immo!nvest – Die Plattform für Standorte und Immobilien

Category: People

  • The profession of location promoter requires explanation

    The profession of location promoter requires explanation

    It is not yet possible to learn the profession of location promoter. However, since the mid-1980s, there have been contact points for economic and commercial matters at local city and even municipal level – formerly known as economic development. In the 1990s, the Winterthur region was known as a pioneer, not least after the decline of industry there.

    So from 1998, as the first location promoter and head of building construction for the city of Schlieren – alongside the cities of Winterthur and Zurich – I was literally out there alone in the wind. However, the real estate backpack I had acquired since 1981 and my MAS Real Estate Management, which I was also one of the first to complete, enabled me to do the balancing act in the niche segment of location promotion. The classics in the job of a location promoter include company relocations, cluster and site development, “one-stop shopping” by the administration for building permits, portfolio management and startup promotion, as well as much more.

    In Switzerland today, primarily each of the 26 cantons has a location promotion program. Unfortunately, not all of the 172 cities and municipalities with more than 10,000 inhabitants have a location promotion office, let alone an economic strategy. There, an internally appointed person in the administration is responsible. In most cases, this is the town clerk or, at most, the president of the town or municipality, more or less voluntarily and not specifically trained for this purpose. However, this also means that I greatly appreciate these municipal management bodies, as well as those of the town of Schlieren, where I can now look back on 28 years of service. Schlieren’s key figures show a very successful picture that is recognized by many parties. The number of legal entities in the town has increased by 100% since 1998, from 650 to 1,388. This also means an increase in jobs from around 12,000 to 21,000. The number of inhabitants has risen by 70% from 12,000 to 20,100. Here I represent the 1:1 situation (inhabitants in relation to jobs) in contrast to other well-known large Swiss cities.

    I would be delighted if, after my retirement, more real estate experts chose the profession of location promoter and also became involved in associations, ERFAS and networks. What is needed is trust in the local location promoters.

  • Software for monitoring CO2 reservoirs

    Software for monitoring CO2 reservoirs

    Post-doctoral researcher and Pioneer Fellow Edoardo Pezzulli from the Swiss Federal Institute of Technology in Zurich(ETH) has developed software that makes it possible to continuously monitor carbon dioxide storage in reservoirs and reduce the risks involved. According to a press release, the mathematician is now endeavouring to bring his technology to market maturity. To this end, he founded the start-up Storra Dynamics GmbH with mechanical engineer Michael Liem.

    “Anyone who stores CO2 has a social responsibility,” Pezzulli is quoted as saying in the press release. “The plants must be safe for generations to come. With our monitoring system, we want to prove that the risks are limited and that operation at the highest level of safety is possible.” This is because there are geological uncertainties with this type of storage. First of all, it is necessary to analyse how much carbon dioxide can be injected into the site, and then the stored gas can be monitored to ensure that it remains bound. The newly developed software will then work like a digital twin by simulating pressure, temperature and load conditions in the storage site.

    Pezzuli is currently involved in the CITru pilot and demonstration project in the municipality of Trüllikon. Under the direction of ETH Zurich, the feasibility of injecting carbon dioxide through a disused borehole created by Nagra (National Co-operative for the Disposal of Radioactive Waste) is being tested. The scientist is responsible for the risk assessment and the development of the monitoring plan.

  • New building in Sursee for cycling team

    New building in Sursee for cycling team

    According to an article in the “Luzerner Zeitung”, the Tudor Pro Cycling Team, currently based in Schenkon, is about to move to Sursee. The team would like to invest 18 million Swiss francs in a new six-storey headquarters there. The initiator is Sette Immo AG, which runs not only the professional team but also a junior team through its Sette Sports Group. Fabian Cancellara, a former racing cyclist, is not only team manager of the Tudor Pro Cycling Team, but is also active at Sette Immo AG.

    The team’s new headquarters is due to be completed in September 2026 and will provide space for storage, workshops, training and meeting rooms. Offices for the administration and recreation rooms for the drivers will also be built, as well as a showroom for the team. A photovoltaic system will also be installed on the roof.

    The team, which is sponsored by watch manufacturer Tudor from Geneva, is currently taking part in the Tour de France until the end of the month.

  • Strong followers instead of weak bosses

    Strong followers instead of weak bosses

    The classic assumption is that those who perform will be promoted. However, the so-called Peter Principle already explains why good employees often rise to the level of incompetence. Researchers Christian Zehnder, Benjamin Tur and Matthieu Légeret have now introduced a new perspective. They argue that it is not only their competences that count when a manager is promoted, but also the loss of their contribution as a follower.

    A conflict of objectives with consequences
    If a person with high team competence becomes a manager, the group often loses a productive and committed employee at the operational level. In some cases, it may therefore be strategically wiser to promote a less competent person, simply in order to maintain the functioning team structure.

    Leadership is not always the key to success
    “Our research shows that under certain circumstances it can be optimal to place less competent people in leadership roles,” explains Zehnder. This is particularly true when the leadership function is time-consuming but operationally less crucial and when the best follower is indispensable for day-to-day work.

    Role of corporate culture
    A key element here is recognising the value of good follower roles. Reward systems could be designed in such a way that top performers want to remain at lower hierarchical levels without this being perceived as a career standstill. Internal communication is also needed to explain why not every promotion is synonymous with the highest contribution to the organisation.

    Rethinking leadership means increasing efficiency
    The study calls for a radical rethink of talent strategy. The classic idea of promotion is not always the best solution for the organisation. Sometimes it is more effective to leave expertise where it brings the greatest benefit, even if this means that the best people are not at the top. True success may lie in the strength of those who do not lead.

  • Building the future means taking responsibility

    Building the future means taking responsibility

    Mr Binkert, you have been working in property development for decades. What drives you personally and what is your vision for the future of architecture and property development?property development is also spatial development. With every building, we change our environment, the space around us. This change should be an improvement, not a deterioration. I am concerned with the question of the rules that we must observe to ensure that our built environment remains sustainable, liveable and fit for the future. I see the future of property development in creative, holistic planning that combines social needs with technological possibilities and puts people and the environment at the centre.

    Which project has had a particular impact on you?
    Every project broadens the horizon of experience – but Greencity Zurich was a turning point for me. It was the first time we developed concrete rules for Losinger Marazzi on how a neighbourhood has to be planned, built and operated in order to be considered truly sustainable. This project showed me how profound an impact sustainability can have when it is systematically thought through and implemented. The fact that Losinger Marazzi emerged as Switzerland’s first “green general contractor” was a strong sign that sustainability can also be a model for economic success.

    As President of the 2000-Watt Smart Cities Association, you are committed to sustainable and energy-efficient cities. How do you specifically integrate sustainability aspects into your projects?
    In Greencity Zurich, we developed comprehensive rules for the planning, construction and operation of a sustainable urban district for the first time. This resulted in the “2000-Watt-Areal” label, which has certified over 50 urban neighbourhoods throughout Switzerland. Today, we are developing it further under the authorisation of the Swiss Federal Office of Energy – with a view to the smart city. We were recently able to certify the first project in India.

    The biggest challenge remains the balance between ecological, social and economic sustainability – especially internationally. In China, social demands are difficult to realise, in Brazil there is often a lack of environmental understanding, in the Emirates economic efficiency is not an issue. In Switzerland, too, it takes empathy, understanding and perseverance to implement viable, sustainable solutions.

    You have international experience, including in the USA and India. What differences and similarities do you see in urban development between Switzerland and these countries?
    The main difference lies in the pace of growth: emerging countries with rapidly growing populations need a lot of new space quickly and cheaply – often at the expense of quality. There, sustainability is a promise for the future that is often met with scepticism. Sustainability costs a lot in the short term, but only yields returns in the long term, but then, according to our assumptions, it covers the costs many times over.

    In the western world – where growth is stagnating or declining – other values take centre stage: social justice, the circular economy, biodiversity. Here, sustainable development is increasingly seen as a prerequisite for quality of life. However, the demand that the West must also pay for sustainable development in emerging countries is also pushing wealthy countries like Switzerland to their limits.

    What trends do you see in future urban and area development and how do you envisage the forms of housing of the future, particularly with regard to demographic change, increasing urbanisation and densification?
    We are at a turning point. The construction industry urgently needs to catch up in areas such as digitalisation, automation and artificial intelligence. We are still building “brick and mortar” – as in Roman times. While basic human needs have hardly changed, the technical possibilities certainly have. The megatrends – demographic change, health, the future of work, the climate crisis – require new answers to the question of how we live. We must have the courage to question the status quo, break new ground and try out solutions that did not exist in the past.

    The “housingisation of Switzerland” cannot continue. What used to work in a Switzerland with 6 million inhabitants and limited mobility is now leading to collapse. We need to see ourselves more as part of the universe again, in which we are just one of many species – not as dominators. Every day we see the consequences of our short-sighted use of finite resources, diminishing biodiversity and the waste of energy.

    In future, we will move closer together, make space for others, live more efficiently and with greater sufficiency. To ensure that this does not diminish our quality of life, we need to make better use of the technological opportunities that are already available to us today and those that we will develop in the future. We will live more urbanised lives than we do today, we will meet our daily needs within walking distance and we will be better connected.

