immo!nvest – Die Plattform für Standorte und Immobilien

Category: People

  • "The city of Zug should become greener"

    "The city of Zug should become greener"

    To person
    Eliane Birchmeier (FDP) has been city councilor and head of the building department of the city of Zug since January 2019. The 58-year-old studied business administration and is federally certified. dipl. PR consultant and founded Birchmeier Communications AG based in Zug in 2005. She was a member of the Board of Directors of Kursaal-Casino AG from 2004 to 2017 and co-owner of C-Matrix Communications AG from 1992 to 2004.

    You are the head of the building department of the city of Zug. Where do you see your core tasks?
    Eliane Birchmeier: My core tasks include the classic areas of responsibility in construction: On the one hand, there are building permits and building projects for city-owned civil engineering and structural engineering projects. On the other hand, we deal with planning, design and legal aspects in town planning and urban planning. This is about the future development of the city of Zug in terms of urban development and spatial planning with settlement, landscape and traffic.

    The city of Zug is forecast to have around 10,000 population growth by 2040. What structural measures are planned to do justice to this development?
    The forecast growth depends on the development of the project by private owners and investors. We have already done our homework in many areas. For example, when it comes to infrastructure projects in the areas of drainage, energy and disposal. In education, we – like other communities in Switzerland – have a certain amount of catching up to do. Various plans are currently underway for expanded and new school facilities. But we also want to upgrade the green and open spaces and improve the network of footpaths and bike paths in the coming years.

    The economy should also continue to grow. Where do you see the greatest potential for new commercial buildings?
    There is still great potential for expansion for trade and services in various former industrial and urban areas. These include the technology cluster with the V-Zug area, urban areas east and west of the station such as Metalli, Baarerstrasse West and the LG area. Then there is the area on the Aa II, which is being developed by the Zuger Verkehrsbetriebe, the Hertizentrum and the outer Lorzenallmend. In the future, these areas will offer mixed, urban uses of living, leisure and work.

    Where in the canton can you find larger land reserves?
    As elsewhere in the canton, growth in the city of Zug will mainly take place in the interior through densification. In addition, there are a few construction areas that have not yet been built up, such as the outer Lorzenallmend, areas in the Herti and Unterfeld, in the Lüssi / Göbli and in a southerly direction in the Salesianum and in Oberwil. Actual zoning is not the focus of ongoing local planning.

    "We expect planning applications for the Lüssi / Göbli area and the area of the Salesianum country house soon"

    Which projects are planned there?
    In the outer Lorzenallmend, a development plan is being drawn up for a residential and work area and in Herti Süd one for a residential development. There are currently no plans in the Herti Nord, Unterfeld or Spielhof. In the Lüssi / Göbli and the Salesianum there are legally binding development plans for residential developments. We expect planning applications for this in the near future.

    What are currently the most important construction projects that you are involved in?
    City-owned projects are the construction of the recycling center and the Ökihof in the north of the city. School complexes are being planned and projected throughout the city. The project competition for the extension of the lido starts this year, and in summer the Zug population will be able to use the new emergency rooms in the Göbli district.

    The city of Zug is in the middle of the local plan revision process. Is there already an initial strategy for mobility and open space?
    The city's spatial development strategy will be drawn up in several stages and steps up to autumn 2021. The first thrusts based on the technical basis, the population survey and the first participation phase are clearly emerging: the city should become greener. In addition, a diverse and high-quality range of different open spaces should be available to the population.

    What does the population want?
    She would like the growth in mobility to be absorbed by expanding and promoting pedestrian and bicycle traffic as well as public transport. Traffic routing in the center is to be simplified and designed in a way that is compatible with settlement. Particular attention is paid to optimizing commuter traffic. In cooperation with the canton and neighboring communities, but also with employers, we are focusing on an increased shift towards public transport, which is already excellently developed, and non-motorized private transport.

  • Focus on qualitative development

    Focus on qualitative development

    Zug is one of the most popular economic and living areas. This is proven by numerous studies and rankings. The success is based on a long-term development strategy and attractive framework conditions. Zug offers a unique combination of excellent location factors such as the availability of skilled workers, stability, attractive taxation, central location, quality of life, level of education and economic friendliness.

    The Zug business center is dynamic, as evidenced by developments on the real estate market and in the transport infrastructure. The strong presence of value-added industries and service providers as well as a high concentration of high-growth sectors are important for the quality of economic development. The broadly diversified industry structure and the unique mix of small, large, local and international companies are an important driver for the innovative development of the canton. The focus of economic management by the Department of Economics is on the existing and established companies. Their growth makes the greatest contribution to the canton's economic development.

    Testimonials

    Silvia Thalmann-Gut, member of the government, economics director and governor of the canton of Zug

    The canton of Zug offers excellent location conditions for everyone. This includes the "Spirit of Zug" that is lived. The distances are short, the authorities work quickly and efficiently. Zug's success is based on a long-term strategy.

    Heini Schmid, lawyer, former Cantonal Councilor and long-time President of Zug Tourism

    Zug is in Switzerland what Switzerland is in Europe: small, surrounded by large neighbors and therefore open and adaptable. For us, changes are always an opportunity to do things differently and better. Zug is Switzerland to the power of two; it is the total package that counts.

    Matthias Rebellius, CEO Siemens Smart Infrastructure, Chairman of the Board of Directors Siemens Schweiz AG

    From Zug, we are driving digitalization at Siemens Smart Infrastructure. For us, Zug is an ideal location for our global headquarters, as we can attract and promote the best local and international talent here.

    Johanna Friedl-Naderer, President Europe, Canada & Partner Markets, Biogen

    Zug is the hub of our international headquarters. From here we coordinate our operational and administrative activities worldwide. The central location and high quality of life make Zug an attractive location for top talent.

    Contact point for the economy of the Canton of Zug
    Welcome to the canton of Zug. Our services are aimed directly at you as an entrepreneur. We are your partner and promote Zug as a business location.

    Business contact point, Aabachstrasse 5, 6300 Zug, T +41 41 728 55 04, economy@zg.ch

    Alberto Diaz, Deputy Ladder; Peter Müllhaupt, jur. Employee; Yvonne Valentino, assistant / back office manager; Ursula Kottmann Müller, Marketing / Communication; Beat Bachmann, Head (from left to right). Photographer: Peter Hofstetter
  • "The canton invests 360 million in public works"

    "The canton invests 360 million in public works"

    What exactly does the logistics department of the DFE do?
    The logistics department mainly deals with the management of real estate assets in the canton of Ticino. We are talking about assets of around CHF 2 billion. We manage, optimize and develop every aspect of the real estate portfolio’s life cycle. In practice, our work ranges from logistical planning to feasibility studies, project management, implementation and maintenance of the built asset. The logistics department also takes care of all purchases for the public administration, for example – to stay up to date – from disinfectants to masks to school supplies.

    Let’s focus on the real estate sector: can you give us some numbers?
    For the canton’s real estate assets, around 360 million francs are expected to be invested in buildings over the next four years, including new buildings and renovations of existing properties. In 2019, the cantonal parliament voted on a framework design loan of 60 million francs, which will enable the planning of various administrative and school buildings through competitions. This year the State Council granted Parliament an additional framework loan of CHF 100 million for the planned maintenance of public buildings for the next 6 years.

    In summary, it can be said that the canton will invest a lot of money in the form of public works in the Ticino economy over the next few years. Definitely a breath of fresh air in times of the coronavirus crisis …
    This is a very important message for the cantonal economy. What we are experiencing is a moment when the residential sector tends to decline and it is the public institution that can partially compensate for the planned loss with various projects and investments. The crisis was foreseen, but with the Covid-19 pandemic, it worsened. This countercyclical public investment should help offset part of the decline in private residential investment expected in the coming years. The investments include the construction of new buildings and the planned maintenance of our buildings as well as complete renovations and partial renovations. These are investments that give businesses and professionals in our region work.

    Can you give us some examples of these new projects?
    Among the main works we currently have open competitions for the technical center of the textile sector in Chiasso, the shooting range of Ceneri, the school sector of Mendrisio, the judiciary sector of Lugano as well as a parallel study mandate for the new museum. the natural history of Locarno. In addition, there is the competition for the renovation of Locarno Pretorio and a triple grammar school in Bellinzona (to be published at the end of the year).
    In parallel to the competitions, the new Mendrisio emergency center, the ICEC school center in Bellinzona and the expansion of the secondary schools in Viganello will be completed.

    When you return to the new technical center of the textile industry in Chiasso, can you illustrate the history of this long-awaited project in a little more detail?
    This is all due to the fact that what is now the Viganello headquarters of the College of Clothing and Fashion Design (STA) has reached the end of its life cycle and must be demolished.
    Alternative locations were analyzed through feasibility studies. After these analyzes, the decision was made in favor of Chiasso because of its proximity to the “Valley of Fashion” of Mendrisiotto, where many clothing companies are based. In addition, the location near the railroad favors the mobility of students in public transport. A reality is building near traffic junctions, which is developing all over Switzerland. In addition, the Chiasso area, where the Textile Technical Professional Center is being built, could be expanded to include more educational content and become a real training center.

    And what about the new shooting range in Monte Ceneri that has been talked about for over a decade?
    The new multifunctional training and shooting center of Monte Ceneri is an important, special and unique project with an expected investment of around 55 million francs. A very important project stemming from the desire to create a centralized cantonal structure where the police can conduct their training and where the mandatory shots of military service can be held, eliminating today’s open firing ranges that cause problems Environment and noise. In fact, the shooting range will be completely covered and in an area where some military and police activity has already been concentrated. The announced competition offers detailed specifications for every aspect, from technology to landscape to acoustics. This is a unique and quite innovative project as there are only a few smaller underground shooting ranges in Switzerland.

    Are there any other major projects in sight besides the ones mentioned?
    One of them is certainly the restructuring of the judicial offices in Lugano, which includes the restructuring of the current courthouse and the expansion of the space in the current headquarters of EFG Bank, the so-called “Palazzo Botta”. For this project, the canton is planning an important investment in the purchase and renovation of the EFG bank building and the renovation of the current courthouse, which will take a few years. It is a very important project both for the canton, which can use a prestigious and high-quality building with an important surface in the center of Lugano and near the current headquarters to concentrate its activities, and for the city.

    What kind of renovation is planned for this prestigious building?
    It is a highly flexible building in a good state of preservation, which enables the rooms to be rearranged without major interventions. The exterior will most likely not be touched while the interiors will be partially rearranged. The main intervention will take place on the ground floor, where some courtrooms will be created.

    Are you also planning to invest in Bellinzona?
    The parallel study mandate for the SBB workshop area, jointly funded by the canton, the municipality of Bellinzona and the Swiss Federal Railways, has now ended. The point is to define the development of this sector, in which administration and school rooms as well as an innovation center are available to the canton. The results of the parallel study mandate were presented in the last few weeks. It is a modern district that was designed taking into account the issues of sustainability, generation generation and slow mobility with the aim of offering living and working spaces. It is also intended to build the headquarters of the Ticino network of the Swiss Innovation Park. This is an ambitious project whose planning work, which will begin shortly, will include a multi-year implementation.

    What are the prospects for the canton’s real estate assets?
    I think that we as public actors have to ensure sustainable development, i. H. The balance between architectural, environmental, social and financial criteria so as to ensure the overall quality of our buildings. We must also think about the transformation of work and the use of land, especially the administrative ones. According to two studies that we carried out in cooperation with SUPSI, with regard to the use of rooms in the school and administrative environment, an increase in intelligent working from home is expected on the one hand and an increase in the available space for staff working with more agile working methods will work in the office, and consequently different work and aggregation rooms that are shared. Even after the coronavirus pandemic, the distance between one employee and another is sure to change. The current minimum area per employee will likely be revised upwards. The open spaces that have become so popular in recent years will probably be transformed into various workplaces, with meeting and exchange rooms that follow a horizontal work organization perspective and are no longer just pyramidal. In practice, there will be fewer on-site workspaces, but with more space for each individual employee, this will likely lead to a reduction in office needs. The surfaces associated with the training will be changed according to the new didactic solutions, which will lead to more flexible spaces that will lead to a rethinking in traditional classrooms. ■

  • Ticino excellence

    Ticino excellence

    Mr De Vecchi, could you briefly tell us your company's history?
    It all started at the turn of the 50s and 60s when my mentor and teacher Franco Dell'Oro took over his parents' company, who had been marketing equipment for bars and restaurants since the 30s / 40s. The leap comes with the takeover of the exclusive Gaggia, the renowned brand of coffee machines, for the whole of Switzerland. This opened the doors for us beyond the Gotthard and gave us the opportunity to offer our other products throughout the country. That means fittings for public spaces, industrial steel kitchens, bespoke joinery and much more.

    And when did you come to the company?
    I came to the company in my early twenties in my twenties. I never left and took over after Mr. Dell'Oro passed away in the early 2000s. Since then, I've done nothing but follow the founder's line: the accuracy of Swiss service combined with the quality of Italian furniture and design items, certainly the best in the world. Among these, I can mention well-known brands such as Carimati 1919 that we have a stake in.

    It is said that architects value you because you are able to realize any idea from them, even the most creative. What is your secret?
    Nothing but the know-how that has accumulated over all the decades in which styles, trends and materials have changed in the hotel and restaurant industry. With a structure that can build everything to measure, we can meet the needs of customers and architects. Our craftsmen can work on any material, be it wood, stone, steel or wrought iron.

    Which famous architects have you worked with?
    It is my honor to mention, among the many excellent professionals with whom we have worked, Mario Botta, with whom we set up the Parco Saroli restaurant at the headquarters of what was then Banca del Gottardo in Lugano and that of the Tenero National Sports Center and recently too the rooms have established the restaurant of the Fiore di Pietra on Monte Generoso. In addition, we will shortly complete the work on the interior of the new Stalvedro motorway service area, also a Botta project. Another consolidated collaboration exists with the architect Bruno Huber, with whom we founded the restaurant of the Lugano Casino together with the famous interior designer Italo Rota and later the adjoining Restaurant Seven and its disco lounge. We also worked with the architect Huber to furnish several Novotel and Ibis hotels in the Accor chain throughout Switzerland.

