generation, as the independent rear suspension did not appear until the 1963 Sting Ray.

The Corvette was rushed into production for its debut model year to capitalize on the enthusiastic public reaction to the concept vehicle, but expectations for the new model were largely unfulfilled. Reviews were mixed and sales fell far short of expectations through the car’s early years. The program was nearly canceled, but Chevrolet decided to make necessary improvements.

The most expensive Corvette (C1) to sell in history was sold by Barrett-Jackson in the United States in March 2021 for $825,000.

Harley Earl, as head of GM’s Styling Section, was an avid fan of sports cars. He recognized that GIs returning after serving overseas in the years following World War II were bringing home MGs, Jaguars, and Alfa Romeos. In 1951, Nash Motors began selling an expensive two-seat sports car, the Nash-Healey, that was made in partnership with the Italian designer Pininfarina and British auto engineer Donald Healey, but there were few moderate-priced models. Earl convinced GM that they needed to build an all-American two-seat sports car, and with his Special Projects crew began working on the new car in late 1951. The last time Chevrolet offered a 2-door, 2-passenger convertible/roadster body style was in 1938 with the Chevrolet Master.

1953-1955

The 1953 model year was not only the Corvette’s first production year, but at 300 produced it was also the lowest-volume Corvette. The cars were essentially hand-built and techniques evolved during the production cycle so that each 1953 Corvette is slightly different. All 1953 models had red interiors, Polo white exteriors, and painted blue engines (a reference to the three colors represented on the Flag of the United States, where the Corvette was assembled) as well as black canvas soft tops. Order guides showed heaters and AM radios as optional, but all 1953 models were equipped with both. Over two hundred 1953 Corvettes are known to exist today. They had independent front suspension, but featured a rigid axle supported by longitudinal leaf springs at the rear. The cost of the first production model Corvettes in 1953 was US$3,490 ($38,795 in 2023 dollars).

The quality of the fiberglass body as well as its fit and finish were lacking. Other problems, such as water leaks and doors that could open while the car was driven, were reported with the most severe errors corrected in subsequent units produced, but some shortcomings continued beyond the Corvette’s inaugural year. By December 1953, Chevrolet had a newly equipped factory in St. Louis ready to build 10,000 Corvettes annually. However, negative customer reactions to 1953 and early 1954 models caused sales to fall short of expectations.

In 1954, a total of 3,640 of this model were built and nearly a third were unsold at year’s end. New colors were available, but the six-cylinder engine and Powerglide automatic, the only engine and transmission available, were not what sports car enthusiasts expected. It is known that 1954 models were painted Pennant Blue, Sportsman Red, and Black, in addition to Polo White. All had red interiors, except for those finished in Pennant Blue which had a beige interior and beige canvas soft top. Order guides listed several options, but all options were “mandatory” and all 1954 Corvettes were equipped the same.

In the October 1954 issue of Popular Mechanics, there was an extensive survey of Corvette owners in America. The surprising finding was their opinions in comparison to foreign sports cars. It was found that 36% of those taking the survey had owned a foreign sports car, and of that, half of them rated the Corvette as better than their previous foreign sports car. Nineteen percent rated the Corvette as equal to their foreign sports car and 22% rated the Corvette as inferior. While many were well pleased with the Corvette, they did not consider it a true sports car. The principal complaint of the surveyed owners was the tendency of the body to leak extensively during rainstorms.

Chevrolet debuted its 265 cu in (4.3 L) small-block, 195 hp (145 kW) V8 in 1955 and the engine was available for the Corvette. Early production 1955 V8 Corvettes continued with the mandatory-option Powerglide automatic transmission (as did the few 6-cylinder models built). A new three-speed manual transmission became available later in the year for V8 models, but was not popular with about 75 equipped with it. Exterior color choices were expanded to at least five, combined with at least four interior colors. Soft-tops came in white, dark green, or beige and different materials. A total of 700 1955 Corvettes were built, making it second only to 1953 in scarcity. The “V” in the Corvette emblem was enlarged and gold colored, signifying the V8 engine and 12-volt electrical systems, while 6-cylinder models retained the 6-volt systems used in 1953–54.

Although not a part of the original Corvette project, Zora Arkus-Duntov was responsible for the addition of the V8 engine and three-speed manual transmission. Duntov improved the car’s marketing and image and helped the car compete with the new V8—engined Ford Thunderbird, Studebaker Speedster and the larger Chrysler C-300, and turned the Corvette from its lackluster performance into a credible performer. In 1956 he became the director of high-performance vehicle design and development for Chevrolet helping him earn the nickname “Father of the Corvette.”