    We have now reached 9 million inhabitants in Switzerland. The property industry has been talking about a Switzerland of 10 million for some time now. In your opinion, are we sufficiently prepared for this and where do you still see a need to catch up?
    The idea of a Switzerland of 10 million is already outdated. If we want to enable our ageing society to live comfortably, we need an additional young and well-educated workforce – we need a 12-million-strong Switzerland! We must offer sustainable solutions to the expected migration flows of climate refugees and war refugees without jeopardising our culture and history. The faster and better we prepare for this, the more we will be able to benefit from it.

    We are ill-prepared for the exogenous paradigm shifts. Although we are aware of the pull of the big cities, we do not offer any alternatives. We still work with zoning plans, even though these are no longer able to reflect our production and our way of life. We stare spellbound at the successful crowd-pullers of Zurich, Basel and Geneva instead of recognising and exploiting the dormant qualities of small towns such as Lenzburg, Brugg, Wetzikon or Glarus. There is an urgent need to catch up here.

    Our vision of Smart City Switzerland is not a megacity with a sprawling agglomeration – quite the opposite: we are proposing to become more compartmentalised again. It is not the large Swiss cities that should grow, but the medium-sized and well-connected smaller cities that should become denser and more urbanised – with plenty of green space in between. Urbanisation includes the improvement of amenities, cultural enhancement and, in particular, the creation of new jobs. And where research on settlement development identifies gaps in the urban network, we must also have the courage to build new cities.

    What roles and long-term vision do you see for the Glarus economic region and which key projects will characterise the coming years?
    Glarus North is the economic backbone of the canton – with its location, infrastructure and proximity to the Zurich economic area, it offers enormous potential for production and services. Glarus South, on the other hand, scores highly in terms of nature, recreational value and quality of life. These two areas should be considered much more in terms of a functional symbiosis. The Glarus 2030 vision shows clear prospects for this, but it needs to be supported more broadly. Key projects in Näfels-Mollis and Niederurnen-Oberurnen would be ideal catalysts, but have so far been underutilised – not even in the recently adopted municipal structure planning. Narrow cantonal and federal regulations on building zone dimensions are slowing down development – there needs to be room for manoeuvre for future-oriented solutions.

    One of your students’ Master’s theses analyses Glarus North as a potential sub-centre in the Zurich economic region. How do you assess the development potential of this region, particularly with regard to infrastructure, industries, jobs
    and housing?
    The potential of Glarus North is impressive. Our studies on Smart City Switzerland show that there is space for a medium-sized city on both sides of Lake Walen – but whether this is created in Glarus North, Ausserschwyz or Sarganserland ultimately depends on the political will of the residents.
    The aforementioned HSLU master’s thesis examines the relationship between the large city of Zurich and the surrounding sub-centres (nodes of second centrality). The current situation of the brain drain and the salary mercenaries who commute back and forth between rural Glarus and urban Zurich is contrasted with the vision of the 15-minute town of Glarus Nord. The master’s thesis confirms the interdependence of spatial planning and economic development, of densification and diversity of use, of jobs and living space.

    What needs to happen from a planning and political perspective so that Glarus not only grows, but also helps to shape the future?
    From the perspective of Smart City Switzerland, the Federal Office for Spatial Development ARE must revise spatial planning throughout Switzerland and create new open spaces for densified settlement development. On this basis, existing cities can be densified or even new regional cities (nodes of second centrality) and small towns (nodes of third centrality) can be developed.

    For Glarus, this specifically means active lobbying in Bern to position Glarus North as a business location. This is the only way for the canton to free itself from the role of passive follower in financial equalisation. A clear decision needs to be made between a wait-and-see approach and active participation. If you want to help shape the future, you have to invest – in planning and development, infrastructure, location marketing and political persuasion.

    What role does the cantonal structure plan play in this and what influence can be exerted at communal level?
    The cantonal structure plan reflects the current situation and takes a linear approach. It does not reflect the paradigm shifts that we will be facing in the coming years. The structure plan also offers insufficient flexibility to be able to react to the new exogenous and endogenous challenges.

    The scope for influencing the overarching structure plan is limited. The municipality is dependent on the canton, and the canton in turn is dependent on the federal government. In addition, the requirement for planning consistency makes any innovation difficult. The reaction times are too long. Nevertheless, there are levers: pilot projects and development centres (ESP) make it possible to test innovative ideas and try out new urban models.

    Today’s 105th immoTable in Glarus makes an important contribution to the urgently needed discussion on whether Glarus wants to become a location for the future.

  • Change of management at property company from Schlieren

    Change of management at property company from Schlieren

    Geistlich Immobilia AG has announced a change at the top: As of the beginning of July, Ladina Esslinger has taken over the management of the property developer from the Geistlich Group, Geistlich Immobilia informs in a press release. The former Head of Project Development will take over the operational management from Martin Geistlich. The previous Managing Director will remain active in the company as Chairman of the Board of Directors.

    Geistlich Immobilia AG is responsible for the reorganisation of the former company site in Schlieren within the Geistlich Group. The district amRietpark is being built here on an area of over 125,000 square metres. Around 650 flats as well as commercial and office space are being created around a 600 metre long park. Geistlich Immobilia is currently working on the realisation of the Lymhof project.

    “Our aim is to realise projects that will strengthen Schlieren as a residential and business location in the long term, with real added value for the people who live here as well as for local and new companies,” Esslinger is quoted as saying in the press release. The new head of Geistlich Immobilia AG studied architecture at the Swiss Federal Institute of Technology in Zurich and holds an Executive Master of Business Administration from the University of St.Gallen.

  • Terminating a tenancy: Between arbitration, extension and eviction

    Terminating a tenancy: Between arbitration, extension and eviction

    Arbitration hearing Termination of rental apartment
    If the landlord terminates the rental apartment, the tenant can contest the termination with the conciliation authority within 30 days of receipt and request an extension. If the parties cannot agree on a settlement, the conciliation authority can submit a proposal for a decision or issue the tenant with authorization to file a complaint with the tenancy court.

    Extension of the tenancy
    If the termination is valid, the conciliation authority usually proposes an extension of the tenancy for a maximum of four years for residential premises. Art. 272a of the Swiss Code of Obligations stipulates when an extension is excluded. In addition, the Federal Supreme Court has repeatedly confirmed that the tenant must provide evidence of concrete efforts to find a replacement property before the arbitration hearing. Without concrete search efforts, there is no entitlement to extension.

    In the case of a final extension, the tenancy ends definitively and no further extension is possible. On the other hand, the tenant can request a second extension up to 60 days before the first one expires. If the landlord wants a final extension, this must be explicitly stated in the agreement, otherwise a first extension applies.

    Expulsion order
    If the parties agree on a definitive move-out date, the landlord should insist on an expulsion order in the settlement. This allows the landlord to request expulsion directly from the municipal authorities if the tenant does not move out on the agreed date.

    Recommendations for landlords
    If an extension is ruled out, it may still make sense for the landlord to grant a short final extension. This can avoid lengthy court proceedings with a corresponding “cold extension”. In an agreement, the landlord should ensure that a last extension is clearly formulated and insist on an expulsion order.

  • SVIT Switzerland with new management

    SVIT Switzerland with new management

    With the handover of the chairmanship from Andreas Ingold to Michel Molinari, SVIT Switzerland has completed a significant generational change. Molinari, previously Vice President and CEO of BLKB Fund Management AG, is thus assuming responsibility for an association with over 2,600 members. At the same time, Cécile Berger-Meyer and David Zumsteg were elected to the presidency. Their predecessors, Andreas Ingold and Jean-Jacques Morard, were made honorary members for their many years of commitment.

    An association on the move
    2024 was an intensive year, with targeted political positioning, strategic projects such as the DACH cooperation and the tenancy law commentary. The successful new edition of “SVITPedia” and a high demand for training have made SVIT Switzerland a dynamic and adaptable organisation. The “eduQua” certification was renewed and training courses and examinations were successfully organised in all parts of the country.

    Strategic clarity and strong operational
    The positive development of the association over the past eight years is due to clear strategic decisions and the professionalisation of structures. The separation of strategy and operations, the introduction of a CEO model and the reorganisation of the Forum, Campus and Summit platforms have created a stable foundation. A strategic action plan for positioning has been developed and is currently being implemented. The aim is to further increase the visibility and effectiveness of the association.

    Political relevance strengthened
    The 2025 Delegates’ Meeting once again demonstrated the growing political relevance of SVIT Switzerland. The delegates approved a motion to no longer conclude sponsorship agreements with Swiss Marketplace Group AG in future. Current contracts will also be cancelled until they expire. The association is thus sending out a signal in favour of independence and clear representation of the industry’s interests.

    Visible, present, consistent
    With its new leadership and strengthened position, SVIT Switzerland aims to further expand its role as a leading professional and industry association. The three strategic pillars of training, politics and networking form the stable foundation for a future-orientated commitment. The Assembly of Delegates as part of the Swiss Real Estate Forum also provided the right stage for this in 2025, with inspiring impulses from personalities from politics, sport and business.

  • How the tenants’ association is sabotaging housing construction

    How the tenants’ association is sabotaging housing construction

    At first glance, the tenants’ association’s initiative, for which the collection of signatures began on June 3, 2025, sounds like a good thing: lower rents, more protection for tenants, more say. But if you don’t allow yourself to be dazzled by fine-sounding titles, you’ll realize that this initiative combats symptoms – and cements the causes.