    Franco Dell'Oro is also very present in Switzerland with prestigious tasks. Can you name one of them?
    One recognition that we were very pleased with is the one we received from Migros for setting up some of its restaurants in Zurich, including the one at the cooperative headquarters. The famous American chain Kentuky Fried Chicken (KFC) recently entrusted us with the mandate of general contractor for the furnishing of their restaurants in Lausanne and Bern. We have been present on the other side of the Gotthard for decades, for example we have created several Mövenpick and Marché restaurants. To mention large groups again, we also did some work on the manor house. We recently built the restaurant at Muralto SBB train station, the brand new Caffè Locarno. Without forgetting the LAC in Lugano, where we created the entrance areas, or the Artisa Vip Lounge in the Lugano hockey stadium.

    Do you also work abroad
    Certainly. The latest creations include the Vanini chocolate and ice cream parlors in Vienna, London, Barcelona and Mallorca. Abroad, however, we work mainly through our subsidiary Carimati, with whom we have created various restaurants and hotels around the world. For example, we founded the Just Cavalli restaurant in Miami, Florida with her and the great interior designer Italo Rota.

    Not bad for a small company born in Viganello …
    An enormous satisfaction for a small company in Lugano with around ten employees. Today we can say that we are able to carry out types of work ranging from the typical Ticino grotto to the large international fast food chain. And I'll tell you more: There are many private customers who contact us after seeing our installations in public places and entrust us with the furnishing of their houses, from the living area to the bedroom to the kitchen. ■

    Interiors of the Novotel in Paradiso, a project by Franco Dell'Oro with the architect Bruno Huber.
  • All players in the industry must be ready for change

    All players in the industry must be ready for change

    What exactly is Building Information Modeling?
    Literally translated, BIM means modeling construction information, which is a fairly precise definition. In addition to the digital planning and execution of projects, BIM also enables the data required for the work to be determined and reused. It's about working with three-dimensional models that are nothing more than visually represented databases. It sounds more complicated than it is, but in fact it's just a new way of working. If we used to have two-dimensional plans, now we have
    mo three-dimensional digital building models. It is important that everyone involved has access to the same data or is referred to in another way as the Single Source of Truth (Ed.). This ensures that the data stored in the databases is always up-to-date, correct and relevant for further processing. And that is exactly the biggest advantage.

    Why did SBB choose BIM for construction projects?
    In BIM we see an important potential for data processing and the entire value creation process. SBB expects a significant decline in investments in the planning, construction and management of real estate. This also applies to all of the railway infrastructure it owns.

    We can also make an important contribution to reducing CO2 emissions as we can use the data we collect to simulate how the company will develop in the next 20, 25 years and beyond. Since projects can be compared, they can be learned and transparency can be created over the entire life cycle.

    How is BIM used in the construction of the Letzitur tower?
    The Letziturm was one of the first SBB Immobilien buildings to be constructed using BIM-based working methods and practices. It is also a training project related to the management phase. Planning and executing a project of this magnitude will be completed in ten years, but managing the building will take at least four times longer. For example, we will use the experience of the last tower to try out materials. We are working on obtaining planning approvals through the collaboration platforms. We have learned a lot and can use it to optimize planning and implementation. From our point of view, this is an important first step.

    "One can no longer bear it alone as an owner."

    What conclusions can you draw from using BIM today?
    We recognized the potential of BIM for SBB very early on and actively promoted its development through the BIM @ FFS program set up for this purpose. We have made important progress since then. This program is based on four interlinked pillars: development, experimentation, approval and concrete involvement of the sector. We share all of our knowledge and experience at events with our partners, collect comments and observations, which we then integrate into the development process. We involve our community in this way. You can no longer build on your own, you need close cooperation between the parties. This is also reflected in the skills of the employees. On the part of the employees, we have clearly identified a great desire for mutual learning. The result is inspiring and instructive for everyone.

    What are the advantages?
    It goes without saying that data-powered designing and building is changing the way we work with our partners and how we develop projects with them that are now completed faster and more securely. Of course, only if everyone involved is willing to take over the system. An additional benefit, as mentioned earlier, is "A Source of Truth". Company data is stored in a structured way, is always up-to-date and can be found quickly. This means that the annoying and constant searching for and checking of data is largely eliminated. Compared to the past, communication is also more targeted and performance-oriented. Project groups can find solutions faster, visualize open problems and problems directly in the three-dimensional model and work out variants and alternatives more easily. This helps to understand each other.

    Are there any disadvantages?
    BIM is often only associated with the technological aspect. Of course, it would be nice to fly over the construction site with glasses that show us augmented reality. However, if the underlying data is incorrect, then the most advanced technology is useless. The data has to be correct, so we need a new way of working precisely. There are only two types of data: right or wrong. Today not everyone is ready to use new technologies and methods. However, all operators in the industry must be willing to change and do their part to make things work.

    What could be the reason why BIM has not yet established itself in Switzerland?
    Many associate BIM with the use of the latest software or the latest database technology. This is often necessary, but it is not enough on its own. In order to be able to use BIM successfully, we have to change the way we think and work. In the BIM environment, we often talk about collaborative project teams developing solutions together. This process takes time, but the trend gives me hope for the best. We also have to do our part as public sector clients in order to drive this development forward and to promote the use of BIM in the awarding of contracts, as we did for the Letziturm project, for example.
    What are SBB's goals when using BIM?
    We currently have around twenty pilot projects for which we provide background information. We also experiment with a variety of methods, technologies, and techniques. The knowledge gained from these projects flows into the development process. Thanks to regulations and standards, we can also take international basic elements into account. This way we are sure to keep up with the times. This knowledge is specifically given back to the industry. For confederate companies, the use of BIM will be mandatory for the construction of buildings in accordance with the federal digital strategy from 2021 and for infrastructure from 2025, as a lot still needs to be worked out in this area. This is our stated goal.

    SBB and the BIM Letziturm project
    Thanks to the renovation of the existing commercial and industrial areas, a new urban area is being created along the tracks between the Zurich-Altstetten and Hardbrücke stations. The Letziturm, a six-storey building east of the warehouse that has been declared a historical monument, defines a first urban horizon, which together with the two residential towers adapted to the height of Letzibach D forms a core of three tall buildings.

    Construction began that year. The 178 residential units, consisting of apartments with 1.5 to 7.5 rooms, should be ready from autumn 2022. On the ground floor there are two main entrances and two commercial rooms, each of which offers a view of the future. Square and in the SBB workshops. In between are the ground floors of four larger, two-story residential units, which offer a combination of work and living spaces and, if desired, can be directly connected to the public space.

    Both the smaller and the larger residential units are housed in the base building. Apartments with 2.5 to 4.5 rooms are planned above the 7th floor, where there is a common room. ■

  • "Valascia is the cathedral of Leventina"

    "Valascia is the cathedral of Leventina"

    As an Ambrì fan, it must be an incredible satisfaction to be able to shape the history of this glorious sports club.
    In tackling this reconstruction project, I realized that Valascia today can be interpreted as the “cathedral” of Leventina, in the sense that it gathers an identity that comes from afar. This identity has not yet been fully expressed, but when I heard the south curve roar, there is something anthropological in which the origins of man are felt, the need for collective encounter, the need to claim one’s own identity. Therefore, objectively, there is not only the sporting side, but something that affects the relationship between people and their country. For this reason, the reconstruction had to take place first in the place where the old Valascia stood, because here is this spirit. We must therefore ensure that it does not remain an isolated structure with the risk that it only lives on weekends. It therefore deserves the effort to make it a multipurpose space; at least on purpose, then it will be life to determine its use and use. It was an opportunity to try to add structure that can bring the valley to life.

    Will it be recognizable as a Botta project in the sense that it bears a characteristic mark of your architectural style?
    It is not important that it is recognizable as my project, even if the architectural language is always the same. What is important is that it has a meaning for wellbeing and that it is clear in the reading. Well, it shouldn’t be what it risked, this is an anonymous shack where hockey is played, like most Swiss stadiums that look like supermarkets. I tried to make the artifact easier to read while highlighting the individual parts. Hence articulating the interiors to ensure that those who pass the autobahn also recognize that there is an event taking place here and that it is neither a sideshow, nor a market, nor a simple warehouse. Because if you add a suburban shed, you’re not doing much service to landscape culture.

    Is the work going according to plan? Will the new Valascia be ready for the next championship in 2021/22?
    This depends on adherence to our program, which is, however, linked to seasonal weather conditions. In practice, it depends on how much snow falls. We went well in the first year because we were able to work long hours in the winter months and then start again in February / March. Now it all depends on the weather and this damn Covid, because now we can no longer rely solely on planning. This is also a sign of our fragility as a civilization. Up until a few years ago it seemed that technology could do anything, now we’ve seen that it doesn’t.

    The new Stalvedro petrol station on the southern Gotthard portal also bears your signature in Leventina. What kind of project did you develop there?
    It is certainly a more modest structure than the new Valascia. Basically, it is a gas station for refueling with a small shop and a refreshment area. In short, it is the typical motorway parking lot with associated services.

    On an architectural level, I wanted to give those who drive on the freeway a signal that stands out from the usual petrol station roofs. So I thought of a zigzag roof inspired by the shape of a lightning bolt. Perhaps the user gets curious and stops for gasoline and a coffee. On the other hand, these structures have a temporary connotation, also due to the fact that the state concession provides for an administration of 25 years.

    It is unlikely that there will be anyone to destroy a Botta, even in 25 years …
    Why not! It would be normal too. Buildings are like men, they have to be born, but they also have to die at some point. I am not in favor of indefinite storage. If it is correct that a church lasts 200 years, it is also correct that a gas station lasts a few years.

    In practice, there will be a botta along both directions of the motorway, both when entering Ticino and when leaving Ticino. A good sign for our canton …
    It is so, but it was neither thought nor sought. It is a pure case of life. Not everything can be programmed and life occasionally leads to these coincidences that were neither imaginable nor programmable.

    Do you have further projects in the pipeline in Ticino?
    I have a construction site in Ticino that has been in operation for 10 or 12 years. This is the 4th phase of the Tenero Sports Center, during which the large gym and the rooms for the administration of the complex will be completed. The expansion work was carried out gradually because, as a good Swiss, you are not taking the longest step. But now there is a very strong demand and hence the need arose for this new gym and a new canteen for 400 meals. The work is expected to be completed in 2023.

    And do you have major projects at stake in Central Switzerland and the rest of the world?
    In Switzerland, I’m working on the new Baden spa, which will be inaugurated next year. This is a very extensive project that affects an entire historical area of the city on the banks of the Limatt, exactly where the ancient Roman baths stood 2000 years ago. We are now finishing the walk along the river. Internationally, there is a large church in Seoul in South Korea, which is now almost completed. Also in Asia I have the project for another museum at Tsinghua University in Beijing, which was unfortunately slowed down by the Covid pandemic.

    Spas, museums, theaters, banks, casinos, libraries, religious buildings, now even an ice rink … you’ve reached it all. Still have a dream in the drawer that you haven’t been able to draw?
    I prefer structures with direct and permanent participation, hence houses, schools, museums, places of worship. Places that satisfy the need for duration, that have a constant and are not at the mercy of the moment. When I think of it, I still lack a hospital, but it’s a very complex machine. It is a very sensitive subject, but also fascinating, because not only is there persistence and cyclical hospitalization, but it also contains the idea of pain, the confrontation with illness. But I would have to live 500 years to be able to achieve anything I want!

    Finally, can you briefly remind us of your masters, the great architects who inspired you?
    If I had been born in the 17th century, my teacher would surely have been Borromini. Given that I was born in post-Bauhaus culture at the turn of the two wars, my reference points are the great architects of the generation before me, hence Le Corbusier, Louis Kahn and Carlo Scarpa. I consider them masters of what they have represented for architecture and because I also had the privilege of knowing and working with them.

    And among the young architects, who do you like?
    There’s a lot of excitement, but in architecture we have to make age differences. Do you think Louis Kahn started work at the age of 50? It’s relatively late at our work. My case is extraordinary because I was lucky enough to do an apprenticeship with Tita Carloni in Lugano between the ages of 15 and 18. It must be taken into account that an architect usually leaves the training between the ages of 25 and 30. Then it takes another ten years before he begins to “understand”. And that’s why architects generally live long lives (laughs) … The prospects of seeing their own finished realization are always very far away. Among the so-called “young people”, however, what I like most is the Japanese Tadao Ando, who, although not very young, is young in his expression. Instead, there is a whole generation between mine and the next that has been swallowed up a bit in the vortex of globalization, and architecture has suffered a lot too. There is indeed a continual flattening of models and languages. It is enough to observe how glass and steel have now become routine. On the other hand, I believe that architecture is something else that is not the form, but the values of the space that determine its quality. At this point we are a little orphaned because after the great masters there were no more points of reference. ■

  • Surface right: its importance for public housing

    Surface right: its importance for public housing

    CASSI (the section of the Italian part of Switzerland of the umbrella organization of the Swiss housing cooperatives) in cooperation with
    works with the Ticino regional group from Espace Suisse to spread more knowledge and awareness of the important, still little-known topic of surface law in relation to public housing in our canton.

    The instrument of surface law could give new impulses for the development of various and innovative projects and also positively influence territorial development.
    with important economic, but also social effects.

    In the long term and under certain conditions, renting a property, a property to be built or already built could bring benefits to society as a whole, including future generations. It could encourage the creation of affordable housing, not only to create living space, but also to stimulate neighborhood and business activities, as has already been noted in many places in Switzerland.