Although the C1 Corvette chassis and suspension design were derived from Chevrolet’s full-size cars, the same basic design was continued through the 1962 model even after the full-size cars were completely redesigned for the 1955 model year. This was due to the combined factors of the relatively high reengineering and retooling costs for this low-volume production vehicle, the continued potential for cancellation of the car, and the increased size and weight of the all-new suspension design for the full-size cars, which made it unsuitable for use in the lighter weight Corvette.

1956-1957

The 1956 Corvette featured a new body, with real glass roll-up windows and a more substantial convertible top. The straight-6 engine was discontinued, leaving only the 265 cu in (4.3 L) V8. Power ranged from 210 to 240 hp (157 to 179 kW). The standard transmission remained the 3-speed manual with an optional 2-speed Powerglide automatic. Other options included power assisted convertible top, a removable hardtop, power windows, and a “then-leading edge” signal-seeking partially transistorized Delco car radio. A high-performance camshaft was also available (as RPO 449) with the 240 hp (179 kW) engine. Sales volume was 3,467, a low number by any contemporary standard and less than 1954’s 3,640, making it the third lowest in Corvette history.

Visually the 1957 model was unchanged. The V8 was increased to 283 cu in (4.6 L), fuel-injection became a very expensive option, and a 4-speed manual transmission became available after April 9, 1957. GM’s Rochester subsidiary used a constant flow system, producing a listed 290 hp (216 kW) at 6200 rpm and 290 lb⋅ft (393 N⋅m) of torque at 4400 rpm. Debate continues to swirl whether this was underrated by Chevrolet (to allow for lower insurance premiums, or give the car an advantage in certain forms of racing) rather than overrated, as was common practice at the time (to juice sales). Either way, it was advertised as producing “One HP per cubic inch”, allowing it to claim it was one of the first mass-produced engines to do so.

Pushed toward high-performance and racing, principally by its designer, Zora Arkus-Duntov, who had raced in Europe, 1957 Corvettes could be ordered ready-to-race with special performance options, such as an engine fresh air/tach package, heavy-duty racing suspension, and 15 by 5.5 in (380 by 140 mm) wheels.

Also in 1957, Chevrolet developed a new racing variation of the Corvette with the aim to compete in the 24 Hours of Le Mans race. Originally known as Project XP-64, it would eventually become known as the Corvette SS. It featured a tuned version of the new 283 CID V8 and a specialized tubular space frame chassis. However, after a rear bushing failure retired the car during a 1957 Sebring race, the AMA announced a ban on motor racing in April 1957 for member companies like GM, leading to the cancellation of further developments of the Corvette SS platform.

Sales volume was 6,339, a jump of almost 83%. Fuel-injected models were in short supply and 1,040 were sold.

1958-1960

In an era of chrome and four headlamps, the Corvette adapted to the look of the day. The 1958 model year and the four that followed all had the exposed four-headlamp treatment and prominent grilles, but a faux-louvered hood and chrome trunk spears were unique to this model year. The interior and instruments were updated, including placing a tachometer directly in front of the driver. For the 1958 model, an 8000 rpm tachometer was used with the 240 and 290 hp (179 and 216 kW) engines, rather than the 6000 rpm units used in the lower horsepower engines. Optional engine choices included two with twin carburetors (including a 270 hp (201 kW) version with Carter 2613S and 2614S WCFB four-barrels) and two with fuel injection. The power output for the highest-rated fuel-injected engine was 290 hp (216 kW). Displacement remained 283 cu in (4.6 L). For the first time, seat belts were factory-installed rather than dealer-installed as on previous models.

For the 1959 model, engines and horsepower ratings did not change. The interiors were revised slightly with different instrument graphics and the addition of a storage bin to the passenger side. A positive reverse lockout shifter with “T” handle was standard with 4-speed manual transmission. This was the only year a turquoise convertible top color could be ordered, and all 24-gallon fuel tank models through 1962 could not be ordered with convertible tops due to inadequate space for the folding top mechanism.

The last features to appear in 1960 models included taillamps molded into the rear fenders and heavy grill teeth. New features include aluminum radiators, but only with 270 and 290 hp (201 and 216 kW) engines. Also for the first time, all fuel-injection engines required manual transmissions. The 1960s Cascade Green was metallic, unique to the year, and the most infrequent color at 140 made. Options that were not often ordered included RPO 579 250 hp (186 kW) engine (100), RPO 687 heavy-duty brakes and suspension (119), RPO 276 15×5.5-inch steel road wheels (246), RPO 473 power convertible top (512), and RPO 426 power windows (544).