    Of course, rising asking rents are a real burden, especially in urban centers. But the impression that this is a conspiracy on the part of landlords falls short of the mark. The figures are clear: according to the Federal Office for Housing, there is an annual shortage of up to 10,000 apartments – with a simultaneous increase in households of around 50,000 units. The fact that asking rents are rising is not surprising – it is the result of growing excess demand.

    And this is precisely the problem with the initiative. It wants to correct pricing administratively instead of eliminating the structural bottlenecks on the housing market. Capping yields may seem popular in the short term, but in the long term it deprives residential construction of important investment incentives. Private investors – including pension funds and insurance companies – are currently responsible for a large proportion of new construction activity. Curtailing their profitability scares off capital and risks a further shortage.

    The myth of the yield-hungry investor is a false one. More than half of rental apartments in Switzerland belong to pension funds, insurance companies or pension schemes – in other words, ultimately to the population itself. Anyone who cuts their returns is jeopardizing our retirement provision. The housing market is not a playground for socially romantic experiments, but a complex system that has to reconcile supply and demand. Anyone who undermines this mechanism is not solving any problems – they are exacerbating them.

    The right of first refusal for non-profit housing is also tricky. It effectively means expropriation with a bureaucratic detour – and a further step towards a state-controlled housing market. I warn against this: such an intervention may be ideologically motivated, but in practical terms it will mainly result in delays and inefficiency. Non-profit housing construction is justified, but it is no substitute for the market-driven volume that we urgently need.

    Instead, we need realistic solutions. SVIT Switzerland has formulated 20 specific demands in its housing agenda: faster and coordinated approval procedures, a reduction in objections, promotion of redensification and space-efficient housing. Tenancy law itself must also become more differentiated: It protects existing tenants too much and not enough those who are urgently looking for an apartment. This is neither fair nor efficient.

    In short: the housing shortage will not be solved by more regulation, but by more apartments. Anyone who hinders new construction, whether out of ideological conviction or a false sense of justice, ultimately only widens the gap between supply and demand – and thus harms the very people they claim to be protecting.

  • Perspectives and insights from leading minds in the real estate industry

    Perspectives and insights from leading minds in the real estate industry

    The real estate industry is facing dynamic challenges: from regulatory adjustments and digitalization to issues of sustainability and the shortage of skilled workers. At the same time, there is a growing need for well-founded opinions, practical insights and guidance.

    With the new immo column on immo-invest.ch, we are creating a space for specialist knowledge, experience and discourse. In regular contributions, experts from various areas of the industry share their views and provide valuable input.

    Diverse topics for a networked industry
    The immoColumn covers the entire spectrum of the real estate world, including:

    • Construction, management and planning/development
      Key topics such as construction processes, sustainable management and new utilization concepts
    • Finance, building technology and energy
      From financing issues to energy efficiency and pioneering building technologies
    • PropTech/digitalization and marketing
      Digital innovations, new marketing approaches and smart processes
    • Mobility/transport and location promotion
      Stimuli for regions and new opportunities for mobility and accommodation
    • Public sector, associations and suppliers
      Political framework conditions, interest groups and partners along the entire value chain
    • Sellers/brokers, advertising and suppliers
      Players who shape the market and support it with innovative products and services

    With this thematic diversity, we want to reflect the perspectives from all areas of the real estate industry and make a contribution to further development.

    Who writes?
    The columns are written by leading figures in the real estate industry, personalities who enrich the industry with their experience and knowledge. They are exclusively C-level executives or individuals with comparable levels of responsibility who provide practical perspectives.

    The immoColumn appears regularly on immo-invest.ch and is distributed via our channels such as the immoNewsletter, LinkedIn and within the framework.

    Do you have a topic that moves you? Or would you like to make a contribution yourself? Please feel free to contact us!

  • Business location and living space Canton Glarus – A truly fabulous lifestyle

    Business location and living space Canton Glarus – A truly fabulous lifestyle

    The canton of Glarus has a long industrial tradition. What impetus are you providing to strengthen economic competitiveness and create sustainable jobs?
    The canton of Glarus has always been extremely business-friendly. We were one of the first Swiss cantons to regulate economic development by law (1978). Glarus is also a Swiss pioneer in social legislation with the Factory Act (1864) and compulsory old-age insurance (1916). Against this background, Glarnerland is traditionally a modern business location with competitive advantages for employers and employees that may only become apparent at second glance. For example, the Glarnerland is large enough to offer companies sufficient space, but also small enough to make decisions quickly and unbureaucratically. The contact point for business provides pragmatic and reliable support to both company founders and existing companies or companies wishing to relocate. In our three large municipalities, which have merged in an exemplary manner throughout Switzerland, investors can find affordable real estate and employers can find well-trained, motivated employees who enjoy living in an intact environment with the advantages of a modern environment.

    How does the Department of Economic Affairs promote innovative digital business ideas?
    On the one hand, the possibilities of digital transformation serve to redesign processes and products, but they also form the basis for the circular economy. This involves both greater resource efficiency and data management. As a result, tomorrow’s employees will know which materials were used in which processes. Supply chains are another opportunity: New digital processes enable a more robust, efficient and transparent supply chain. With this in mind, we are supporting the digital transformation in the Glarus economy with digitalization loans. The funding program has two million francs available until the end of 2027. Funding is available for innovative projects that incorporate new technologies in processes and production, create new products and business models and establish collaborations. Specifically, we carry out an analysis of the current situation in participating companies with the expertise of the Innovation Network Eastern Switzerland (INOS). The analysis is financed by the new regional policy (NRP) and includes an assessment of the current situation, including an action plan and roadmap for implementation. This basis is required for the application for financial support of up to CHF 100,000 for individual companies and CHF 300,000 for inter-company and/or industry-wide projects.

    How do you think the real estate sector will develop in the industrial and commercial sector?
    The pressure from the agglomeration is noticeable in Glarnerland. However, population growth is moderate, which is conducive to sustainable development. The municipality of Glarus North has particularly high capacities in terms of industrial and commercial space, which are currently being used in several projects at the Bilten site. With active land management, we are focusing on sustainable development with high-quality industrial and commercial projects.

    What trends do you see in the development of supply and demand in the residential sector?
    The majority of new residential construction projects are being implemented in the municipalities of Glarus and Glarus North. This also has to do with land use planning, which can take a holistic and progressive view thanks to the municipal merger. In Glarus South, land use planning is still undergoing a challenging political process, which is also being monitored by the canton.

    How can you ensure that the development of the real estate market meets the needs of the population?
    Anyone who lives in one of our 29 villages, towns or districts appreciates the special features of their place of residence. These are reflected, for example, in the location or club life. Life is completely different in Elm or Braunwald than in the cantonal capital or in Näfels. And there again different from the Kerenzerberg or Lake Walen. This creates a sense of identity and solidarity, which keeps people here. This is consistent with the moderate pace of population growth and the comparatively stable real estate prices.

    How can you ensure that your real estate market develops sustainably?
    With our unique combination of closeness to nature and urban proximity, with its manageable size and compact living and economic area, Glarnerland scores highly. Careful management of these advantages is therefore essential – they are our resources, our capital.

    What infrastructure projects are planned by FEDRO and SBB and what potential for improvement do you see?
    Glarnerland is perceived as a rural region, but thanks to its location between Zurich and Chur, it has very good transport connections. The city of Zurich and the airport are only an hour away by car or train, one of the most important north-south axes runs through the canton, and private planes and helicopters can take off and land in Mollis.

    Naturally, the canton of Glarus is also dealing with the increasing mobility requirements. In recent years, the canton has implemented three of four major road construction projects, in particular to provide future-oriented access to the Mollis airfield development focus. The fourth project to optimize access to the industrial area in the south of the municipality of Glarus is currently in the planning phase. The focus of our efforts is close cooperation with the federal government on the bypass projects to relieve congestion on the current main axis. We have received assurances from the federal government that the Netstal and Glarus bypasses will be combined into one overall project under the leadership of FEDRO. The aim is to relieve the canton of Glarus of all its road traffic problems.

    In terms of public transport, we have had a new legal basis for future public transport services since the Landsgemeinde 2025. Our region is already well connected today with direct connections to Zurich and Rapperswil as well as transfer options in Ziegelbrücke to St. Gallen, Chur and Zurich. Our population and businesses depend on this convenience and the continuous half-hourly service agreed at the Landsgemeinde 2025. We are working hard to achieve this with the federal government and in cooperation with SBB and SOB. We are actively cooperating with companies to make commuting by public transport more attractive for employees – for example, the Bonus Pass creates incentives to switch from car to public transport.

    Short distances within and between our localities also play a key role in mobility. For example, it only takes 20 minutes to cycle from Näfels, Glarus North, or from Schwanden, Glarus South, to the cantonal capital. The trend towards cycling is also reflected in the cantonal Cycle Path Act, which was passed by the Landsgemeinde 2024.