    The application of the Surface Law, if necessary, in conjunction with the use of capital from the "Fonds de Roulement" (fund fed by Confederation loans) to grant loans at a subsidized interest rate for social housing operators Promote the development of housing projects, especially renovation in this time of change. Housing projects that may be characterized by a mix of generations could foster a sense of solidarity and mutual help and make it easier to organize daily life so that citizens help one another, support one another.
    less dependent on the help of the already overburdened state to cope with the crisis.
    The vacancies have reached record levels, the value of land remains high and the number of affordable apartments in the metropolitan areas remains insufficient. An increasing number of families, even belonging to the middle section of the population, are unable to find adequate housing solutions or invest in a house due to the high costs. A larger number of households might consider investing in real estate when developing public utility projects using the building rights. Since the capital is not required to purchase the property, the initial capital to carry out the project – the renovation of an existing building or construction – would be significantly less and therefore more families could afford it. If families could spend less on rent, they would have more money to invest in something else and therefore would do more to run the economy, especially the local one.

    As a rule, these are public institutions or parapublic
    the patricians or parish councils to give theirs
    Property. Also hereditary or pro
    Historic building owners might consider this tool. Even owners who are emotionally reluctant to sell the property may be interested in finding a finish, i.e. those who rent the property for an extended period and invest their capital in renovation and / or construction.

    It is important to know that the owner of the fund can set restrictions in order for the project to be carried out to have certain characteristics. For example, if a municipality decides to give its own property under the Surface Act, this could not only require that the apartments be of public use, not for profit, but that a percentage must also be present.
    of apartments for self-sufficient elderly people, large families or economically weak population groups. The municipality could also mandate that the building be built to high energy standards or that the rooms on the ground floor have public functions or more.

    Each of these restrictions clearly affects the canon of surface law as it restricts the freedom of those who carry out the project. Constraints are therefore crucial elements in determining the amount of rent; The more there are, the lower the fee due. The constraint community collects less, but it is also thanks to borrowed capital that solutions are found to problems that it would otherwise have to solve with taxpayers' money. This will be one of the topics of the next meeting organized by CASSI with the Ticino regional group Espace Suisse, which will take place next spring: surface law, calculation of its value and financial support.

    Not only the amount of rent is a determining element when signing a surface right contract, but also the duration, which must meet the conditions of reversibility, that is, the value recognized for the building and the condition in which it must be found You at the end of the contract that the owner will resume its use.

    The great advantage for the municipalities or for any other owner is that after the contract expires, the availability of the property to the public institution or to the heirs and thus to future generations. Retaining ownership is a huge investment in the future and a forward-looking decision. Future generations
    The real estate will have real estate to meet their needs, not just housing that has changed over time.

    In urban centers, real estate costs are very high and will continue to rise as land is a non-reproducible asset. Certainly it is and will remain difficult for the medium-sized population to access it in the near and medium term. Large centers such as Zurich and Geneva invest in the purchase of real estate and then pass this on to public utility companies in the form of building rights, which build housing there at affordable costs. They do this because they understand that it is important to maintain a mix of populations in cities, as it is thanks to this that the cities stay alive. And it is important to be able to keep a middle section of the population in your cities as they pay taxes.

    Closer cooperation between the public and private sectors, including on non-profit housing projects, could also lead to interesting results in Ticino, both in urban areas and in the valleys. The communities in the peripheral areas could be integrated
    They want to promote these types of projects that could help revitalize areas that are marked by severe demographic decline, resulting in a reduction in activity and life. Combined with the development of services, including in the technological field, these projects could help revitalize peripheral centers and make them attractive.

    A record to close. If the public body makes its property available in the surface right, it must also take into account the law on public contracts. For more information, write to info@cassi.ch or visit the website www.cassi.ch.

    In the Events section, the interventions of the speakers Federica De Rossa, professor at the Institute of Law, are published
    from the University of Italian Switzerland and Daniele Graber, Lic.Iur Dipl. Ing. HTL di
    VIALEX Rechtsanwälte AG.

    It is possible to: do more – live better – by spending less. ■

  • Interview with Beat Bachmann, Head of the Business Contact Point in the Canton of Zug

    Interview with Beat Bachmann, Head of the Business Contact Point in the Canton of Zug

    Why should a foreign company set up in your canton?
    Beat Bachmann: The Zug economic area offers a total package of outstanding location factors: the pronounced economic friendliness, political and financial stability, attractive taxes for companies and private individuals, internationality and the pool of available specialists, which in turn has a magnetic effect. In addition, there are investments in education, good accessibility, the excellent quality of life and an effective business environment. The canton of Zug is part of the Greater Zurich Area (GZA) and the metropolitan area of Zurich, one of the world's most attractive economic areas.

    What type of company is interested in your canton?
    Companies from broadly diversified industry groups: life science (pharma / biotech / medtech), wholesale, high-tech industry, finance, information and communication technology (including fintech and blockchain) as well as international headquarters.

    What has specifically changed in terms of location quality in your canton over the past five years?
    With the implementation of the tax reform on January 1, 2020, the business location Zug will remain very attractive for companies and private individuals in the long term in international competition. The leading industries have developed positively and have become even stronger, in particular life science with pharmaceuticals and medtech, trade / trading as well as blockchain, tech and IT. Many start-ups have also emerged in these areas. With the commissioning of the IT department at HSLU in Rotkreuz and the imminent start of the higher technical college for IT and electronics at the commercial and industrial training center in Zug, the canton is investing in talented and future skilled workers.

    What developments do you expect in the next five years?
    We hope that the economy – which was prospering before the crisis – will recover well and expect that the industry clusters will continue to develop successfully and that the canton will continue to be one of the most attractive locations.

    How is the corona crisis affecting your canton's economy?
    The Zug economic area is strongly networked internationally, global events have a major impact. The development of the world market has a major influence. We will have clearer information in the third quarter. The Zug government council is planning the coming months with various scenarios; by monitoring selected indicators, it closely follows the recovery of the economy.

    What are you doing about it?
    The canton's representatives are in constant contact with local companies, business associations and organizations. This network has proven its viability in recent months. The proximity to Zug's economy and, as a result, knowledge of the situation, including that of the micro and small firms, helped to shape the canton's support measures, which complement federal measures, in such a way that at least the most basic needs can be met.

  • Built Too Much? The fact that the real estate market no longer absorbs everything is an opportunity.

    Has too much been built in Switzerland? Maybe too much in the wrong place? It is true that one cannot speak of THE Swiss real estate market, as it is divided into different sub-markets, but the absorption time has generally lengthened, say the seven real estate developers who met in June for the HIG expert discussion. They assume that a basic set of apartments is always needed – just where and which, that is the question. A question that leads to rethinking quality.

    “Quality before quantity” – this phrase was used fifty years ago. But while quality was then associated with luxury, today people think of needs-based, sustainable building. This may be more expensive to create, but it pays off in the long term. The fact that the market no longer absorbs everything is also a gain. After all, everyone benefits from better quality – residents and users as well as creators and investors.

    “Perhaps too much has been built and the result is interchangeable apartment blocks. That is why we are now dealing more intensively with the issue of quality. That is the positive aspect of this development. "

    Roland Thoma

    The ABC of the situation – quality over quantity
    Around 75,400 apartments were vacant in Switzerland in 2019 * and the trend is rising. While two or three years ago the sales or letting rate when a property was completed was an average of 95 percent, today it is only 80 to 85 percent. The more peripheral the location, the longer the absorption time. In the urban centers there are up to 1000 inquiries for an apartment, and because the capacities are limited, the demand has to shift. There is also solid demand beyond the centers and A locations, for example for condominiums in the medium and low price segment. On the other hand, the once coveted luxury apartments are also among the slacks in the centers, while rental apartments in the low price segment are absorbed almost everywhere immediately.

    So it's about the right location with a product for the right segment. Nevertheless: "In structurally weaker regions, even in the middle segment, we need longer than two to three years ago," says René Frauenknecht from Steiner AG, for example. “Today we are keeping our hands off places that already have high vacancies and are reluctant to develop in B and C locations”. The risk of doing so is due to the relatively high pressure to acquire: “There are still large pension funds that are very aggressive on the market and secure land. It is very important that the quality of the location comes before quantity. That is new. Up until a few years ago you couldn't go very wrong if you had acquired a plot of land in a bad location, ”says Frauenknecht. “The low interest rates can also lead to wrong decisions, as risks may not be properly assessed. The wrong product in the right position no longer works today, ”adds Tobias Rotermund from Odinga Picenoni Hagen AG.

    The ratings from analysts such as Fahrländer or Wüest Partner are an important basis, say the developers, but these location analyzes have to be verified and interpreted on site in order not to simply repeat what has worked in the past. "Most of the location analyzes are data-based and digital," says Marc Lyon from Implenia Schweiz AG. «If we strictly followed the software's suggestions for our development strategies and product definition, we would always have the same without innovations. We would just make a copy of what has been built up over the past few years. These data-based foundations are indisputably important, but human interpretation is really necessary. We perceive a property in a completely different way and have a completely different reference when we get an idea of the location and not just look at the property via Google Maps and Street View ».

    "If we were to strictly follow the software's suggestions for our development strategies and product definition, there would be no innovation."

    Marc Lyon

    As simple as it is convincing – new concepts
    Once the potential of a place has been determined, it is a matter of developing a future-oriented concept. How can this look?

    Since an automatic price increase is no longer readily accepted by users today, space efficiency is the focus of the developers. It is achieved, for example, through a reduction in space, compact floor plans, prefabricated products, standardized construction processes and the elimination of gadgets. The result doesn't have to be zero-eight-fifteen. "You can achieve good quality even in difficult locations with simple but convincing architecture and inexpensive production with local companies", is Tobias Rotermund's experience. Large balconies are popular and not necessarily expensive, good furnishing makes up for the missing square meters and architecture can be as simple as it is convincing.

    You can achieve good quality even in difficult locations with simple but convincing architecture and inexpensive production. "

    Tobias Rotermund

    As far as the variety of apartment typologies is concerned – it is more expensive to build, but it is useful for renting in the long term. Other components that affect the quality of living are accessibility, exterior design, sustainability, mobility and neighborhood. "There are a whole range of options for diversifying rental living and for setting yourself apart on the market," says Valentin Müller from UTO Real Estate Management AG. “These include residential typologies that focus on a specific target group as well as integrated mobility concepts that optimally network the apartments with their surroundings. And not to forget: the quality of the settlement. We are talking here of 'living space', of spaces with a high quality of stay. Concepts are required for this. With a good development, you can create a good micro-location that meets human needs ».

    But what needs does the specific target group have at the specific location? Do people want representative architecture or identify with the place where they live? Do you value neighborly exchange or do you prefer privacy? Do you accept the lush, green outdoor space as compensation for the B or C location? … Who determines what quality is? The architecture elite? The users?

    A central finding in real estate communication is that the involvement of those affected promotes the acceptance and quality of a project. In addition to the quality of the product, the quality of the development process becomes more important.

    "Whether a project is accepted depends not least on the involvement of the population."

    Claudia Siegle

    "The early involvement of the population in the Mattenhof project in Lucerne South has paid off," says Claudia Siegle from Mobimo Management AG. “It is important that people can identify with the place where they live. In this case, this includes the creation of neighborhoods. In the Mattenhof, you don't just live in a residential building, but in a mixed-use area, where you can network with each other using apps, for example ». For Tobias Achermann, former CEO of Zug Estates AG, the dialogue with those affected has also proven its worth: “In the further development of the 'Metalli' district, we have had good experiences with involving the Zug population. Over a thousand people contributed their thoughts and suggestions. I see this procedure as the cornerstone for the further course of a project ».

    Involving the population not only benefits the product and its future users, but also improves political acceptance. For example, the claim that too much is being built appears regularly in the media and is a difficult argument in referendum battles: “The construction industry is often perceived as a driver of growth that is not welcomed everywhere – especially in the peripheral and rural areas people get the impression that building is being done primarily because investors have to invest money and not because it meets a need. Allowing those affected to participate in a project and creating real needs-based justice not only increases the quality, but also the social and political acceptance of a project ”, is the experience of Werner Schaeppi, an expert in construction and real estate communication.

    Innovation versus bureaucracy – problem child on the ground floor
    The development of the industry has meant that not only the real estate projects, but also their creators have to position themselves. For example through innovations such as a CO2-free energy system and building with wood in the “Suurstoffi” in Rotkreuz, which Tobias Achermann mentions as an example. Or through innovative mobility concepts that are developed and implemented by UTO Real Estate Management AG. In general, the company is committed to innovation, says Valentin Müller. This is a mind set that flows into the corporate culture and flows into the development projects. However, new concepts also need staying power, for example running the gauntlet through the density of regulations.

    The number one problem child for the developers is ground floor usage. Bringing ground floors to life with commercial uses is difficult, and this will become even more acute with increasing online trade and changes in the retail sector. The hygiene measures in the context of new viruses such as Covid-19 are also difficult to assess; for example, long-term guidelines such as distance rules would increase the space requirement in the trade. Innovative concepts are required, especially for ground floor uses, but these often fail because of the long-lasting planning instruments. Because if a development plan is ten to fifteen years old, it may no longer meet the current requirements.

    “Why should there be no residential use on the ground floor, for example?” Ask the developers. The fact that commercial ground floor uses per se generate a lot of foot traffic is a romantic notion. Ground floors must be appropriate to the situation and location and match the district infrastructure. “You have to ask yourself whether the development with a ground floor will be more attractive,” summarizes Roland Thoma from the HIG Immobilien Anlage Foundation. "A bookstore is not attractive in terms of returns and has to be cross-subsidized, but it can perhaps offer the neighborhood added value".

    "Innovation is rooted in the corporate culture and flows into the projects."

