“I love what we do,” says Kull. “If you do it professionally, building is still economically attractive.” However, she emphasizes that legal requirements, objections and lengthy procedures slow down the construction process considerably. However, the pandemic has shown how adaptable the industry is: “We didn’t have to close any construction sites. That was resilience in action.”
For Kull, the industry’s strength lies in its ability to adapt to new conditions. She points to the high level of legal certainty in Switzerland, but warns against the increasing “deceleration” caused by long procedures and appeals that tie up billions. This applies equally to companies, investors and public clients.
Digitalization raises efficiency potential
Kull describes the often-cited productivity crisis in the construction industry as outdated. Digitalization and building information modeling have revolutionized production and communication processes. “Today, we work with clear timeframes, just-in-time deliveries and digital coordination between all trades,” she explains.
Projects based on the “BIM to Field” principle have led to efficiency gains of 10 to 15 percent at the company. “This has a direct impact on quality, deadlines and costs. It is the justified expectation of our customers,” says Kull. Complex projects in particular, such as the Circle at Zurich Airport, have accelerated the company’s digital transformation.
New collaboration in the construction industry
Kull has observed that general and total contractors have become more open to flexible contract models. Development Switzerland is specifically promoting integrated models in which planning and execution are more closely interlinked. “Many of the ironclad rules in the classic general contractor/total contractor contract are no longer sacrosanct,” she explains.
The goal is a cooperative culture in which companies share risks and exploit opportunities together. “A provider is ill-advised if it insists on yesterday’s contracts.” Kull sees the diversity of models, from the alliance approach to overall responsibility models, as a response to the increasing complexity of projects.
Generational change and new work culture
Internal structures are also changing. The use of digital tools is a matter of course for younger generations. “Software solutions, AI and communication tools such as Teams have massively changed the way we work. Travel times have been reduced and decision-making paths have become shorter.” This also makes the industry more attractive as an employer.
For Kull, the agility of JV/TU companies also includes the ability to attract and retain talent. “Our projects are our calling card,” she says. “Young people apply to us because they want to be involved in large, visible construction projects.”
Political hurdles and responsibility
In addition to technological and organizational innovation, Kull calls for political realism. According to her, the ever-longer approval procedures and the large number of objections are paralyzing residential construction. “We have projects that have been in preparation for over a decade. This ties up enormous resources and deters investors.”
She describes the current spiral of regulation as “toxic”. The demand for more and cheaper apartments is justified, but is at odds with increasing regulations. “There needs to be a rethink in administration and politics. More cooperation, less mistrust.”
Conclusion: Openness as a principle for success
Rebecca Kull makes it clear that the construction industry must shape its own future, digitally, cooperatively and boldly. “BIM is a disruptive principle, similar to CAD in planning in the past. Those who open up will benefit. Those who stand still will be left behind.” The construction industry, she says, has long been a reflection of society, more agile, more demanding and more networked than ever.