    How does location promotion help to present Glarus as a liveable and future-oriented region?
    The canton of Glarus is the third most financially attractive place to live: in addition to low housing costs, we offer a moderate tax burden and comparatively low health insurance premiums. These are our major advantages in terms of financial factors. Added to this is the high quality of the living environment, which combines the advantages of the countryside with urban amenities. This is evident at first glance when you arrive in the canton of Glarus. Together with the impressive mountain scenery, the witnesses of early industrialization shape the landscape and life in our canton. The historic industrial areas, factory owners’ villas and workers’ settlements from the 19th century and the landscape are also the backdrop for films and TV series for good reason. In people’s everyday lives, this is reflected in a contrasting and lively environment with contemporary settlements for professionals and families who value living, working, culture and leisure in our modern communities.
    With this in mind, Glarus has been actively marketing the canton in a targeted manner for over ten years. This year, we are using our role as host of the Swiss Wrestling and Alpine Festival (ESAF) to put the spotlight on the canton of Glarus as a center of life. With the upcoming major event, the whole of Switzerland is turning its attention to the Glarus region. Under the motto “Really fabulous”, the focus is on working, living and leisure. The face of the campaign is the popular Glarus chef and influencer Noah Bachofen. He and his colleague are accompanied on their mission to create an authentic image film about the Glarus region. The campaign aims to make the unique Glarus lifestyle visible and tasty.

    Why do skilled workers stay in the region and what does location promotion contribute to this?
    Of course, a good campaign alone is not enough. The municipal location promotion agencies make a major contribution to the high quality of life. They continue to develop their residential and leisure areas with new projects and in cooperation with investors – examples include the optimally developed development focal points at the Näfels/Mollis and Glarus railroad stations. The municipalities provide modern schools and supplementary family services, operate sports facilities and offer retail, gastronomy, medical care, industry, commerce and culture space for a lively and functioning everyday life. The canton ensures the operation of the cantonal school, the sports school, the vocational schools, the cantonal hospital, security and social services. The lean administrative structures enable an efficient and direct exchange between the cantonal specialist offices and those responsible at municipal level.

    What is your long-term vision for Glarus as a business location?
    In the coming years, it is crucial for the canton of Glarus that the initiated development is implemented in a coordinated manner. It is important to support and accompany the private initiatives and at the same time create the right framework conditions for companies and skilled workers. If this succeeds, the canton of Glarus will be a secure, networked and economically strong canton with a strong middle class, surrounded by unspoiled nature.

    Future-oriented and efficient structures are decisive for the success of a company. This also applies to the public sector. Glarus is the only canton that has consistently adapted its own structures to the new circumstances. With today’s highly efficient administration, we are fit for the future.

  • Empa wins bridge builder

    Empa wins bridge builder

    Matthias Sulzer is not your typical researcher. His career path took him from a trade to engineering studies to founding a company and finally back to research. Today he heads the Empa Department of Engineering Sciences, where he is helping to shape the built environment of tomorrow. His office is just as structured as his way of thinking. On a poster he drew himself, a mountain road shows the stages of a strategic development. For Sulzer, visualizations are not just a working tool, but an expression of pragmatic, goal-oriented thinking.

    He recognized early on that sustainable change can only succeed if research and practice work closely together. Even when he founded his company, he focused on scientific cooperation. This attitude later led him to Empa as a senior researcher, where he led national innovation projects and translated scientific findings into concrete applications.

    Innovation as a combination of systems thinking and responsibility
    Today, Sulzer deals with a wide range of topics, from sustainable robotics and new materials to the decarbonization of entire energy systems. Its work is particularly impressive in the context of climate change. After all, the built environment is responsible for a large proportion of resource consumption. Sulzer sees this not only as a technological task, but also a social one. His vision ranges from closed material cycles to the recovery of atmospheric carbon. For him, climate protection begins in the laboratory, but it ends in application.

    His department covers the entire spectrum of research, from molecular material developments to the evaluation of national energy strategies. From drones for infrastructure repairs to biocompatible implants, the work of the Empa teams is as diverse as it is relevant. According to Sulzer, it is crucial that the various disciplines work together. Where individual experts used to work side by side, today the focus is on real teamwork.

    Research that empowers people
    For Sulzer, however, the focus is not on technology, but on people. Research should not only be measured in terms of excellence, but must also empower the next generation to take responsibility. He sees himself as an enabler who creates spaces for scientific excellence. And he believes in the added value of teams in which individual strengths are combined to create collective intelligence. Where disciplinary boundaries are crossed, new solutions emerge, often with an impact beyond research.

    With Matthias Sulzer, Empa is not only gaining a technically skilled head of department, but also a leader who brings together science, entrepreneurship and social responsibility. At a time when technological developments alone are no longer enough, Sulzer relies on attitude, cooperation and a clear vision. Research that works through people, for people.

  • Strategy adjustment brings personnel changes

    Strategy adjustment brings personnel changes

    Jacques Mauron is drawing the consequences of the strategic restructuring of Groupe E and is stepping down as CEO. According to a press release, the Board of Directors has appointed Alain Sapin, Director of Electrical Energy at the Fribourg-based energy supplier, as interim CEO. Mauron has worked for Groupe E since 2004 and has been CEO since November 2019.

    Groupe E announced in April that it was reviewing its photovoltaic and heat pump activities in its own canton and other parts of French-speaking Switzerland. This was the company’s response to a sustained decline in sales in this area since 2023. It now wants to adapt the structure of the Technology and Infrastructure Directorate so that the individual branches are given more independence.

    This strategic reorganization is associated with job cuts. In April, the company was still assuming that 188 of its 2,600 employees would be made redundant. Following consultation with the social partners, the number of redundancies was reduced to 168 in May.

    The previous head of the Technology and Infrastructure Directorate, Michel Beaud, has since left Groupe E. He has now been succeeded on an interim basis by Johann Ruffieux, Head of Procurement and Trading.

  • Expansion of the management team for data centre projects

    Expansion of the management team for data centre projects

    Green Datacenter AG is expanding its management team. Markus Meier joined the company and management team at the beginning of May, the Aargau-based provider of data centres and related services announced in a press release. As Chief Construction Officer (CCO), Meier will be responsible for all of Green Datacenter’s own construction projects and those realised on behalf of customers.

    “With Markus Meier, we are strengthening the organisation with an experienced leader in order to continue to implement the ongoing expansion of our high-availability infrastructures with high quality and efficiency,” Green CEO Roger Süess is quoted as saying in the press release. The new CCO is a qualified construction manager and has over 25 years of experience in managing construction projects, according to the press release. Meier’s professional background includes positions as Managing Director of the construction company Erne AG and Head of Master Builder Zurich at Implenia.

    Green is currently building a new data centre in Lupfig and two data centres in Dielsdorf. “Our growth follows a clear strategic plan,” explains Süess. “We are setting new standards and strengthening Switzerland as a digital location in the long term.”

  • Tanja Zimmermann takes over the presidency

    Tanja Zimmermann takes over the presidency

    On 6 May 2025, Tanja Zimmermann was elected as the new President of the Board of Trustees of Technopark Zurich. She succeeds Lothar Thiele, who has chaired the board since 2019. The change not only gives the innovation hub new leadership, but also sends a clear signal in favour of diversity and future orientation.

    Impetus from research and technology
    Zimmermann’s career has been characterised by interdisciplinary research and the targeted bridging of science and industry. As Director of Empa, she has been promoting sustainable innovations at the interface between the laboratory and the market for many years. She is now contributing this expertise to the strategic development of the Technopark, an ecosystem that connects start-ups, research institutions and companies.

    Technopark as a workshop for the future
    For Zimmermann, Technopark Zurich is a place where ideas grow and become reality. “This is where visionary research meets entrepreneurial action. This is the ideal breeding ground for innovation,” she says. As the new President, she wants to create targeted framework conditions that promote forward-looking developments and strengthen synergies.

    A clear commitment to Switzerland’s innovative strength
    With the election of Tanja Zimmermann, Technopark Zurich is sending a strong signal for strategic expertise, sustainable orientation and the promotion of a sustainable business location.

  • New course director for Real Estate Management at the HWZ – focus on digitalisation and AI

    New course director for Real Estate Management at the HWZ – focus on digitalisation and AI

    Facchinetti brings with him extensive experience in digitalisation, innovation and PropTech. “We are convinced that he will offer students great added value thanks to his broad network and expertise,” says Markus Streckeisen, Head of Real Estate Programmes at the HWZ.

    In future, the new programme director will be responsible for three practical CAS programmes, which can be completed individually or in modules over several years up to a Master’s degree:

    • CAS Smart Real Estate Business (start: March 2025)
    • CAS Smart Real Estate AI, Data & Value (start: September 2025)
    • CAS Smart Real Estate Life Cycle Management (start: September 2025)

    “I am looking forward to working with experts from the field to impart future-oriented skills that are necessary for the challenges of our time,” says Facchinetti.

    The part-time continuing education programme, centrally located at Zurich Main Station, is aimed at specialists and managers who want to strengthen their digital skills in the real estate sector – practical, modern and future-proof.

  • Prof Nora Dainton takes over as Head of the FHNW Institute of Digital Construction

    Prof Nora Dainton takes over as Head of the FHNW Institute of Digital Construction

    Prof Nora Dainton takes on dual responsibility as interim head of the institute. She heads the Institute of Digital Construction and at the same time remains head of the MSc in Virtual Design and Construction programme. This combination enables a close integration of research, teaching and strategic development. “I look forward to actively shaping the future of digital construction together with our students and colleagues,” she emphasises.