    Valentin Müller

    Building construction and home office – a look into the crystal ball
    What's next Will the market be saturated twenty, thirty, fifty years from now, and will other investment activities be needed? According to the participants in the HIG expert discussion, there will be a shift in the area of building construction from new buildings to modernization, renovation, extension and conversion. The area of infrastructure will grow with public buildings such as hospitals and railway maintenance etc., and the topic of sustainability will also continue to establish itself. "Today, certain sustainability principles are part of the development of a project," says Tobias Achermann. In addition, age-appropriate building is a major issue: “By 2030, the 65+ age group will increase by 30 percent. As an investor and developer, you are betting on the right card if you position yourself in this segment with appropriate infrastructure and community concepts, ”says Achermann.

    «If you position yourself today in the area of age-appropriate building, you have to sit down
    you as an investor and developer on the right card. "

    Tobias Achermann

    Opinions differ on the topic of home office. The developers report that the joint creative process suffered enormously during the corona lockdown. For example, study assignments had to be postponed because the architectural offices could not be as productive as usual in the virtual exchange. Other areas, on the other hand, work very well in the home office. They open up the potential for a future in which there may be new forms of work, but at least less commuting. How this potential will be used cannot be foreseen at the moment. On the one hand, many companies are bringing their employees back into their company premises, on the other hand, industries such as the New Economy are driving the home office trend. For the construction of the future, home office would require more space and flexibility of use in the living spaces, which, however, collides with efforts to build cost-effectively by reducing space.

    Back to the ground floor once again: Would co-working spaces be conceivable here, for example, which expand the home office model? Perhaps as part of a sharing economy, or also non-commercially as an extension of the classic common room? Some developers have conceptual thoughts on this, but they stand and fall with whether it will be possible to get the authorities on board. As a developer, waiting for the development is seldom the right attitude. ■

    * Federal Statistical Office FSO,
    Collected on June 1, 2019, www.bfs.admin.ch

    Tobias Rotermund

    Tobias Rotermund has been a senior real estate consultant and member of the management board of Odinga Picenoni Hagen AG for six years, which as an independent project development and real estate consultancy is responsible, for example, for the overall project management of the first stage of the overall renovation of the University Hospital Zurich. Before that he worked as an architect in various offices. He studied architecture in Berlin and completed his Master of Advanced Studies in Real Estate (CUREM) at the University of Zurich.

    Marc Lyon

    Marc Lyon is Head Real Estate Development Switzerland at Implenia Schweiz AG, where he was Head of Development in German-speaking Switzerland for the past three years. Before that, he worked at Swiss Prime Site AG in the Development and Construction division throughout Switzerland and at Credit Suisse in the Real Estate Investment Management division for the development and implementation of large
    projects in Germany and abroad. Marc Lyon studied architecture at the EPFL in Lausanne and has a bachelor's degree in business administration.

    Claudia Siegle

    Claudia Siegle is a team leader in the development department at Mobimo Management AG. The graduate in business administration with a CAS in needs-based planning and construction as well as a master’s degree in community, urban and regional development is responsible for various site developments. For example for the Mattenhof area in Lucerne-South – a large development with 120 rental apartments, offices, restaurants and a Holiday Inn hotel, which opened in summer 2019.

    Roland Thoma

    Roland Thoma has been managing director of the HIG Immobilien Anlage Foundation, which invests in Swiss real estate, for three years. Before joining HIG, Roland Thoma was a member of the management team and was responsible for the transactions of H&B Real Estate AG. Roland Thoma graduated from the Swiss Hotel Management School in Lucerne and completed further training at CUREM and the St. Gallen University of Applied Sciences in the areas of real estate management and real estate development.

    René Frauenknecht

    René Frauenknecht has been with Steiner AG for five years. In his role as Head Sale and Lease he is responsible for the sale and rental of all apartments and service areas developed by Steiner AG. Before that he was managing director of Intercity AG Zug / Luzern for over seven years. The federally certified real estate trustee studied business administration at the Kaderschule Zurich and completed the master’s course in Advanced Studies in Real Estate CUREM at the University of Zurich.

    Tobias Achermann

    Tobias Achermann was CEO of Zug Estates Holding AG from 2014 to May 2020. With the model area development Suurstoffi in Rotkreuz, the trained real estate
    Economist established as an expert in sustainable and innovative site development. Zug Estates aims to become the first listed real estate company with a portfolio without CO2 emissions. Since June 1, 2020 he has been managing director of Achermann Consulting GmbH, which pursues the purpose of taking on board mandates and carrying out economic advice.

    Valentin Müller

    Valentin Müller has been CEO of UTO Real Estate Management AG for two years, which specializes in the development and management of third-party real estate portfolios. Current projects include the Tiny Houses on Zollikerberg and the Performative House in Zurich Unterstrass. Before his current position, the qualified architect was Head of Real Estate and a member of the group management of AMAG Automobil- und Motoren AG.

    Dr. Werner Schaeppi

    Dr. Werner Schaeppi works as a communications researcher and consultant at the communications agency Creafactory AG and at the market research institute mrc research & consulting ag in Zug. He is co-owner of both companies that are leaders in real estate, capital goods and financial services. Werner Schaeppi studied at the University of Zurich. He has a licentiate in linguistics and a doctorate in social psychology.

  • All industry participants must be ready for change

    All industry participants must be ready for change

    What exactly is Building Information Modeling?
    Literally translated, BIM means building information modeling – that's a pretty good idea. With BIM, one is able to determine and further use the data necessary for operation in addition to the digital planning and execution of projects. You work with three-dimensional models that are nothing more than visually represented databases. That sounds complicated now, but it's not at all, it's just a new way of working. We used to have two-dimensional plans, now we have three-dimensional digital building models. It is important that everyone involved can access the same data, in new German: Single Source of Truth. You can therefore be sure that the data stored in databases is not only up-to-date, but also correct and of course relevant for further processing. This is where the greatest benefit lies.

    Why did the SBB decide to use BIM for construction projects?
    We see clear potential here in data processing and in the entire value creation process. The SBB anticipate a sustained reduction in capital-bound expenses for planning, realizing and managing real estate. Of course, this also applies to the entire railway infrastructure owned by SBB.

    We can also work very strongly towards reducing CO2, as we can, for example, use the data to simulate how operations will develop over the next 20, 25 and more years. You can also compare projects with each other and thus learn from other projects. This is how we create transparency over the entire life cycle.

    How is BIM actually used in the construction of the Letziturm project?
    The Letziturm was one of the first building construction projects by SBB Immobilien to be implemented using BIM-supported methods and working methods. It is also a learning project for the management phase. The planning and implementation of such a project will be completed in ten years, but we will manage the building at least four times longer. For example, we will use the knowledge gained from the Letziturm to carry out material samples. We are in the process of implementing plan approvals via the collaboration platforms. We have learned a lot about what we can use to optimize planning and implementation – and we see this as an important first step.


    "You can no longer do it alone as a client."

    What is your current summary of the use of BIM?
    We recognized the potential of BIM for SBB at an early stage and actively promoted development with the BIM @ SBB group program that was set up for this purpose. We have already made important progress in this way. The BIM @ SBB program is based on four pillars that are mutually dependent: development, testing, standardization and the specific take-away of the industry. We share all of our knowledge and experience with our partners at events and receive inputs from the market that we specifically incorporate into the development. We involve our community. It is no longer possible to work alone as a client, it takes a strong, mutual cooperation. This is also reflected in the skills of the employees. We feel that the employees are very interested, they want to learn from one another together. It's incredibly exciting and instructive for everyone involved

    What are the advantages?
    Of course, a now data-driven implementation changes the way in which we work with our partners and develop the projects in close cooperation. In fact, projects are processed faster and more securely if everyone involved is also involved. The already mentioned “Single Source of Truth” is another advantage. The system data is stored in a structured manner, can be found quickly and is always up-to-date. Lengthy searches and verification of the data are largely eliminated. Communication is more targeted than before and is benefit-oriented. Project teams can find solutions much faster, can view problems and pending issues directly on the three-dimensional model and work out variants and alternatives together. That helps for mutual understanding.

    Are there any disadvantages?
    BIM is often only associated with the technology aspect. Of course, it's nice to hover over the construction site in a Hololens. But if the underlying data is not correct, the most modern technology is of no use. Data has to be correct, a new way of working with precision is required. There are only two states of data: correct or not. Not everyone in the value chain is ready to use new technologies and methods. Everyone in the industry must be ready to change and do their part to make it happen.

    What could be the reasons that BIM has not yet caught on in Switzerland?
    Many associate BIM with the use of the latest software or the latest database technology. Often this is necessary, but not yet sufficient. To be successful, our way of thinking and working methods will have to change further. In the BIM environment, we often speak of collaborative project teams that develop solutions together. This process takes time, but the trend makes me positive. It is also up to us public clients to further promote this development and to require the use of BIM when awarding projects, as we did with the Letziturms project.

    What are SBB's goals for the use of BIM?
    We currently have almost two dozen pilot projects that we provide with the basics and try out a wide variety of methods, technologies and techniques. The knowledge gained from this flows into the development. International principles are also taken into account by means of normalization and standardization. In this way we can ensure that we have our finger on the pulse. This knowledge is given back to the industry in a targeted manner. From 2021, the use of BIM will be mandatory for state-related companies in building construction, according to the federal digital strategy, and from 2025 for the infrastructure, as much more has to be worked out here. That is our stated goal.

    SBB BIM project Letziturm:
    Between the train stations in Zurich Altstetten and Hardbrücke, a new urban area is developing along the track area due to the restructuring of existing commercial and industrial areas. The Letziturm as a six-storey building base takes up the edge of the listed warehouse in the east. He thus defines a first urban horizon. The two residential towers are based on the building height of Letzibach D. The planned single tower will thus create an ensemble of three tall buildings.

    Construction started this year. The 178 residential units, consisting of 1.5 room to 7.5 room apartments, should be ready for occupancy from autumn 2022. The ground floor is characterized by the two main entrances and the two commercial rooms, each of which is oriented towards the future square and towards the SBB workshops. Between them are the ground floors of four larger, two-story studio units that combine work and living and, if desired, connect directly to the public space.

    Both the small and the larger residential units are housed in the base building. 2.5 to 4.5 room apartments are planned above the 7th floor, which has a common room

  • So stellen sich die Standortförderer der Kantone auf

    So stellen sich die Standortförderer der Kantone auf

    Kanton Solothurn, Sarah Koch

    Weshalb sollte sich ein ausländisches Unternehmen in Ihrem Kanton niederlassen?
    Sarah Koch: Weil wir Fachkräfte, Know-how, Innovationspartner und die notwendige Infrastruktur vor Ort haben, um zukunftsträchtige Entwicklungsprojekte voranzutreiben. Und weil der Kanton Solothurn als Wohn- und Lebensstandort besondere Qualitäten aufweist. Attraktive Jobs und Freizeitmöglichkeiten gehen bei uns Hand in Hand.

    Welche Art von Unternehmen interessiert sich für Ihren Kanton?
    Der Kanton Solothurn ist etabliert als Produktions- und Innovationsstandort, insbesondere im Bereich der Medizinaltechnik bzw. Life Sciences. Aus diesem Grund ist das Interesse der Unternehmen aus diesen Technologien besonders gross. Wir verfügen aber auch über ein spannendes Ökosystem im Bereich der erneuerbaren Energien – innovative Start-ups und Spin-offs zieht es in unsere Zentren.

    Was hat sich in den letzten fünf Jahren in Ihrem Kanton bezüglich Standortqualität konkret verändert?
    Unser Standort ist steuerlich attraktiver geworden. Die Steuerbelastung ist im Zuge der Steuerreform und AHV-Finanzierung per 2020 auf 16,8 Prozent gesunken und wird bis 2022 bis auf 15,3 Prozent gesenkt. Zudem hat der Kanton seine E-Government-Strategie stetig vorangetrieben. In diesem Jahr geht das Behördenportal online – eine administrative Erleichterung für Unternehmen und Privatpersonen.

    Welche Entwicklungen erwarten Sie in den nächsten fünf Jahren?
    Die Digitalisierung hat durch die Coronakrise enormen Rückenwind erhalten. Wir gehen davon aus, dass sowohl die Unternehmen wie auch die öffentliche Hand diese Entwicklung in den nächsten Jahren weiterverfolgen. Dateninfrastruktur und Download-Geschwindigkeit spielen in diesem Zusammenhang eine wichtige Rolle – der Kanton Solothurn ist diesbezüglich sehr gut aufgestellt. Auch im Bereich der Arbeitszonenbewirtschaftung hat der Kanton wesentliche Schritte initiiert, um die künftige Entwicklung der Wirtschaft zu stärken.

    Wie wirkt sich die Coronakrise auf die Wirtschaft Ihres Kantons aus?
    Der Kanton Solothurn befindet sich bezüglich der Arbeitslosenzahlen und Kurzarbeitsentschädigungen im Schweizer Durchschnitt. Noch sind die Folgen der Coronakrise nur sehr schwer abzuschätzen. Wir bleiben zuversichtlich und erhoffen uns, dass der Trend zur Renationalisierung von Wertschöpfungsketten und damit auch die Standortverbundenheit unserer KMU zunehmen wird. Das ist eine Chance für unseren Kanton.