1960-1962

Twin taillights appeared on the 1961, a treatment that continues to this day. Engine displacement remained at 283 cubic inches, but power output increased for the two fuel-injected engines to 275 and 315 hp (205 and 235 kW). Output ratings for the dual-four barrel engines did not change (245 and 270 hp (183 and 201 kW)), but this was the last year of their availability. This was the last year for contrasting paint colors in cove areas, and the last two-tone Corvette of any type until 1978. Also debuting in 1961 was a new boat-tail that was carried through to the C2. Infrequently ordered options included RPO 353 275 hp (205 kW) engine (118), RPO 687 heavy-duty brakes and steering (233), RPO 276 15×5.5-inch steel road wheels (357), and RPO 473 power convertible top (442).

With a new larger engine the 1962 model year Corvette was the quickest to date. Displacement of the small-block V8 increased from 283 cu in (4.6 L) to 327 cu in (5,360 cc), which was rated at 250 hp (186 kW) in its base single 4-barrel carburetor version. Hydraulic valve lifters were used in the standard and optional 300 hp (224 kW) engines, solid lifters in the optional carbureted 340 hp (254 kW) and fuel-injected 360 hp (268 kW) versions. Dual 4-barrel carburetor engines were no longer available.

1962 saw the last solid-rear-axle suspension, that had been used from the beginning. Rocker panel trim was seen for the first time, and exposed headlights for the last, until 2005. This was the last Corvette model to offer an optional power convertible top mechanism.

Manufacturer: Chevrolet (General Motors)

Assembly: Flint (USA)

Years of production: 1953—1962

Production: 69,015 units

Length: 4501 mm

Width: 1849 mm

Height: 1295 mm

Engine: 8 cylinders; 4700 cc

Power: 240 HP

Max speed: 220 km/h

Weight: 1354 kg

Avtomuzey (Moscow, Russia) and Marc Vidal’s Collection (Tarragona, Catalonia, Spain)

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The post Chevrolet Corvette (C1) first appeared on All PYRENEES.

Useful properties of ostrich eggs

Over the past few years, ostrich eggs have become in demand among the population of Eurasia and America. Some people eat them to be fashionable, and others eat them because of their useful properties. You can buy such a delicacy on special ostrich farms, the number of which grows over the years in almost every city in Europe and Asia. This is what my blog is about today.

Only unfertilized eggs are used for food. Ostriches, as a rule, lay eggs in the warm season, so in winter this delicacy is almost impossible to purchase.

Ostrich eggs have an average weight of 1 to 1.5 kg, which is 30-35 times more than the usual chicken egg. The color of the shell depends on the breed of the bird and varies from pinkish-yellow (in Nanda ostriches) to black-green (in Emus ostriches). The protein has a transparent color, similar to that of other birds, and the yolk is a much richer, brighter yellow.

Like any other eggs, ostrich eggs are rich in protein and fats, which are primarily involved in the building of cells in any organ of the human body. Unlike normal chicken eggs, ostrich eggs are completely devoid of harmful substances, because ostriches are fed with high-quality food and they will not consume contaminated food. A 1600 g egg contains 1 kg of protein and 330 g of fat. One adult person for consumption of the daily rate of the main food components needs 100 g of such eggs.

In addition to the main organic substances, ostrich eggs contain vitamins and minerals. Thus, the average vitamin A content in 1g of an egg is 19 μg, vitamin E – 115-117 μg, vitamin B2 – 2 μg. This is almost 2 times higher than in chicken eggs. Also, ostrich embryos contain potassium (0.5–1 mg per 100 g), phosphorus (1 mg per 100 g), sodium (3 mg per 100 g) and calcium (1.5 mg per 100 g). The calorie content of these eggs is 120-160 kcal per 100g of product, which allows them to be used in various weight-loss programs too.

Ostrich eggs, in addition to their nutritional values, are used as a form of treatment and prevention of certain pathological conditions. Thus, in the cardiovascular system, the positive effect of ostrich eggs is found in the prevention of heart attacks, heart failure, angina pectoris and arrhythmia, atherosclerosis and varicose veins. Ostrich eggs help also to go through the rehabilitation period after the heart attack.

Ostrich eggs are recommended for people with excess weight. Products made from the protein and yolk of this bird allow you to lose weight and keep it off even when the diet is over.

Also, ostrich eggs cleanse the intestines and human blood from toxins and free radicals.

Ostrich eggs help children with the proper and timely development of brain and heart tissues, taking an active part in building cells and their membranes. Children become more resilient to physical exertion, more diligent during mental work and active when communicating with their peers.

The shell of ostrich eggs is an excellent source of calcium, which is 3 times more than in chicken embryos. For brittle bones, after fractures and cracks, as well as for menopausal women, it is recommended to eat the ground-up shells. It is enough for 1 month to take 0.5 tsp of this powder. Repeated courses can be taken over 5-6 months. For convenience, you can drip a few drops of natural lemon juice just before use. It will soften the powder a little.

Eat right!

The post Useful properties of ostrich eggs first appeared on All PYRENEES.