    Prof. Dainton has been working at the institute since 2021 and is shaping the content and strategic direction of the VDC Master’s programme. A degree programme that focuses on digital processes in construction and real estate.

    Bridging the gap between research and practice
    One of Prof. Dainton’s key concerns is applied research in close collaboration with practice partners. As a link between industry, teaching and research, she wants to actively support the digital transformation in the construction industry. The focus here is on new planning and construction processes, innovative forms of organisation and digital tools that increase efficiency, sustainability and quality in the construction process.

    Her cross-institutional role within the university also enables her to contribute to the further development of the departments and university development at a strategic level.

    Handover with perspective
    Prof. Dainton succeeds Prof. Manfred Huber, who has built up and shaped the Institute of Digital Construction with great commitment over eight years. From August 2025, Prof Huber will take on a new management role as Director of the Department of Engineering & Architecture at Lucerne University of Applied Sciences and Arts.

    The transition marks a new phase for the institute, which is positioning itself as a regional, national and international driving force for digital transformation in the construction industry.

  • The future of location promotion in the canton of Zurich

    The future of location promotion in the canton of Zurich

    Together with Markus Müller, you have been co-heading the location promotion of the Canton of Zurich for over 15 months.
    What insights have you gained?
    Zurich stands out within Switzerland due to its economic size. This also means that we are not only heavily involved in cantonal issues, but are also active on the national and, in some cases, international stage. For example, we promote Switzerland as an AI location or share our findings on AI applications in the economy with international partners.

    At the same time, I find the close cooperation between business, science and administration as well as politics to be expedient when it comes to creating sustainably attractive framework conditions.

    Could you give us a brief overview of the current priorities of location promotion in the Canton of Zurich?
    The central focal points are:

    As just mentioned, the development of attractive, long-term location factors. Through close dialog with business and science, we identify trends at an early stage and provide targeted impetus for location development.

    Promoting innovation and strengthening our key sectors of finance, ICT, life science, food, clean and high-tech.

    Maintaining and strengthening the diversity of the industry structure. In this context, we also support companies that want to locate here – from the search for a location to obtaining permits.

    Our projects, programs and initiatives are based on these three pillars.

    What are the long-term visions of the cantonal location promotion department with regard to location development?
    The attractiveness of a business location depends on a number of different location factors. These range from target group-friendly regulations and digital government services to strong innovative power and the sustainable design of economic areas.we are pursuing the goal of being an attractive, leading and future-oriented innovation and business location with international appeal for companies and the population.

    Zurich is one of the most expensive places to live in the world. The high real estate prices and rents are also becoming an increasing burden for companies. What can location promotion do about this?
    We are committed at various levels not only to the attractiveness and prosperity of the economic area, but also to a high-quality and excellent quality of life. In this respect, the availability of living space also plays a role. One concrete application can be found, for example, in our Innovation Sandbox for artificial intelligence. In the current phase, we are supporting the use of AI in planning applications. We hope that the results will help us to find ways of reducing the building backlog and streamlining the building permit process.

    Housing subsidies are also located at official level. It promotes the provision of affordable rental apartments with attractive loans.

    The ageing population is affecting the real estate sector and the labor market. What significance does this fact have for the canton of Zurich and how can you respond to it?
    The topic of demographic shifts and the widening labor market gap has been on our minds for some time at various levels. Over the next few years, many experienced workers will retire – this will increase the competition for talent.

    On the one hand, we are working on various projects in the area of recruiting and retaining skilled workers and labor market participation. At the same time, we are currently developing new overarching approaches to demographics that will have a longer-term impact. One thing is clear: tackling the challenge of demography must be approached from a systemic perspective, meaning that many parties and stakeholders need to be brought to the table.

    How do you see the role of the canton in the Greater Zurich Area economic region?
    The Greater Zurich Area is one of the most innovative business locations in Europe – and the canton of Zurich plays a central role in this. As a leading innovation location, we create the framework conditions that companies need to develop successfully. Ultimately, the other cantons within the Greater Zurich Area also benefit from our strong position.

    As the economic engine of Switzerland, the Canton of Zurich is also the largest provider of funds for the Greater Zurich Area as a business location. At the same time, our Chief Executive Officer, Government Councillor Walker Späh, is President of the Board of Trustees of the Greater Zurich Area Business Location. The Canton of Zurich is also actively represented in the Greater Zurich Area economic region by the two cities of Winterthur and Zurich. This allows us to optimally represent our interests and coordinate the activities of the Greater Zurich Area as a business location with our own.

    How does the cooperation with other cantons within the Greater Zurich Area business location work?
    What joint projects are currently underway?
    Cooperation within the organization of the Greater Zurich Area business location focuses primarily on issues relating to relocation. We work very closely with other cantons in various other constellations and committees. For example, in the Zurich metropolitan area, but also on a smaller spatial level, such as in the Limmat Valley. However, not all cantons are always members of the Greater Zurich Area business location.

    Current cooperation projects include the 2nd phase of the Innovation Sandbox for Artificial Intelligence, which also includes the aforementioned building permit project, and the repositioning of the Limmatstadt regional location promotion program, in which we are thinking beyond the cantonal borders in functional areas and looking for solutions.

  • Zurich as a business location – fit for the future?

    Zurich as a business location – fit for the future?

    You head the Office of Economic Affairs of the Canton of Zurich. What are your responsibilities in this role and how can you influence economic development?
    The Canton of Zurich is a leading business location with international appeal. As the Office of Economic Affairs, we help to ensure that it remains competitive in the future, promotes innovation and generates sustainable added value.

    Thanks to a strong team with wide-ranging expertise in various areas and in-depth specialist knowledge, we strengthen the business location and support companies in various phases. We use our knowledge and experience in a targeted manner to analyze and develop the economic framework conditions and respond to new challenges. In close cooperation with the business and scientific communities, we analyze location factors and provide impetus to position Zurich as an attractive location for companies. At the same time, we take on central enforcement tasks: We ensure smooth approval procedures and thus create planning security for companies and employees. By ensuring compliance with working conditions and legal requirements, we contribute to an attractive and responsible labor market. Another focus is the promotion of affordable housing – a decisive factor for the attractiveness of a location. We therefore have numerous effective levers at our disposal to actively shape change.

    A pronounced service orientation is particularly important to me. A good understanding of our stakeholder groups and their needs forms the basis of our work. Because only if we know the challenges and concerns of companies can we provide targeted support and strengthen Zurich as a business location in the long term.

    In short: we create attractive framework conditions for an economic environment that benefits companies and the population alike.

    How do you assess the economic situation in the canton of Zurich?
    Overall, the canton of Zurich is in a very solid economic position and is one of the most innovative economic regions in Europe. Moderate economic growth of 1.1% is forecast for the current year. A high level of innovation, first-class universities and close cooperation between business and science make the location particularly attractive. Companies benefit from well-trained specialists, an excellent infrastructure and a strong international network.

    At the same time, we are facing important challenges: In the short and medium term, the latest geopolitical tensions could have an impact on Zurich as a business location. Closely linked to this is the question of how we position ourselves strategically vis-à-vis our European neighbors, particularly with regard to our relationship with the EU.

    In the long term, demographic change will play a key role. The ageing of society, rising retirement figures and the availability of skilled workers will be decisive for how competitive the business location remains. Measures must be taken in good time to secure the pool of skilled workers.

    However, thanks to its economic stability, innovative strength and quality of life, I believe that the canton of Zurich is well positioned to remain successful in the long term.

    In which areas does the canton of Zurich still have untapped economic potential?
    The canton of Zurich has a strong capacity for innovation. Nevertheless, there are areas with untapped potential: in the field of artificial intelligence, the canton of Zurich has taken an important step towards strengthening the dynamic AI ecosystem with the “Innovation Sandbox for Artificial Intelligence”. However, from a macroeconomic perspective, there are still great opportunities to anchor AI even more broadly in various sectors. SMEs in particular could increase their productivity and open up new business areas through the targeted use of AI. Practical support is needed here to provide SMEs with access to and knowledge of AI technology.

    There is further economic potential in the scaling of start-ups. Zurich offers an excellent environment for start-ups. However, many start-ups face the challenge of expanding their business beyond the initial phase. There is a need for additional financing options and targeted support structures to help start-ups grow and accompany them on their way to the international market.

    We are also not yet exploiting the existing potential in the area of digital health. Increasing cost pressure in the healthcare system, an ageing society and the growing shortage of specialists make a transformation more urgent than ever. Zurich as a business location has all the ingredients to be successful here: leading universities, strong players in the healthcare sector and innovative companies. With the “digital health center Bülach”, we have created an innovation hub that makes an important contribution by promoting innovation and building bridges between science and business.

    What economic policy framework conditions are crucial for the success of the Greater Zurich Area as a business location from the perspective of the Canton of Zurich?
    A key success factor is access to highly qualified specialists. The canton of Zurich has excellent universities and research institutes that attract talent from all over the world. To ensure that this remains the case in the future, the universities must also remain attractive to foreign students – both through first-class educational conditions and easier access to the job market after graduation.

    Tax conditions also play a decisive role. A competitive tax environment is essential if the canton of Zurich is to remain attractive. Currently, however, the tax environment is increasingly perceived by companies as a negative location factor. In a cantonal comparison, the canton of Zurich ranks second to last in terms of the tax burden on companies – a risk for long-term competitiveness.