    Was unternehmen Sie diesbezüglich?
    Wir stehen im engen Austausch mit den Unternehmen und unterstützen beispielsweise in der Vermittlung von Innovations- oder Finanzierungspartnern. Zudem werden wir unsere Standortstrategie 2030 für den Kanton Solothurn an die aktuellen Herausforderungen anpassen – dabei wollen wir natürlich auf die Bedürfnisse der Unternehmen eingehen.■

    Wirtschaftsförderung Kanton Solothurn
    Sarah Koch
    Leiterin Wirtschaftsförderung
    Telefon: +41 32 627 95 27
    www.standortsolothurn.ch
    wifoe@awa.so.ch

    Kanton Graubünden, Eugen Arpagaus

    Weshalb sollte sich ein ausländisches Unternehmen in Ihrem Kanton niederlassen?
    Eugen Arpagaus: Nebst der ausgezeichneten Verkehrslage an der Nord-Süd-Achse und der Nähe zum Wirtschaftsraum Zürich sowie der guten Anbindung an den Flughafen Zürich bieten wir eine attraktive Steuerbelas-
    tung, die Möglichkeit der Steuererleichterungen, eine sehr unternehmensfreundliche Abschreibungspraxis, die Fördermöglichkeit von innovativen Vorhaben sowie günstigere Kostenstrukturen gegenüber der Agglomeration. Immer mehr an Bedeutung gewinnen eine hohe Lebensqualität und eine gute Work-
    Life-Balance. Die Erfahrungen einzelner exportorientierter Unternehmen zeigt, dass neue Mitarbeitende wegen der hohen Lebensqualität sehr wohl gewillt sind, nach Graubünden umzuziehen.

    Für welche Unternehmen ist der Kanton Graubünden interessant?
    Wir sind überzeugt, dass der Kanton für produzierende High-Tech-Unternehmen in den Branchen Life Science, Medtech, MEM, Sensorik und Chemie/Kunststoffe sowie für Informations- und Kommunikationstech-
    nologie-Unternehmen von besonderem Interesse ist. Dies lässt sich durch das verfügbare Know-how im Sinne des Mitarbeiterpotenzials in der Region belegen. Auch zeigen die Daten der bestehenden Unternehmen, dass sie hier auf die Stückkosten bezogen ein attraktives Umfeld finden.

    Was hat sich in den letzten fünf Jahren in Ihrem Kanton bezüglich Standortqualität konkret verändert?
    In den letzten Jahren haben wir uns intensiv mit der Möglichkeit zur Erhöhung der Verfügbarkeit von attraktiven Industrieflächen beschäftigt. So konnten wir im Industriepark Vial in Domat/Ems eine Fläche von ca. 22 Hektaren umstrukturieren und den export- und technologieorientierten Unternehmen zur Verfügung stellen. Die ersten zwei Unternehmen mit einem Potenzial von rund 1000 Mitarbeitenden konnten wir bereits ansiedeln. Die sofortige Verfügbarkeit von Bauland ist gegeben, und dies zu einem attraktiven Bodenpreis. Des Weiteren hat Graubünden stark im Bereich Forschung investiert. So konnte dieses Jahr mit der ETH Zürich das Forschungszentrum «Climate Change and Extremes Research Center CERC» gegründet werden.

    Welche Entwicklungen stehen für Sie in den nächsten fünf Jahren an?
    Im Fokus steht die Umsetzung der Innovationsstrategie des Kantons Graubünden mit dem Schwerpunkt, die Voraussetzungen für Innovationskraft in Unternehmen zu steigern. Insbesondere die Verknüpfung der Exzellenz der Forschungsinstitutionen in Davos, den Universitäten sowie der Fachhochschule Graubünden in Chur zur Optimierung des Wissen- und Technologietransfers kann die Innovationskraft von Unternehmen erheblich steigern. Der Promotion des Wirtschafs-, Wohn- und Lebensraums Graubünden kommt im Regierungsprogramm 2021–2024 eine zentrale Rolle zu.

    Wie wirkt sich die Coronakrise auf die Wirtschaft Ihres Kantons aus?
    Derzeit ist es sehr schwierig abzuschätzen, was auf die Wirtschaft des Kantons Graubünden zukommt. Grundsätzlich teilen wir die Haltung, was das SECO bezüglich der BIP-Entwicklung und der Arbeitslosenzahlen prognostiziert. Wir stehen im engen Austausch mit den Wirtschaftsverbänden.

    Was unternehmen Sie diesbezüglich?
    In Zusammenarbeit mit der Dachorganisation der Bündner Wirtschaft und der Interessengemeinschaft Tourismus Graubünden (ITG) diskutieren wir, inwieweit mit Impulsprogrammen der Coronakrise entgegengewirkt werden kann. Wie diese ausgestaltet werden, wird noch diskutiert. ■

    AWT (Amt für Wirtschaft und Tourismus Graubünden)
    Eugen Arpagaus, Amtsleiter
    Telefon +41 81 257 23 77
    www.awt.gr.ch
    eugen.arpagaus@awt.gr.ch

    Kanton Glarus, Stefan Elmer

    Weshalb sollte sich ein ausländisches Unternehmen in Ihrem Kanton niederlassen?
    Stefan Elmer: Nach wie vor ist Glarus der am stärksten industrialisierte Kanton der Schweiz. Hier kommen heute verschiedenste Spitzentechnologien zum Einsatz. Die industrielle Tradition wirkt nach: Hohe Einsatzbereitschaft, Arbeitsmoral und Produktivität sind typische Eigenschaften der Glarnerinnen und Glarner. Dazu bietet der Kanton Glarus einen sehr attraktiven Wohnstandort in einer intakten Landschaft mit vielfältigen Freizeitmöglichkeiten und in nächster Nähe zu Zürich.

    Welche Art von Unternehmen interessiert sich für Ihren Kanton?
    Vielfach suchen KMU und Familienunternehmen einen Standort, wo sie sich zu noch bezahlbaren Kosten entwickeln können, motivierte und loyale Mitarbeiter finden sowie kurze Wege zu den Behörden. Unser Standort bietet vergleichsweise tiefe Preise für Land und Immobilien. Tiefe Strom-, Lohn- und Lebenshaltungskosten, eine gute Verkehrserschliessung, ein günstiges Steuerklima sowie ein innovationfreundliches Umfeld sprechen eigentlich alle Branchen an, sowohl aus der traditionellen Industrie, dem Gewerbe wie auch dem wissensbasierten Sektor.

    Was hat sich in den letzten fünf Jahren in Ihrem Kanton bezüglich Standortqualität konkret verändert, welche Entwicklungen erwarten Sie in den nächsten fünf Jahren?
    Das Glarnerland ist ein selbstbewusster Teil des Grossraums Zürich, brachliegende Industrieareale werden umgenutzt und von der Kreativwirtschaft, von Firmen aus der Information- und Kommuniukations-Technologie wie auch durch neuartige Wohn- und Lebensformen genutzt. Ein Beispiel ist die autarke Energieversorgung aus Wasserkraft. Ausserdem treiben innovative Jungunternehmer den Strukturwandel hin zur Wissensgesellschaft voran. Und zu guter Letzt: Das entschleunigte Bergtal ist eine attraktive Wohnalternative zur hektischen Metropole Zürich.

    Wie wirkt sich die Coronakrise auf die Wirtschaft Ihres Kantons aus?
    Wie überall sind die einzelnen Branchen sehr unterschiedlich betroffen. Währendem vor allem die im Kanton traditionell starke Bauwirtschaft fast ohne Einschränkungen weiterproduzieren konnte, leidet die Exportindustrie aus dem Maschinen-, Metall- und Kunststoffbereich noch massiv unter der eingebrochenen Nachfrage. Die Tourismusbranche scheint mit einem blauen Auge davon gekommen zu sein, da die Wintersaison im Kanton Glarus jeweils Ende März beendet wird. Die Ferienregionen ziehen traditionell Schweizer Gäste an. So ist in den Sommermonaten mit einer guten Aus-
    lastung zu rechnen.

    Was unternehmen Sie diesbezüglich?
    Als Soforthilfe kamen auch im Kanton Glarus die klassischen Instrumente wie Kurzarbeit, Covid-19-Kredite und finanzielle Härtefallnetze zum Einsatz, die der Kanton mit eigenen Instrumenten zusätzlich zu den Bundesmassnahmen verstärkt hat. Die sehr solide finanzielle Lage des Kantons erlaubte es, die Wirtschaft in dieser Krise schnell und unbürokratisch zu unterstützen und eigene Investitions-
    projekte vorzuziehen. Mittelfristig unterstützt der Kanton unabhängig davon den Wandel zur Digitalisierung. Er hat dazu ein ambitiöses Massnahmenpaket verabschiedet, das der gesamten Wirtschaft und den Arbeitnehmern helfen soll, sich den zukünftigen Herausforderungen der digitalisierten Welt stellen zu können. ■

    Glarus
    Stefan Elmer,
    Leiter Standortentwicklung
    Telefon +41 55 646 66 13
    www.gl.c
    stefan.elmer@gl.ch

    Kanton Schaffhausen, Christoph Schärrer

    Weshalb sollte sich ein ausländisches Unternehmen in Ihrem Kanton niederlassen?
    Christoph Schärrer: Weil Schaffhausen vor allem die Grundlage für eine tolle Zukunft bietet. Dafür gibt es mehrere Gründe: Über 600 internationale Unternehmen haben Schaffhausen als Headquarter- und Produktionsstandort gewählt. Innovative und kreative Ideen und Vorhaben werden offen aufgenommen und aktiv unterstützt. Der Zugang zu Top-Fachkräften umfasst Süddeutschland und den Grossraum Zürich. Dank attraktivem Kosten- und Steuerniveau bleibt mehr zum (Re-)Investieren. Wir bieten beste Verbindungen zum Flughafen Zürich sowie lokal kurze Wege und unbürokra-
    tischen Entscheiden. Ausserdem profitieren Mitarbeitende von viel Lebensqualität.

    Welche Art von Unternehmen interessiert sich für Ihren Kanton?
    Firmen und Unternehmer/Innen, welche die Zukunft an der Schnittstelle Industrie und Digitalisierung mit neuen Technologien und Geschäftsmodellen aktiv gestalten. Dazu gehören internationale Grosskonzerne mit Headquarter-Funktionen und agile Produktions- und Entwicklungsunternehmen. Wenig bekannt ist, dass die Schaffhauser Pharma- und Medizinaltechnik-Branche sehr bedeutend ist. Unternehmen aus diesen Bereichen finden bei uns optimale Rahmenbedingungen.

    Was hat sich in den letzten fünf Jahren in Ihrem Kanton bezüglich Standortqualität konkret verändert?
    Dem Kanton Schaffhausen ist die Transformation vom Industrie- zum Hightech-Standort gelungen. Zahlreiche internationale Unternehmen wählen Schaffhausen heute für Hauptsitz-Funktionen. Die Geschwindigkeit der Veränderungen nimmt weiter zu. Als Antwort wurde der Strategiefokus auf Innovation und Technologie erweitert. Der Kanton Schaffhausen will sich zur führenden Region in der Anwendung zukunftsweisender Technologien entwickeln. Der Fokus unserer Ausrichtung liegt deshalb in den Bereichen Smart Mobility und Drohnen, Future Farming und Advanced Materials.

    Welche Entwicklungen erwarten Sie in den nächsten fünf Jahren?
    Die industrielle Tradition und Pionierrolle liegen in unserer DNA. Dazu gehört, die Zukunft zu gestalten, anzupacken – ohne das Engagement für die Umwelt und Gesellschaft zu vernachlässigen. Diese Charaktereigenschaften teilen innovative Firmen und unternehmerische Personen. Sie suchen ein Umfeld, wo Politik und Behörden aktiv Hand bieten, um ihre Vorhaben und ihre zukunftsweisenden Entwicklungen umzusetzen. Dies ist bei uns der Fall. Schaffhausen ist Vorreiter bei der digitalen Identität, hat weltweit als erster Standort einen selbstfahrenden Bus im Leitsystem des öffentlichen Verkehrs integriert oder spannt mit Drohnen- und Agrarunternehmen bei Feldversuchen zusammen.

    Wie wirkt sich die Coronakrise auf die Wirtschaft Ihres Kantons aus?
    Schaffhausen führt gemäss einer UBS-Studie beim Indikator «Wirtschaftsstruktur» die Rangliste aller Kantone an. Dies unterstreichen die hohe Wachstumsdynamik und die gute Wettbewerbspositionierung der kantonalen Unternehmenslandschaft. Es zeigt, dass sich die Schaffhauser Wirtschaft in den letzten Jahren gut aufgestellt hat, um diese schwierige Phase bewältigen zu können.

    Was unternehmen Sie diesbezüglich?
    Seit jeher ist die persönliche Bestandespflege ansässiger Unternehmen ein Hauptbestandteil der Schaffhauser Wirtschaftsförderungstätigkeit. Die Rolle der Wirtschaftsförderung als direkte Ansprechstelle für Unternehmen und Selbständige bewährt sich nun. Der Kanton Schaffhausen hat innert Tagen gezielt und konsequent mit einem umfassenden Sofortmassnahmenpaket reagiert. Dank kurzer Wege werden Lösungen für individuelle Bedürfnisse und Problemsituationen mit den einzelnen Firmen entwickelt. ■

    Wirtschaftsförderung Kanton Schaffhausen
    Christoph Schärrer, Delegierter
    für Wirtschaftsförderung
    Telefon +41 52 674 03
    info@standort.sh.ch

    Kanton Tessin, Stefano Rizzi

    Weshalb sollte sich ein ausländisches Unternehmen in Ihrem Kanton niederlassen?
    Stefano Rizzi: Abgesehen von der strategischen Lage zwischen zwei der wichtigsten Wirtschaftsregionen Europas – Zürich und Mailand – bietet das Tessin ein exzellentes akademisches Umfeld mit Forschungsinstituten von Weltrang. Wir haben eine gute Verfügbarkeit von qualitativ hochstehenden Berufsprofilen auf dem Arbeitsmarkt sowie ein regionales Innovationsystem, das alle Akteure auf einfache Weise miteinander vernetzt und optimale Bedingungen für die Realisierung von Forschungs- und Entwicklungsprojekten bietet. Das Tessin rangiert gemäss dem «Innovation Scoreboard 2019» der europäischen Kommission hinter Zürich auf dem zweiten Rang von 234 berücksichtigten Regionen Europas.

    Welche Art von Unternehmen interessiert sich für Ihren Kanton?
    Es handelt sich dabei vor allem um internationale Firmen, welche im Tessin eine Niederlassung zur Produktion, Forschung und Entwicklung suchen. Dazu kommen Hightech-Firmen und/oder solche, die hochqualifiziertes Personal benötigen. Die Unternehmen stammen vorwiegend aus den Sektoren Life Sciences, Lifestyletech, Mechatronik, Blockchain und generell Informations- und Kommunikationstechnologie.

    Was hat sich in den letzten fünf Jahren in Ihrem Kanton bezüglich Standortqualität konkret verändert?
    In den letzten Jahren haben wir das umfassende regionale Innovationssystem und eine Förderstrategie für innovative Start-ups ent-
    wickelt sowie positive Synergien zwischen Behörden, Instituten und Partnern auf dem ganzen Kantonsgebiet geschaffen. Zudem haben wir unsere Innovationsförderungsstiftung AGIRE stark ausgebaut. Ein weiterer Meilenstein ist unsere Mitgliedschaft in der Greater Zurich Area (GZA). Parallel dazu können wir eine stetig wachsende Zusammenarbeit zwischen Unternehmen und Forschungsinstituten und eine sehr erfreuliche Zunahme von Forschungsprojekten verzeichnen, welche auch dank der Unterstützungsbeiträge aufgrund unseres Gesetzes über wirtschaftliche Innovation möglich gemacht werden.

    Welche Entwicklungen erwarten Sie in den nächsten fünf Jahren?
    Wir schauen zuversichtlich auf unsere Kandidatur für den Anschluss an das Netzwerk Switzerland Innovation Park sowie die Schaffung von Kompetenzzentren in den Sektoren Life Sciences, Mechatronik, Drohnen sowie Blockchain und künstlicher Intelligenz. Grosse Hoffnungen hegen wir in die bereits laufende Entwicklung des neuen Arbeits-, Bildungs- und Wohnquartiers und zukünftigen Stand-
    orts des Innovationsparks auf dem Areal des jetzigen SBB-Industriewerks beim Bahnhof Bellinzona, das ab 2026 realisiert werden soll.

    Wie wirkt sich die Coronakrise auf die Wirtschaft Ihres Kantons aus?
    Das Tessin war einer der am stärksten betroffenen Kantone zu Beginn der Coronakrise. Dank der prompten Reaktion aller Beteiligten konnte Schlimmeres abgewendet werden. Auch die Unternehmen haben gut auf die schwierigen Zeiten reagiert und ihre Aktivitäten bereits wieder aufgenommen. Dieses gelungene Zusammenspiel hat gleichzeitig zur Stärkung des Images des Kantons Tessin als solider und sicherer Kanton beigetragen.

    Was unternehmen Sie diesbezüglich?
    Beim Ausbruch der Coronakrise haben wir unverzüglich Runde Tische mit Vertretern aus der Wirtschaft, Politik und Forschung einberufen, um gemeinsam kurz-, mittel und langfristigwirkende Massnahmen zur Wiederbelebung der Wirtschaft zu erarbeiten. Dazu kommt die vermehrte Unterstützung der Unternehmen im Bereich der wirtschaftlichen Innovation. Das vom Finanz- und Wirtschaftsdepartement initiierte Projekt «Vivi il tuo Ticino – Lebe dein Tessin» soll die Tessiner dazu anregen, den eigenen Kanton als Ferienort zu entdecken. ■

    Dipartimento delle finanze e dell’economia
    Divisione dell’economia
    Stefano Rizzi, Direktor
    www.ti.ch/economia

    Kanton Zug, Beat Bachmann

    Weshalb sollte sich ein ausländisches Unternehmen in Ihrem Kanton niederlassen?
    Beat Bachmann: Der Zuger Wirtschaftsraum bietet ein Gesamtpaket an herausragenden Standortfaktoren: Die ausgeprägte Wirtschaftsfreundlichkeit, politische und finanzielle Stabilität, attraktive Steuern für Firmen und Privatpersonen, Internationalität sowie der Pool an verfügbaren Fachkräften, der wiederum eine Magnetwirkung ausübt. Dazu kommen Investitionen in Bildung, die gute Erreichbarkeit, die hervorragende Lebensqualität sowie ein effektives Geschäftsumfeld. Der Kanton Zug ist Teil der Greater Zurich Area (GZA) und des Metropolitanraums Zürich, einer der weltweit attraktivsten Wirtschaftsräume.

    Welche Art von Unternehmen interessiert sich für Ihren Kanton?
    Unternehmen aus breit diversifizierten Branchengruppen: Life Science (Pharma / Biotech / Medtech), Grosshandel, High Tech Industrie, Finanzwirtschaft, Informations- und Kommunikationstechnologie (inkl. Fintech und Blockchain) sowie internationale Headquarters.

    Was hat sich in den letzten fünf Jahren in Ihrem Kanton bezüglich Standortqualität konkret verändert?
    Mit der Umsetzung der Steuerreform per 1. Januar 2020 bleibt der Wirtschaftsstandort Zug im internationalen Wettbewerb für Unternehmen und Privatpersonen langfristig weiterhin sehr attraktiv. Die führenden Branchen haben sich positiv entwickelt und sind noch stärker geworden, insbesondere Life Science mit Pharma und Medtech, Handel/Trading sowie Blockchain, Tech und IT. In diesen Bereichen sind auch viele Start-ups entstanden. Mit der Inbetriebnahme des Departements Informatik der HSLU in Rotkreuz und dem bevorstehenden Start der Höheren Fachschule für Informatik und Elektronik am Gewerblich-industriellen Bildungszentrum Zug investiert der Kanton in Talente und künftige Fachkräfte.

    Welche Entwicklungen erwarten Sie in den nächsten fünf Jahren?
    Wir hoffen, dass sich die – vor der Krise prosperierende – Wirtschaft gut erholt und erwarten, dass sich die Branchencluster erfolgreich weiterentwickeln und dass der Kanton weiterhin zu den attraktivsten Standorten zählt.

    Wie wirkt sich die Coronakrise auf die Wirtschaft Ihres Kantons aus?
    Der Zuger Wirtschaftsraum ist international stark vernetzt, globale Ereignisse haben eine grosse Auswirkung. Einen wesentlichen Einfluss hat die Entwicklung des Weltmarkts. Im dritten Quartal werden wir über klarere Informationen verfügen. Der Zuger Regierungsrat plant die kommenden Monate mit verschiedenen Szenarien; er verfolgt mit einem Monitoring ausgewählter Indikatoren die Erholung der Wirtschaft genau.

    Was unternehmen Sie diesbezüglich?
    Die Vertreterinnen und Vertreter des Kantons stehen im stetigen Austausch mit den ansässigen Unternehmen, Wirtschaftsverbänden und Organisationen. Dieses Netzwerk hat in den letzten Monaten seine Tragfähigkeit bewiesen. Die Nähe zur Zuger Wirtschaft und daraus folgend die Kenntnisse der Situation, auch die der Kleinst- und Kleinfirmen, hat geholfen, die Stützungsmassnahmen des Kantons, die die Massnahmen des Bundes ergänzen, so zu gestalten, dass zumindest die grundlegendsten Bedürfnisse gedeckt werden können. ■

    Volkswirtschaftsdirektion Kanton Zug
    Beat Bachmann,
    Leiter Kontaktstelle Wirtschaft Zug
    Telefon +41 41 728 55 04
    www.zg.ch/economy
    economy@zg.ch

    Kanton Zürich, Matthias Inhauen

    Weshalb sollte sich ein ausländisches Unternehmen in Ihrem Kanton niederlassen?
    Matthias Inauen: Das Wirtschafts- und Technologiezentrum Zürich bietet Unternehmen ein attraktives Ökosystem mit Weltruf. Dazu gehören die hohe Verfügbarkeit von Fachkräften, Spitzen-Hochschulen, höchste Lebensqualität, erstklassige Verkehrsin-
    frastruktur und ein dynamisches Netzwerk aus internationalen Grosskonzernen, innovativen mittelständischen Unternehmen und hochspezialisierten Kleinbetrieben. Die gut diversifizierte Zürcher Wirtschaft und eine nachhaltige Finanzpolitik des Kantons gewährleisten stabile Aussichten.

    Welche Art von Unternehmen interessiert sich für Ihren Kanton?
    Es sind Unternehmen, die ihre Innovationsstärke ausbauen möchten, Fachkräfte suchen, ihren internationalen Marktzugang aufbauen und dafür einen zentralen sowie langfristig stabilen Standort suchen. Wir begleiten vor allem wissens- und wertschöpfungsintensive Unternehmen aus den Branchen Informations- und Kommunikationstechnologie, Life Sciences, Finance sowie Business and corporate services.

    Was hat sich in den letzten fünf Jahren in Ihrem Kanton bezüglich Standortqualität konkret verändert?
    Verkehrsinfrastrukturprojekte wie die Limmattalbahn haben die Erreichbarkeit für Wirtschaft und Gesellschaft weiter verbessert. Für die Zürcher Unternehmen war es in den letzten eineinhalb Jahren zudem einfacher, qualifizierte Arbeitskräfte zu finden als noch im Jahr 2018. Der Steuersatz für juristische Personen wurde massvoll gesenkt und der Spielraum bei den neuen Steuerinstrumenten für forschungsintensive Unternehmen wird voll ausgenutzt.

    Welche Entwicklungen erwarten Sie in den nächsten fünf Jahren?
    Die Entwicklung des Standorts Zürich steht ganz unter dem Zeichen von Innovation und neue Technologien. Eines unserer grossen Projekte ist der Innovationspark Dübendorf, der auch ein Testlabor ist, um die Wettbewerbsfähigkeit noch weiter zu steigern. Weiter steht die Mobilität im Zentrum, ob auf der Strasse, auf der Schiene, auf dem Velo oder zu Fuss. Dabei sind wir auch offen für die Digitalisierung und Nutzung neuer Technologien wie Drohnen oder Hyperloop.

    Wie wirkt sich die Coronakrise auf die Wirtschaft Ihres Kantons aus?
    Die Mehrheit der Unternehmen im Kanton Zürich leidet unter der Coronakrise. Als höchst internationaler und vom Ausland abhängiger Standort bergen die protektionistischen Entwicklungen ein erhöhtes Risiko, Exporte und Wertschöpfungsketten werden unterbrochen, der Konsum sinkt, und auch der internationale Flughafenstandort Zürich leidet. Aber wir sehen auch positive Entwicklungen: Zum Beispiel im Bereich Life Sciences und Informations- und Kommunikationstechnologie mit einem Sprung im Bereich der Digitalisierung, Home-Office und flexiblen Arbeitszeitregelungen.

    Was unternehmen Sie diesbezüglich?
    Mit einer enormen Geschwindigkeit hat neben dem Bund komplementär auch der Kanton Zürich ein Notstandmassnahmen-Paket im Umfang von einer halben Milliarde Franken zur Unterstützung der Wirtschaft beschlossen. Wir stehen dabei in engem Austausch mit der Wirtschaft. Ziel ist es, Arbeitsplätze und Einkommen im Kanton Zürich möglichst weitgehend zu sichern. Auch die Städte und Gemeinden unterstützen in Koordination mit dem Kanton mit bedürfnisnahen Lösungen, beispielsweise für Selbstständige und die Kreativitätsbranche. ■

    Amt für Wirtschaft und Arbeit Kt. Zürich
    Matthias Inauen,
    Leiter Firmenansiedlungen
    Telefon +41 43 259 26 78
    www.standort.zh.ch
    matthias.inauen@vd.zh.ch

    Kanton Uri, Stefan Büeler

    Weshalb sollte sich ein ausländisches Unternehmen in Ihrem Kanton niederlassen?
    Stefan Büeler: Der Kanton Uri liegt direkt an der zentralen europäischen Nord-Süd-Achse und besitzt sowohl auf der Strasse als auch auf der Schiene schnelle Verbindungen Richtung Norden und Süden. Wir bieten ein optimales Kostenumfeld, wo ein Unternehmen seine Pläne preiswerter umsetzen kann und den Arbeitnehmenden dank tiefen Steuern und Abgaben am meisten Geld zum Leben übrigbleibt. Arbeitskräfte schätzen es, im Naturparadies leben und arbeiten zu können.

    Welche Art von Unternehmen interessiert sich für Ihren Kanton?
    Es sind Unternehmen aus allen möglichen Branchen, welche hier noch gut erschlossenes Bauland oder Gewerberäumlichkeiten zu vernünftigen Preisen finden. Branchenbezogen sind es oftmals Unternehmen aus dem tourismusnahen Umfeld, aus der Metallverarbeitung, aus der Wintersporttechnologie (z. B. Seilbahnen) oder aus dem Bereich Verkehr/Mobilität. Jüngst lassen sich auch immer mehr digitale Nomaden nieder, die ortsunabhängig arbeiten.

    Was hat sich in den letzten fünf Jahren in Ihrem Kanton bezüglich Standortqualität konkret verändert?
    Im Kanton Uri wurden in den letzten fünf Jahren enorm viele Infrastruktur-Investitionen getätigt. Der Gotthard-Basistunnel wurde eröffnet, und in Altdorf ist der neue Kantonsbahnhof im Bau. Gleich daneben entwickeln wir mit der Werkmatt Uri ein grosses Industrie- und Gewerbegebiet. Andermatt wurde der wohl aufstrebendste Tourismusort der Alpen mit entsprechenden zeitgemässen Inf-
    rastrukturen. Zudem hat der Kanton Uri die Unternehmenssteuern deutlich gesenkt.

    Welche Entwicklungen erwarten Sie in den nächsten fünf Jahren?
    Der Kantonsbahnhof Altdorf wird zu einer neuen ÖV-Drehscheibe auf der Nord-Süd-Achse. Dabei entwickelt sich ein neues urbanes Zentrum mit vielen privaten Immobilienprojekten. Dazu trägt auch das Areal Werkmatt Uri in unmittelbarer Umgebung bei, das einen eigenen Autobahnanschluss erhält. Ende 2022 wird das neue Kantonsspital eröffnet. Der Bau des zweiten Gotthard-Strassentunnels wird zusätzliche Wertschöpfung in den Kanton bringen, und die touristische Entwicklung in Andermatt wird weiterhin für positive Schlagzeilen sorgen.