    Our relationship with Europe is another key factor for economic success. Access to the European market is crucial for many companies, especially for export-oriented sectors. At the same time, companies in Zurich as a business location benefit from Switzerland’s lean and pragmatic regulations.

    How attractive is the Greater Zurich Area for investors in an international comparison with other European metropolitan regions?
    The Greater Zurich Area is one of the most attractive business locations in Europe and is asserting itself internationally as a leading location for companies and investors. It offers a unique combination of economic potential, innovative strength and business-friendly conditions. At the same time, the region offers a stable, transparent and reliable economic environment with attractive tax and regulatory conditions.

    Companies benefit from a first-class environment for research and development – characterized by close cooperation between universities, start-ups and globally active companies.

    Another key advantage for investors is the mix of industries in the region. Zurich is no longer just the most important financial center in Switzerland, but also a dynamic and diverse location for innovation. The strong presence of ICT, high-tech, space and robotics, life sciences, food and cleantech ensures a high density of innovation and minimizes the risk of dependencies. For investors, this means not only stability, but also attractive diversification opportunities.

    Switzerland is neither an EU member nor a cost-effective location. Why should an international company still choose the Greater Zurich Area?
    The Greater Zurich Area offers companies a unique overall package that goes far beyond cost factors. It combines a business-friendly and politically stable environment with first-class talent, leading research and a high quality of life – factors that are crucial for sustainable business success.

    Switzerland ranks first in the world when it comes to innovative strength as well as attracting and retaining talent. Thanks to an excellent education system, internationally recognized universities and a high quality of life, the country is able to attract specialists from all over the world. Companies benefit from a highly qualified labor market, which makes a decisive contribution to competitiveness.

    However, there is still untapped potential in one area: the availability of attractive and sustainable space for companies to successfully secure relocations and expansions.

    What strategic advantages does Switzerland offer as a hub for European or global business activities?
    As a business location, Switzerland offers a unique combination of stability, innovative strength and international networking. Thanks to its central location in the heart of Europe, it is an ideal starting point for companies with a global or European focus.

    One decisive advantage is its excellent accessibility: Zurich Airport offers direct connections to major economic centers worldwide and makes the Greater Zurich Area a strategic hub for international business activities.

    The fact that the canton of Zurich is already a sought-after location for globally active companies is demonstrated by the most recent relocations. International tech companies such as “OpenAI”, “Anthropic” and “Boston Dynamics” have opened offices in Zurich – proof of the attractiveness of the location and its potential as a hub for forward-looking industries. The high density of leading companies creates a dynamic ecosystem that also opens up new opportunities for local SMEs.

    How important are modern infrastructure and digital networking for internationally active companies?
    The Greater Zurich Area offers internationally active companies first-class infrastructure and seamless digital networking – key factors for competitiveness and sustainable growth.

    Thanks to Zurich Airport’s international reputation, a state-of-the-art rail and road network and direct connections to Europe’s most important economic centers, companies benefit from maximum mobility and accessibility. Switzerland is ranked first in the current IMD ranking for its infrastructure, which underlines the high quality and reliability of the location conditions.

    The region also impresses with its advanced digital infrastructure. High-performance networks and state-of-the-art technologies create optimal conditions for innovation, data-driven business models and the use of pioneering technologies such as artificial intelligence and cloud computing.

    With this combination of physical and digital excellence, the Greater Zurich Area offers companies the ideal framework conditions to successfully position themselves globally.

  • Building between town and country

    Building between town and country

    While space is still available in the countryside and construction processes are often less complicated, the urban reality is characterised by density requirements, regulations and lengthy approval procedures. Communication channels are shorter in the countryside and processes are more direct. In cities, on the other hand, complex projects such as “The Circle” at Zurich Airport require sophisticated coordination and patience.

    Skills shortage knows no boundaries
    Whether rural or urban, the struggle for qualified apprentices is noticeable throughout Switzerland. It is worth noting that young people from rural regions are often more adept at manual labour. Not least because they come into contact with practical work at an early age. Nevertheless, recruitment remains a challenge, especially in urban areas where academic or commercial careers dominate.

    Regional roots as a success factor
    Whether traditional family businesses in Schwyz or locally anchored construction companies in Thurgau, the construction industry remains a strong pillar of the regional economy in both cantons. In the countryside in particular, master builders are not only economically active, but also socially active, as members of associations, presidents of event organisers and promoters of local life.

    Objections slow down progress everywhere
    Rural idyll does not protect against legal hurdles: Even outside the cities, construction projects are regularly delayed by objections. The call for a clearer, faster and legally secure procedure is growing louder. Long overdue from a practical point of view.

    Different starting points for the order situation
    While the canton of Schwyz is currently recording a solid order volume with growing construction activity and large projects, the situation in Thurgau is tense. Non-essential investments are being postponed there to save money, with a direct impact on local construction companies.

    Focus on sustainability and quality
    The requirements for new buildings are changing rapidly. Energy efficiency, sustainability and climate-friendly construction dominate project requirements. At the same time, time pressure on construction sites is increasing, while legal complexity is growing. The industry’s desire for more quality instead of price dumping and a return to long-term, sustainable values.

  • Change of leadership at the Swiss Chamber of Real Estate Agents completed

    Change of leadership at the Swiss Chamber of Real Estate Agents completed

    With the election of Patrizia Wachter Tanner, the Swiss Chamber of Real Estate Agents is responding to the increasing demands of the property market. The business economist with a Master’s degree in Real Estate Management succeeds Kurt Bosshard, who did not stand for re-election after ten years of dedicated service on the Board. Wachter Tanner manages Prefera Immobilien AG in Sargans and Alfina Prefera Immobilien AG in Chur and brings many years of management experience, industry expertise and entrepreneurial thinking to the Board.

    Her election by acclamation is an expression of the members’ confidence in her expertise and her commitment to the concerns of the sector. At the same time, Kurt Bosshard, CEO of Bosshard Immobilien AG in Ascona, was bid farewell with a big round of applause. His many years of commitment to the professionalisation of the real estate industry were honoured by the Executive Committee with thanks and recognition.

    Quality creates trust
    The SMK stands for certified quality in property brokerage and is thus continuing to gain in importance. With 127 members at the end of the 2024 financial year, there is a clear trend. More and more professional estate agents want to become part of the network and subject themselves to the demanding quality code. Membership requires strict quality management, which is regularly reviewed in audits. This creates trust for both sellers and prospective buyers.

    The need for sound advice is growing, particularly in an increasingly volatile and regionally diverse market environment. The SMK label is a reliable signal to the market. Those who carry it offer proven expertise, transparency and reliability in a sensitive business area.

    Strategically positioned for the future
    With the new Board of Directors, led by President Ruedi Tanner, SMK is signalling both stability and renewal. The combination of many years of industry experience and fresh impetus creates the basis for a strong position in a challenging market environment. with their certified expertise and qualified advice, the members of the Swiss Chamber of Brokers create decisive added value for their customers,” says Ruedi Tanner.

    The SMK thus remains the leading network for quality brokers in Switzerland and a key guarantor of credibility, expertise and sustainable market success.

  • New CEO takes the helm at indoor climate specialist

    New CEO takes the helm at indoor climate specialist

    The Pfäffikon-based Condair Group has appointed Martin Plüss as its new CEO with immediate effect, according to a press release. In his new role, the experienced manager will drive forward the growth strategies of the company, which specialises in indoor climate.

    Before joining the Condair Group, Martin Plüss was CEO of Gilgen Door Systems AG, an internationally active subsidiary of the Japanese Nabtesco Corporation. Plüss also has over 20 years of experience in international building technology companies.

    “We are delighted to welcome Martin as our new CEO,” said Silvan G.-R. Meier, owner and CEO of Condair, in the press release. “His technological and manufacturing expertise, his strong organisational and team-building skills and his strategic intuition will help us to further expand our market presence and technology leadership.”

    The new CEO is delighted with his new role and is convinced that “we will build on the foundations of the company and forge a successful path into the future”.

  • Merger with strong figures Ina Invest and Cham Group

    Merger with strong figures Ina Invest and Cham Group

    Cham Group recorded a remarkable increase in the value of its property portfolio of CHF 184.7 million to a total of CHF 703.2 million in the last financial year. This positive development is attributable to several factors. Progress in the planning and construction development of the neighbourhood, high demand for the space being created and a favourable interest rate environment. These factors have significantly increased the Cham Group’s earnings potential.

    The Cham Group’s net profit totalled CHF 168.2 million, compared with CHF 15.6 million in the previous year. In addition, rental income increased by 9.8 per cent to CHF 8.1 million. The operating result before revaluation totalled CHF 6.7 million. With an equity ratio of 73.5 per cent and an unchanged dividend of CHF 12 per share, Cham Group has a solid financial basis.

    Operational strength despite special factors
    Ina Invest was operationally in the black in the past financial year, but suffered a net loss of CHF 17.4 million. This loss is mainly due to a payment of CHF 34.7 million to Implenia, which was made as part of the planned merger with Cham Group. Excluding this one-off effect and taking into account changes in market value, EBIT totalled CHF 20.4 million.