    Wie wirkt sich die Coronakrise auf die Wirtschaft Ihres Kantons aus?
    Natürlich ist es für die meisten Unternehmen keine einfache Zeit. Bisher haben die Urner Betriebe die Krise jedoch mit viel Eigeninitiative im Grossen und Ganzen gut gemeistert. In verschiedenen Bereichen gibt es denn auch bereits wieder positive Signale, insbesondere auch aus dem Tourismus. Dennoch stehen die meisten Unternehmen in den nächsten Monaten weiterhin vor sehr grossen Herausforderungen, um die Folgen der Krise bewältigen zu können.

    Was unternehmen Sie diesbezüglich?
    Wir stehen im regelmässigen Austausch mit unseren Unternehmen und den Wirtschaftsverbänden und suchen nach massgeschneiderten Lösungen. Für Härtefälle stellen wir Mittel aus dem Wirtschaftsförderungs-Fonds zur Verfügung. Wir unterstützen verschiedene Initiativen zur Schaffung von neuen Angeboten, insbesondere im Tourismus. Mit dem neuen Umsetzungsprogramm der Neuen Regionalpolitik steht uns hierzu ein wirksames Impulsprogramm zur Verfügung. ■

    Volkswirtschaftsdirektion
    Stefan Büeler, Leiter Abt. Wirtschaft
    und Tourismus
    Telefon +41 41 875 24 08
    www.standort-uri.ch
    stefan.bueeler@ur.ch

    Kanton Schwyz, Roman Morger

    Weshalb sollte sich ein ausländisches Unternehmen in Ihrem Kanton niederlassen?
    Roman Morger: Der Kanton Schwyz bietet eine ideale Lage im dynamischen Wirtschaftsraum Zürich, ein grosses Angebot an hoch qualifizierten Arbeitskräften und dazu eine der tiefsten Steuerbelastungen für Unternehmen und Privatpersonen in der Schweiz. Ausserdem finden sich hier zahlreiche europäische und weltweite
    Headquarters sowie internationale Schulen.

    Welche Art von Unternehmen interessiert sich für Ihren Kanton?
    Nationale und internationale Headquarters sowie Unternehmen der Finanzindustrie aus den Bereichen Vermögensverwaltung, Private Equity, Hedge Funds und Family Offices. Dazu kommen Unternehmen des Gesundheitswesens wie Medizintechnik, Pharma, Biotechnologie, Diagnostik und Dienstleistungsfirmen allgemeiner Art sowie Hersteller von hochwertigen Produkten.

    Was hat sich in den letzten fünf Jahren in Ihrem Kanton bezüglich Standortqualität konkret verändert?
    Der Baustart des Bauprojekts «Hertipark» in Brunnen ist erfolgt. Der Baustart der Etappe 1 des Bauprojekts «Nova Brunnen» in Brunnen ist auf anfangs 2021 geplant. Abgeschlossen ist der Studien-
    auftrag für die Umnutzung Zeughausareal Seewen-Schwyz und die Schnellzugsverbindung Mailand –Zürich mit Halt in Arth-Gold-
    au wurde eröffnet. Die Neugestaltung des Bahnhofplatzes Arth-Goldau sowie die Umnutzung des Areals Bahnhof Süd für Arbeiten und Wohnen ist im Gange.

    Welche Entwicklungen erwarten Sie in den nächsten fünf Jahren?
    Wir erwarten eine Zunahme von Home-Office und Co-Working Arbeitsplätzen sowie eine internationale Steuerharmonisierung in Bereichen wie Umsatzbesteuerung und Mindestbesteuerung (BEPS). Firmenansiedlungen erfolgen dort, wo entsprechend hoch qualifizierte Arbeitskräfte vorhanden sind. Unternehmen evaluieren ihre Wertschöpfungsketten – das internationale Interesse, um wertschöpfungsstarke Arbeitsplätze in der Schweiz aufzubauen, wird zunehmen.

    Wie wirkt sich die Coronakrise auf die Wirtschaft Ihres Kantons aus?
    Zahlreiche Unternehmen haben Kurzarbeit eingeführt. Stand 17. Juli 2020 haben rund 3000 Unternehmen Kurzarbeitsentschädi-
    gung erhalten, insgesamt wurden 85 Millionen Franken ausbezahlt.

    Viele Firmen werden 2020 wirtschaftlich ein schlechtes Jahr verzeichnen – der Kanton Schwyz erwartet deshalb einen Rückgang der Steuereinnahmen bei Unternehmen und Privatpersonen. Die Arbeitslosenzahlen dürften sich in den kommenden Monaten erhöhen.

    Was unternehmen Sie diesbezüglich?
    Wie bezahlen Kurzarbeitsentschädigungen aus sowie Erwerbsersatz-Entschädigungen durch die Ausgleichskasse Schwyz. Unternehmen erhalten Überbrückungskredite durch den Bund und den Start-Ups wird ebenfalls mit Überbrückungskrediten durch den Bund und den Kanton Schwyz unter die Arme gegriffen. Ausserdem haben wir das Impulsprogramm «Hopp Schwyz» lanciert. ■

    Amt für Wirtschaft Kanton Schwyz
    Roman Morger, Projektleiter
    Wirtschaftsförderung
    Telefon +41 41 819 16 48
    www.schwyz-wirtschaft.ch
    roman.morger@sz.ch

  • «Together we can achieve more»

    «Together we can achieve more»

    The Greater Zurich Area (GZA) initially comprised the cantons of Glarus, Graubünden, Schaffhausen, Schwyz, Solothurn and Zug bordering Zurich. Uri and Ticino are new. Why did you decide to take this step?
    In the beginning it was Zurich, Schaffhausen and Graubünden, then over the years other cantons were added. Zug joined them in 2007, Uri in 2015. Ticino has been a member of the GZA since 2019. In order to become a member, an application must be submitted, which will be examined by our Board of Trustees. Cooperation should make sense for both sides. With the accession of Ticino, the Board of Trustees wanted to strengthen our technology skills in the Zurich economic area and expand the network. The technologies that are important to us, such as life sciences and mechatronics, are of particular interest. Ticino has a lot to offer here: For example, the Dalle Molle Research Institute, which deals with artificial intelligence.

    Is the name Greater Zurich Area still appropriate when it includes so many areas further away from Zurich?
    The name has long since become a brand – like «Switzerland» or «Geneva». We invented the name “Greater Zurich Area”, but it is not only used by us for a long time. The Ceneri Base Tunnel has brought Ticino closer to Zurich. Important research projects in Ticino work well beyond the Gotthard. Cantonal borders are completely irrelevant – but a functioning economic area is relevant for companies.

    So it is conceivable that other cantons will join the GZA?
    It is not planned. But if someone knocked, the same considerations would be made as with Ticino. In Switzerland a lot is voluntary. In other countries it is different: in Finland, for example, there are no regions or cantons, everything is decided in Helsinki. Of course, one can also be happy with a centralized organization. But we are organized on a federal basis, so the cantons can decide for themselves: Do you want to do location marketing in your own region? Or do you want to join forces and work with someone else? Our Chairman of the Board of Directors always emphasizes that our doors are open.

    The number of resident companies from abroad in the GZA fell to 103 in 2019. What are the reasons for that?
    Seen globally, there are developments that are anything but business-friendly. This includes the trade dispute between China and the USA or Brexit. In the last few years the uncertainty in the global economic area has increased. This worsens the investment environment. In Switzerland, we have been registering declining numbers of settlements since 2016. This development arrived with a slight delay in the Zurich economic area: the number of settlements only declined in 2019. Interestingly, the number of jobs in the GZA has risen anyway: The companies located there generated 40 percent more jobs than in the previous year. Projected over the next five years, a quarter more new jobs are planned than at the companies that settled in 2018. The quality of the projects has increased.

    "Switzerland offers stability and reliability."

    Then do you expect the numbers to continue to decline?
    Definitive. We expect the corona pandemic to further intensify this global downward trend. The Organization for Economic Cooperation and Development (OECD) estimates that the global market will collapse by 30 percent this year. There are certainly industries that are even more successful than in the past. For example, those that specialize in digital tools. For video conferencing tools like Teams or Zoom, the share price has risen tremendously during the pandemic. In general, however, Corona is of course a damper for the global economy.

    Why should a company choose its location in the GZA or in Switzerland?
    Switzerland is chosen so that European business can be carried out from here. This requires the right specialists. These can be found in Switzerland or can easily be recruited from other European countries via the Free Movement of Persons. We are already very internationally positioned: We are not the center of Europe, but we are very central, especially in Western Europe. Switzerland also has good bilateral agreements with the EU and is innovative. We can also offer stability and reliability. Corporate taxes are cheap in this country. You don't come to Switzerland to pay high wages. You come to Switzerland because there are people here who earn high wages.

    Does the GZA approach companies more or vice versa?
    We have a double function: We market the economic area, but we are also the point of contact. However, customer inquiries only make up around 11 percent of all settlements in the cantons. We are open and check everything. But of course we invest our time and resources primarily in worthwhile projects. We actively acquire around 60 percent of all settlements and around 15 percent are recommendations from the strategically maintained network, which includes partner organizations, consulting firms and business lawyers.

    Foreign companies are important as employers. How many jobs are you currently generating in the GZA?
    The pure number of jobs for the settlements from 2019 was 651. These companies will create 1676 new jobs in the next five years. That is then 24 percent more than those of companies that settled in 2018. This is the second time we have commissioned a consulting firm to prepare a comprehensive analysis in this regard: between 2009 and 2018, at least 8,618 jobs were created through location marketing.

    What other added value does the GZA create for the cantons it belongs to?
    We contribute to the fact that the innovative strength is strengthened and that we remain networked above all with the growing markets in Asia. There are also certain cantonal added value effects within the cantons. Maybe someone works in Zug, but lives in Zurich. The nine cantons come together in the GZA to jointly pursue location marketing. Together you can achieve more. A single Swiss canton is too small to survive in international competition. We bring important interfaces together and see ourselves in the role of mediator.

    How has the quality of the GZA location changed specifically in the last five years?
    The uncertainties have increased. We see reasons for this in Brexit and the EU crisis, among other things. Italian banks are still a big question mark. The trade dispute between the USA and China and the unresolved relationship between Switzerland and the EU are also causing problems. In an international comparison, however, Switzerland certainly offers very stable conditions. The laws don't change overnight, taxes are neither suddenly increased nor unreasonably decreased. The tax reform is now through, and certain areas of technology have advanced extremely. In terms of robotics and drones, Zurich does not need to shy away from comparison with Silicon Valley at the moment. In Switzerland we score with qualified specialists: We have very good graduates from our universities and at the same time offer an attractive environment for the brightest minds from all over the world.

    "The competition has increased."

    How does the corona crisis affect the GZA?
    It also triggered a surge in digitization in us. We travel less and work more virtually. This is likely to continue, or perhaps even become standard business practice. As before, we conducted webinars, but supplemented them with a question-and-answer session with experts in Korea, for example. This new format has been very well received. In general, we are doing video broadcasts at the moment instead of traveling to another country ourselves.

    What consequences do you expect in the long term?
    In the near future, more events are likely to be held in hybrid form. A two-day conference is planned in Zurich in September. This will take place virtually on the first day, and you can meet in person on the second day. The organizers don't just want to create something special for this year, they want to create something that gives you flexibility. Especially with regard to future similar scenarios.

    What other challenges does the GZA have to contend with?
    The competition has increased. When we started a good 20 years ago, there weren't that many efficient location development organizations. Today even the smallest countries and even cities have some. Another challenge: There are many foreign organizations that offer benefits. For example, grants for employment so that the recruiting process is less expensive for the company. Something like that is inconceivable in Switzerland, because tax money would have to be used for it. We also do a lot of persuasion – not everything is more expensive in Switzerland. And if someone earns $ 200,000 in the USA, he also earns it in London, Madrid or Amsterdam. In Zurich you may even have to pay less wages, because taxes here are cheaper for the individual than elsewhere.

    How does the GZA counteract the restrictions and probably also the further decline in settlements caused by the corona crisis?
    In the future, we will not only use social media channels for communication, but also for acquisition. We try to win new customers using a data-based approach.

    The most important markets for GZA are the USA, Germany, China and Italy. Which other countries / cities is the GZA still concentrating on and why?
    We have been active in Korea since 2014. In Israel we are just starting. As soon as the crisis is over, we can start with activities – everything is in place. We regularly check where we could still be active. For example, India was a focus market from 2006 to 2008. In the absence of results, however, we gave up on this again. If Russia or Brazil didn't have a recession, these markets would definitely be an option. Within the markets we serve, we select the regions according to the technology hotspots. ■

  • "You have to offer your customers alternatives"

    "You have to offer your customers alternatives"

    What exactly does Swiss Circle do?
    Swiss Circle is the network for the Swiss real estate industry. We look after our around 250 members, network them with one another and support them with marketing tools. Our members want to get to know each other better, but also want to be more noticed in the industry. We also give them the opportunity to expand their know-how in special disciplines of the real estate industry.

    How exactly does that work?
    We offer various platforms: We are present at the major international real estate fairs such as MIPIM in Cannes or the Expo Real in Munich. We have been active on international stages for 25 years. At these trade fairs, we present our Swiss companies at a joint Swiss stand. In addition, we regularly organize networking events and various congresses on current real estate topics spread over the year. Online tools such as realestate-experts.ch complete our offer.