    Ina Invest’s property portfolio is estimated at CHF 862 million at the end of 2024, with revaluations of CHF 15.4 million. Rental income remained constant at CHF 15.4 million. Despite the challenges, Ina Invest plans to distribute a dividend of 20 centimes per share.

    Merger to form Cham Swiss Properties AG
    The planned merger of Ina Invest and Cham Group will create a new property company with a combined portfolio of around CHF 1.6 billion. The merged company will have a residential share of around 60 per cent and an equity ratio of around 57 per cent. This merger promises to combine the strengths of both companies and offer a diversified, sustainable property portfolio.

    The shareholders of both companies will vote on the merger at the Annual General Meetings on 31 March. The approval of the shareholders will be decisive in realising the strategic goals of the new Cham Swiss Properties AG.

    A strong future
    The merger of Ina Invest and Cham Group offers the opportunity to create a leading property company in Switzerland. With a high-quality, sustainable portfolio and a solid financial base, the two companies are well positioned to move into the future together. The synergies from this merger could lead to further increases in value and an improved market position.

    The property industry will be keeping a close eye on developments surrounding Cham Swiss Properties AG, as the merger signals the trend towards consolidation and strategic realignment in a highly competitive market.

    This more comprehensive article provides a detailed and forward-looking overview of the upcoming merger of Ina Invest and Cham Group, as well as their financial performance and strategic direction.

  • New member of the Board of Directors strengthens growth of sustainable property platform

    New member of the Board of Directors strengthens growth of sustainable property platform

    Optiml has announced that Prof Dr Alexander von Erdély has joined the team as an angel investor. The 55-year-old, who holds a doctorate in civil engineering, has more than 30 years of management experience in the property sector. Three months ago, he took up his position as spokesman of the board of the German Federal Agency for Real Estate, which has around 18,000 federally owned properties in its portfolio.

    Prior to this, von Erdély was CEO of CBRE Germany, the world’s largest provider of commercial property services and investments, headquartered in Dallas and based in Zug, Switzerland. As a “passionate advocate for ESG, sustainability and innovation”, he is “a role model in his commitment to driving progress in property and urban development”, according to the spin-off from the Swiss Federal Institute of Technology in Zurich.

    The new board member will support Optiml in scaling its Real Estate Decision Intelligence platform. It provides property managers, investors and consultants with tools to achieve their goals in terms of profitability and sustainability. According to the information provided, it offers valuable insights into portfolios and building values as well as optimal decarbonisation and investment strategies and also detailed action plans for net zero refurbishment and compliance with ESG regulations, for example.

    According to a report by startupticker.ch, ten new customers from the DACH region and the UK are currently being integrated into the platform. The Zurich-based company is also working on adapting its solution to the regulatory peculiarities and calculation framework of the USA. CCO and co-founder Nico Dehnert calls the acquisition of the first customer in the USA, a real estate investment trust, “a significant milestone on our growth path”.

  • Empathy as a leadership competence

    Empathy as a leadership competence

    The construction and property industry and other sectors of the economy are facing increasingly complex challenges. Managers who not only manage functional processes but also take social and ethical aspects into account are more in demand than ever. In the two-day practical seminar at the FHNW, Prof Peter Gruber teaches proven techniques for using empathy in a targeted manner in day-to-day management.

    Empathy can be learnt
    According to Prof. Gruber, there are two forms of empathy: emotional, intuitive and rational-professional empathy. The latter is crucial for managers in order to understand employees without overburdening themselves emotionally. In management positions in particular, it is essential to consciously develop this skill in order to promote sustainable relationships and a healthy corporate culture.

    Leadership versus management: a fundamental difference
    While management primarily focuses on figures, data and facts, successful leadership also encompasses psychological, social and ethical dimensions. Gruber emphasises: “The main tool of a manager is the conversation, not the Excel sheet.” Leadership means not only demanding performance, but also recognising and supporting employees as people.

    Appreciative leadership as a success factor
    Modern leadership is both performance-orientated and people-oriented. Companies that focus on a respectful and meaningful work culture benefit in the long term from motivated employees and a positive working atmosphere. Enjoyment of work increases when employees recognise the meaning of their work, work in a climate of honesty and are encouraged.

    A seminar with practical added value
    The practical seminar “Leading with empathy” will take place on 17 and 18 September 2025 at the FHNW in Brugg. It is aimed at managers who want to develop their social skills in a targeted manner and implement sustainable, successful leadership.

  • New management team for American construction business presented

    New management team for American construction business presented

    The building materials producer Holcim, headquartered in Zug, will fully spin off its subsidiary in the United States and list it on the New York Stock Exchange as Holcim United States. According to a press release, Jan Jenisch has been appointed President and CEO designate of the planned company. Jenisch is currently Chairman of the Board of Directors of Holcim and will lead the planned IPO in New York. He was CEO of Holcim from 2017 to 2024 and will serve as Chairman of the Board of Directors until Holcim’s Annual General Meeting on 14 May. According to a further press release, Kim Fausing has been proposed as his successor. The Dane has been a member of the Board of Directors since 2020 and President and CEO of the Danish Danfoss Group since 2017.

    In view of the planned stock market listing of the North American business, Holcim has also appointed the future members of the Board of Directors. The Board of Directors will consist of ten members and will come into effect following the completion of the planned spin-off at the end of the first half of 2025, subject to shareholder approval and customary approvals, the company said in a statement. “Today we reach an important milestone on the way to listing Holcim’s North American business as an independent company,” Jan Jenisch is quoted as saying.

    In addition to Jenisch, the Holcim Board of Directors has also appointed nine independent members to the Board of Directors of the American company: Theresa Drew, Nicholas Gangestad, Dwight Gibson, Holli Ladhani, Michael E. McKelvy, Jürg Oleas, Robert S. Rivkin, Katja Roth Pellanda and Cristina A. Wilbur. The future members are highly experienced executives with in-depth expertise in key sectors such as construction, manufacturing, industrial operations and financial services, according to the Holcim press release.

  • New CEO to take over management of the construction supplier from January 2025

    New CEO to take over management of the construction supplier from January 2025

    From 1 January, the Arbonia Group will once again be led by a CEO who is not also a member of the Board of Directors. As announced by the company, the Board of Directors has appointed Claudius Moor as CEO. Born in Switzerland in 1983, he has worked for Arbonia since 2015 and has been CEO of the Doors Division since 2020. Previously, he was Head of Group Strategy and Corporate Development at the Arbon-based building supplier.

    Alexander von Witzleben will remain Chairman of the Board of Directors “until further notice”. Born in Germany in 1963, he has chaired the Board of Directors since 2015, was also Delegate of the Board of Directors and CEO ad interim until 2022 and has been Executive Chairman of the Board of Directors since then.

    “We are very pleased to welcome Claudius Moor in his new role as CEO of Arbonia”, Alexander von Witzleben is quoted as saying in the press release. “With his extensive knowledge of the industry, his commitment and his great passion for the door business, he has everything it takes to lead Arbonia into a positive future.”

  • Zug remains Zug – liveable, visionary, vibrant

    Zug remains Zug – liveable, visionary, vibrant

    How is the Zug economy doing?
    Zug is praised in numerous specialist publications and in the media for its diversified economy – services, trade, manufacturing industry and commerce. Growth is still above the Swiss economic average of 1.2% and has so far proved resilient to global or technical upheavals. Thanks to the positive financial results, the city of Zug, together with private households and the flourishing economy, is an important pillar for further growth in the coming years.

    How does the city of Zug plan to ensure its economic growth is sustainable in the coming years, especially given the strong focus on the financial and crypto industries?
    Sustainability also means that we look after the companies based here and are reliable partners and employers. It is therefore important that we continue to have strong legal certainty in Switzerland and Zug. We offer a strong education system, have short distances to the city and canton, maintain great local recreational areas and have good road and rail connections to Lucerne and Zurich.

    Zug is experiencing high demand for residential and commercial space. What long-term solutions does the city see to promote residential construction while maintaining the quality of life?
    Many years ago, we demanded the framework conditions for the V-Zug site/technology cluster development plan and the LG site development plan with a letter of intent. In both of these cases, we defined 10,000 m2 of affordable housing and affordable commercial space. We have also been working closely with Zug’s building cooperatives for over 10 years. We also recently purchased an area right next to the railway station for 65 million. This is to be used for the construction of affordable housing. The mix of flats still needs to be defined and will ultimately be put to a referendum. Here, too, it is to be sold under building rights. This is because the building cooperatives know what the people of Zug need in terms of housing. In addition, the city of Zug is working closely with landowners to develop development plans in cantonal densification areas that permit high densities. The municipal high-rise building regulations form an important legal basis for this. As part of these measures, increased attention is paid to the quality of the open spaces on the sites themselves, as well as the other public open spaces. In the spirit of a “city of short distances”, the inner-city open spaces and leisure infrastructure, as well as the natural and landscape areas, should be easily accessible, especially by public transport, on foot and by bike.

    What new projects and initiatives is the city of Zug planning to promote sustainable urban development?
    There are many new projects in the city of Zug. They all have to take equal account of social, economic and ecological aspects. In this respect, each of our projects should already support sustainable urban development. Perhaps you will allow me to give you two examples in which we are also playing a pioneering role. For example, an internal strategy project is underway to check whether we are well organised and sufficiently fit to master the future challenges of sustainable development. Or in the area of climate adaptation: we are currently installing temperature sensors throughout the city to identify heat islands and take targeted measures.

    The issue of affordable housing is becoming increasingly important. What measures is the city taking to ensure that Zug remains attractive for less affluent people?
    The city council is already calling for affordable housing to be created on at least 20% of the additional eligible floor area in residential and mixed zones when issuing ordinary development plans. Following the adoption of the “2000 flats for Zug’s middle class” initiative, affordable housing of at least 40% of the newly constructed living space must be created in residential and mixed zones located in densely populated areas when issuing ordinary development plans and in the case of rezoning and upzoning. To be honest, however, this has also halted construction projects. We are currently working on solutions.

    How important is citizen participation in municipal projects to you, and what opportunities do the residents of Zug have to contribute their ideas and opinions?
    The city of Zug has a strong and long-standing culture of participation. Public participation projects on various topics have been held regularly since the 1990s. The online participation portal “mitwirken-zug.ch” has also been available since 2020.

    Traffic in and around Zug is increasing. What is the city’s plan to bring the transport infrastructure in line with growth and strengthen public transport at the same time?
    Unfortunately, the city tunnel was rejected and solutions must be found nonetheless. The city of Zug is working closely with the cantonal civil engineering office to develop a joint transport plan for the vibrant centre of Zug. The city’s aim is to ensure that the existing road space is available to all road users equally and efficiently: Cars, public transport, bicycles and pedestrians. Fortunately, the city of Zug is small-scale, so many things can be done on foot or by bike.

    What plans are there to further expand public transport in order to relieve commuters and reduce traffic in the city?
    The next major expansion step is planned for the opening of the Zimmerberg tunnel. This will be around 2035 to 2037. Until then, public transport will continue on the current routes and the frequency will be adapted to demand. The public transport system will thus be adapted to the needs of the municipalities on a “small scale”. According to GöV, the municipalities have the option of purchasing additional services over and above those ordered by the canton. The city of Zug does this with the Zugerberg railway and on bus route 5, where it purchases additional cable cars and courses. This additional service, which is decided by the city parliament, gives the city of Zug flexibility over and above the service determined by the canton. However, it is clear that the service ordered by the canton is excellent and that the municipalities hardly need to make any improvements. The city of Zug already has excellent public transport connections in all neighbourhoods. Additional courses significantly reduce the cost recovery ratio. The cost recovery ratio to be achieved according to the GöV is 40%. Personally, I would like the S-Bahn to offer double-decker trains.

    How does the city of Zug support the expansion of educational facilities in order to address the shortage of skilled labour and at the same time strengthen Zug as a location for education?
    Education is our only resource and this is where the city of Zug invests the most money. The design of attractive school buildings as places to work and learn, with the involvement and participation of pupils and teachers in the planning process, are key concerns. In addition, there are attractive childcare and leisure facilities for children and families as well as a modern ICT infrastructure. In addition, forward-looking and innovative projects and collaborations such as the school portal – where parents can communicate online with teaching and support staff and the school administration – the DigiWerkstatt and the inclusion of AI in lessons are being driven forward. However, it is also important that we meet the needs of companies and actively support the dual education system. A great project is underway here!

    What role does the promotion of innovation play in Zug and how is the city planning to establish itself as a centre for pioneering technologies and companies?
    The promotion of innovation plays a central role in the city and canton of Zug in positioning the city as a centre for pioneering technologies and companies. One important point is: we try things out. For example, following a presentation by a student, we decided to accept Bitcoin as a means of payment in the city of Zug, which caused a worldwide furore. Today, the city of Zug is THE Crypto Valley worldwide with over 4000 employees in over 800 companies. True to the motto: “no risk, no fun”. We will continue to be innovative! Targeted measures and programmes are designed to strengthen the innovative power of the city of Zug so that the environment becomes even more attractive and motivating for companies and, above all, for employees. You can move mountains with innovative projects and motivated people. The framework for this is provided by the development strategy for the city of Zug adopted by the City Council in autumn 2021: “Zug remains Zug – liveable, visionary, vibrant”. It is an overarching management tool with a long-term perspective to help shape the future of the city of Zug. Innovative economy, green city, strong community, healthy finances – these are our credos for the future.

    What is your long-term vision for the city of Zug? What goals are you determined to achieve in the coming years?
    As a growing business location with excellent conditions for companies and skilled workers from near and far, we cultivate our economic diversity and position ourselves specifically through future-oriented industry clusters. We are developing Zug as a green city in a sustainable and resource-conserving manner and are planning mobility, space and energy in a visionary way.

    In the tension between tradition and modernity, we promote dialogue and create an inspiring framework for a vital, diverse and cosmopolitan urban community. And to maintain our healthy finances, it is important to ensure competitive framework conditions, make future-oriented investments and secure our tax base in the long term. In addition to all impact targets, we promote lifelong learning, utilise the potential of diversity in the population, economy and culture for pioneering lighthouse projects for change and use incentives to steer change.

    Zug is committed to more climate protection. Can you give us an overview of the most important measures that are currently being implemented to reduce CO2 and increase sustainability in the city?
    When it comes to climate protection, the focus is on moving away from fossil fuels. All heating systems must be able to run on local renewable energy in the medium term. Compliance with modern building standards and, together with Wasserwerke Zug (WWZ), the expansion of district heating are at the forefront here. We have brought Circulago into being. We take cold and heat from the lake and thus have a “battery” on our doorstep. At the same time, we also want to upgrade our own properties, produce our own electricity and get rid of fossil-fuelled heating systems. The introduction of CO2 monitoring and many larger and smaller measures as part of the “Energy City” programme, where we have also been certified with the “Gold” label for 2023, will help us achieve this. I am convinced that we can supply ourselves with energy. We have innovative companies such as Siemens, Landis & Gyr, V-Zug, the technology cluster and many more companies in Zug that all offer these technologies and innovations. It’s certainly been 10 years since Siemens showed us that the technology for local self-sufficiency already exists, so let’s do it!

    Where do you see the city of Zug in 20 years’ time?
    In 20 years’ time, the city of Zug should be a liveable, innovative and sustainable place that offers both economic dynamism and a high quality of life. In other words, we will have made Zug even more attractive for companies and skilled workers, while at the same time creating space for a strong community. Zug’s role as an international business and financial centre has been strengthened, particularly in the area of digitalisation and new technologies such as blockchain and AI applications. Thanks to sustainable urban planning and environmentally friendly infrastructure, the city of Zug is climate-neutral. We have attractive places to live and work, green recreational areas, attractive cultural offerings and a diverse infrastructure for education, leisure and health. Zug has made a name for itself as a centre of education and innovation that is networked with tertiary education institutions and research facilities. We have intelligent traffic management and an efficient infrastructure that meets the needs of a growing population and is designed to be sustainable. Progress is being made step by step – I am delighted!

  • Experienced executive takes over management of digital real estate marketplace

    Experienced executive takes over management of digital real estate marketplace

    Myriam Reinle is to become the new CEO of Houzy, according to a press release. With her track record in the proptech and fintech industry, Reinle is the ideal person to lead the company, which merged with Devis.ch in May 2024, into a new phase of growth.

    According to the company, Reinle brings more than 20 years of experience in building digital marketplaces, managing tech start-ups and a comprehensive understanding of the needs of homeowners. As Head of Marketing at Homegate for more than a decade, she played a key role in “establishing the company as a leading player in the Swiss real estate market”, according to the statement.

    She is taking over the management of Houzy as an experienced leader “who combines entrepreneurial thinking, expertise in digital marketplaces and the management of start-ups”, according to Christian Mähr, Chairman of the Board of Directors.

    Reinle will succeed Florian Rüegg, one of the founders of the proptech company. He is moving to the position of CTO/COO. Since 2017, Houzy has been offering a platform for homeowners to find property valuations, renovation calculators, demand checks and the option of finding tradespeople and estate agents.

  • Reinforcement for Real Estate Award AG

    Reinforcement for Real Estate Award AG

    2024 was a milestone for Real Estate Award AG. A successful rebranding, the newly formed jury and strong event partnerships ensured a positive response. The Real Estate Award in October 2024 was very well received and underlines the platform’s strong position within the construction and property industry.

    Mara Schlumpf, Managing Director of Real Estate Award AG, is satisfied: “It was a fast and great year in which we were able to substantially develop the award. I am proud of this achievement.”

    Tim Caspar brings a breath of fresh air to the team
    In order to continue on this successful path, Tim Caspar will join Real Estate Award AG as Deputy Managing Director from January 2025. Tim Caspar currently works as a freelance videographer and has already realised several projects for the award in the past.

    “We are delighted to have Tim Caspar on board as a team player who, with his background in social media marketing and videography, will open up many new opportunities for the Real Estate Award in terms of visibility. Not least our applicants and event partners will benefit from this,” says Mara Schlumpf. “The fact that Tim already knows the processes and values of the award from our previous collaboration is a big bonus.”

    Real Estate Award 2025
    The next Real Estate Award will take place on 2 October 2025 at Trafo Baden. The application phase is already open. Companies from the Swiss construction and property industry can now submit their projects for the next edition. With Tim Caspar as Deputy Managing Director, Real Estate Award AG is sending a clear signal in favour of innovation and growth. The award remains an important platform for recognising and highlighting outstanding achievements in the sector.