    Important trade fairs will be canceled this year due to the corona crisis. How does this affect Swiss Circle?
    We are creative and have created replacements for unusual activities. Including the online series “Real Estate Brains”. Here we produced a program online every Tuesday morning. This year we implemented the “The Marketing Round” congress entirely digitally via Zoom. We are launching the “Innovation Day” as a hybrid event: using two programs that we stream live and a print product that offers our customers another platform to present themselves. As a replacement for the Expo Real in Munich, which is not taking place, we are organizing the “Swiss Networking Circle” at Zurich Airport in October. Members who would otherwise have gone to Munich are given the opportunity to network and present themselves.

    How are registrations for the Swiss Networking Circle going in autumn?
    We have already received numerous bookings. However, we do not yet know how many guests we will actually be able to invite – that depends on the federal regulations for events in October. Certainly not everyone can take part. However, partners who are actively involved in the event will definitely receive a quota of invitations for their customers. We at the Swiss Circle will also be inviting a contingent of members. The need of our customers to meet again in person is definitely great.

    "Immo21 takes place in a larger hall."

    How are the online offers received by the members?
    “Real Estate Brains”, for example, is very well received – we have 200 to 300 viewers at a time. The speakers come from Germany, Austria and Switzerland. We usually recruit the Swiss speakers from among our members. After the summer break, we will continue this format on a monthly basis until further notice.

    How do you assess the current situation on the real estate markets?
    The situation is controversial. The retail market is critical. The corona crisis acted as a fire accelerator, the retail trade had it difficult even before the corona. Hotel properties are another loser. Office buildings are likely to give way only slightly – we have to wait and see whether and how much home office will become established and how digitalization trends will develop. The housing market is stable – at best there are still long-term effects. But of course there are also winners: for example logistics real estate.

    What feedback do you get from your members?
    Real estate service providers such as facility and property managers are hardly affected. On the other hand, there is a certain reluctance to deal with transactions; trading is currently more defensive than before the crisis. This should be reflected in the sales of marketers or lawyers.

    What long-term consequences do you expect due to the corona crisis?
    I don't expect a long-term negative effect in the real estate business. However, it is possible that business will be a bit more resinous this year due to the prevailing uncertainty and the lack of personal contact. As far as the Swiss Circle is concerned, however, I am confident that next year events and trade fairs will run almost as usual again. Which changes will remain remains to be seen. The motto of the time is: be flexible and expect different scenarios. We do that too. If you want to get out of the crisis as unscathed as possible, you have to offer your customers alternatives.

    Immo21, which is co-organized by Swiss Circle, will take place in January next year. Are there any changes due to the corona?
    We have already reacted to the situation and with Hall 550 in Oerlikon we have chosen a larger location than before. In this way, we can offer a possibly still limited number of visitors more space so that the distance rules can be adhered to. This could also prevail in the future: that you have to factor in more square meters per participant.

    What is your advice to young entrepreneurs in the real estate sector during this time?
    Of course, they very much lack contact with the established industry. Young entrepreneurs are usually looking for investors and platforms to present their new ideas – and are dependent on growing quickly and showing success. The handbrake effect is certainly more serious for start-ups than for an established company. At the Swiss Networking Circle and the Innovation Day we have special offers to involve young entrepreneurs and give them preferential access. Since the exchange between young and established will continue to gain in importance in the future, Swiss Circle and SwissPropTech will increasingly appear together in the future. I would like to extend a warm welcome to all future-oriented real estate decision-makers! ■

  • "Large projects are becoming more and more difficult to implement"

    "Large projects are becoming more and more difficult to implement"

    You are a politician and an entrepreneur. At the end of 2019 you withdrew from active politics, why?
    After having been active on the cantonal council for 15 years and a total of 13 years on the municipal council, it was time to close this chapter. I wanted to make room for fresh, new employees and have more time for my family, my employees and for new projects.

    As a politician, you are campaigning for a S-Bahn station in Silbern, for example, or for an elevated railway between the Niderfeld development center and the Silbern area. How important is such a transport connection for these areas?
    A transport infrastructure is always important for a region. The Limmat Valley has good infrastructures, but we still have a few bottlenecks. The S-Bahn station Silbern could provide a great relief for the area Silbern-Lerzen-Stierenmatt and later also for the Niderfeld. The planned elevated railway between these areas would of course be the ultimate – especially if the Limmattalbahn were then directly connected to the new station.

    Has there been any progress yet?
    Unfortunately, the wheels of politics are very slow. It takes patience and tenacity. The concern of an elevated railway is deposited. It is currently also actively being used in the planning for the Niderfeld area. The S-Bahn station in Silbern is anchored in the cantonal structure plan with a high degree of urgency, but we are still biting into granite at the federal level. It is believed that the traffic problem of the bottleneck in the rail link between Zurich and Aarau must first be resolved. But we're staying on the ball.

    You are the fourth generation to run the family company, J. Wiederkehr AG. How strongly is your political commitment linked to representing your own interests?
    I have always deliberately excluded executive activity in order not to be confronted with accusations that I am doing politics for my sake. Of course, my political experience also helps me professionally. I know how certain mechanisms work. In this respect, my political work definitely benefits me. But I would like to use this knowledge in the interest of the common good and not to make a profit for myself and my company. I am particularly committed to the concerns of the trade and homeowners.

    You are one of the three largest landowners in the Niderfeld. How did that happen?
    Most of the land we own goes back at least three generations. In addition, over 30 years ago we had the idea of creating a storage space for our scaffolding company. So more plots were added – but unfortunately the idea could not be implemented, but we kept the land.

    Does such a huge reserve of building land like the Niderfeld get your “building blood” going?
    Not only. I am worried because I have noticed that in Switzerland and the Canton of Zurich in particular, large projects are becoming increasingly difficult to implement. Just think of the football stadium in the city of Zurich or the congress center. Large projects in particular have many hurdles to overcome. The density of regulations is now very high. Such rules were often created in the past and are not very helpful for the development of a new area. Here, too, it takes patience and persistence so that in the end something beautiful emerges on the Niderfeld.

    Would you be given a free hand, what vision do you have for the Niderfeld?
    I would not have done it the way it is now planned. Dietikon already has many beautiful local recreation areas. I would have invested the money to upgrade the existing local recreation areas and make better use of them. It will be a great challenge to fill the very large park in Niderfeld with life in a meaningful way.

    What is the current status of the planned project?
    The planning work is still in full swing. The neighborhood plan has now been submitted to the canton for review. We are eagerly awaiting your feedback. But it will still be a long and arduous road.

    Are you confident that construction can start in 2028?
    I don't dare to give a year. A few years ago there was still the opinion that construction would take place first in the Niderfeld and then the Limmattalbahn would come. Today it is obvious that the Limmattalbahn will travel through the area long before construction begins.

    How did you experience the change in Dietikon over the past ten years?
    I even go one step back: When I was in school, Dietikon was the third largest city in the canton of Zurich with around 25,000 inhabitants. Dietikon then did not develop much for many decades. In contrast, Uster practically exploded. Only in the last few years has Dietikon grown again with the development of the Limmatfeld, for example. But there is still a lot of older building fabric that should be renewed.

    What will Dietikon look like in five years?
    Not too much will change in five years. The Limmattalbahn will run safely. Hopefully by then we will have the traffic more or less under control and have implemented the accompanying measures for car traffic. Personally, I think it's good when change happens steadily and not in one fell swoop. What is being built today will be older again in 30 years. Therefore, in my opinion, regular constancy is better for the development of a community or city.

    Why is it worth living in Dietikon?
    I particularly like the local recreation areas. Even if you live in the center of Dietikon, it only takes a few minutes to get to the Limmat, which offers kilometers of walking paths. We also have the beautiful Guggenbühl forest. In contrast to other regions, the local recreation areas are not completely overcrowded.

    You are a shareholder in Limmatstadt AG. What made you take this step?
    I am fascinated that the Limmatstadt tries to open the focus, to see the Limmatal broader – beyond the canton's borders. She dares to take a visionary look at the region. Nobody knows what the Limmat Valley will look like in 40 or 50 years. Nevertheless, it is important that we also deal with such ideas. I think the city on the Limmat is a good platform for this.

    The Limmat Valley is seen by the Canton of Zurich as a growth region. Isn't there a risk that the area will be paved too much with apartments, workplaces and streets?
    I don't think this risk is very great. The settlement area is excluded from the cantonal structure plan. That cannot increase in the next 15 years. The recreational areas as well as green areas and forests are also excluded. I think we would do well if we take appropriate care of our natural spaces and carry out upgrading measures here and there.

    The Limmattal is also heavily burdened with traffic infrastructures. How big is this problem today?
    That is perhaps the fate of the valleys, that they are also often a connecting axis. The advantage is the good infrastructure, which makes the Limmat Valley attractive as a place to live. This is also a huge advantage for the economy, but it still harbors burdens. A certain need for infrastructure has built up. Too little has been invested here in recent years. It is important that traffic flow on the motorway. This is the only way we can prevent alternative traffic through the cities and municipalities.

    What could the solution look like?
    The Limmattalbahn will have a certain capacity and is certainly a good solution. But the expansion of the Zurich-Bern motorway with an additional lane, the expansion of the Limmattaler Kreuz and the expansion of the Gubrist should help to get the traffic on the motorway flowing again and to stop crawl traffic through communities. We still have to fight for Dietikon to finally get a usable bypass option – be it an above-ground road or a tunnel, as the idea was decades ago. A bypass road is provided for in the cantonal structure plan. But this is difficult to achieve because it would mostly lead through an inhabited area.

    How realistic do you think it is that the public will perceive the Limmat Valley as a “Limmat City” in the coming years?
    De facto Dietikon has been a city for decades, but many residents still refer to it as a village. Ultimately, it is a question of perception whether we are talking about a city or a village. For me it is important that the people in our region feel comfortable, actively contribute and help – in the associations as well as in politics. For me that is more crucial than the question of whether the Limmat Valley is a village or a city.

    Her hometown is Dietikon. A city that – some say – always falls in between. Dietikon is too far from Zurich and too far from Baden and is therefore more on its own. How do you see it, does Dietikon manage to integrate into the city on the Limmat and how?
    Border regions are always faced with particularly difficult challenges. In this respect, I welcome the Limmatstadt's initiative in that it looks at the region across borders and promotes cooperation beyond the cantonal borders. The Limmattal lies in two different cantons. This also brings certain chances that you can possibly benefit from the advantages of both cantons. When it comes to shopping, Dietikon has had a difficult time for decades. That will probably not change in the next few decades.

    After the last large areas in Dietikon have been built over, will there still be room for major new projects?
    I think there will be no additional settlement area for the next 30 years. The focus will be on the densification of the existing settlement area. This should be done as tolerably as possible for the population. The corona crisis has shown that people value enough space in their home or their own green spaces and privacy. I also see a chance here that we can do a lot better and more livable than some large, anonymous cities. ■

  • "The Limmattal is more than an alternative to Zurich"

    "The Limmattal is more than an alternative to Zurich"

    Limmatstadt AG was launched 6 years ago. Where do you see your core tasks as managing director?
    I see myself as a service provider and ambassador for the entire region from Baden to Zurich, within the Limmat Valley and beyond. In my job I am always on the move and bring people and ideas together across the cantons. Network is the be-all and end-all. I supply those interested in the location with information, open doors, join committees or drive projects forward.

    What milestones have you reached today?
    Limmatstadt AG has established itself as a relevant partner and regional player. In the past few years it has been possible to win important supporters for the idea of the Limmatstadt as a networked and strong living and economic area: first companies as shareholders, numerous municipalities as clients, then the planning association and various network partners came along. The public can also participate via public shares. We reach the region with the establishment and operation of various communication channels – from the print magazine “36 km” to the digital 3D Limmat city model to the daily “punkt4” business newsletter.

    What are the next goals?
    It is of central importance to continue to bundle forces and use resources sensibly. In other words: to enter into cooperations where it makes sense and to make the value of our platforms and networks even clearer in order to win further communities and partners. Anyone who wants to settle in the city on the Limmat or is pursuing a project idea must know that we have come to the right place. Image is also important in the competition for locations. The aim here is to showcase the advantages of the entire region.

    At the beginning of 2019, Limmatstadt AG took over the function of Limmattal Location Promotion, the former association of the Zurich Limmattal municipalities. How important was this step?
    This step was central. The location promotion of the association stopped at the canton border. Our sphere of activity is the entire region. The complex challenges do not stop at canton borders. The dissolution was preceded by a broad-based strategy process. The realization: The privately owned Limmatstadt AG is an organization with a track record, the establishment of which has been privately financed and ensures a seamless succession. The municipalities have new performance agreements with us, so they are our customers, and the bottom line is that they benefit from significantly more performance for the same money.

    "If you want to settle in the city on the Limmat, you've come to the right place."


    How popular is the Limmattal when it comes to company settlements?
    There are over 80,000 jobs in the region, which are expected to increase by around 30 percent by 2040. Due to the lively construction activity, we can offer ideally located areas, especially for retail and services. The preferred location, the proximity to leading educational and research institutions and the good development make the location extremely attractive. With the Limmattalbahn we get an urban mode of transport and even better connections. This will also attract companies that have not previously had the Limmat Valley on their radar.

    How realistic do you think a merger of the communities Schlieren, Urdorf and Dietikon will be in the next 15 years?
    It is undisputed that the municipalities will have to intensify their cooperation in the future, because problems of regional scope can hardly be dealt with at the municipal level alone. But I don't think that mergers are always profitable. If we look at the small parts in our region, a merger, especially smaller communities, could certainly help to gain more strength. But I don't think a major merger is realistic. There are, however, municipalities in the Aargau Limmat Valley that are willing to merge: The municipality of Turgi is aiming for a merger with the city of Baden.

    Many residents fear for their identity in a merger.
    This argument is always at hand. Just because you come together to form a political unit, you don't have to lose your local anchoring. A new affiliation can also arise. Every change harbors loss and gain. The question is what outweighs. With an early, open dialogue, politics can succeed in picking up the population, feeling where the shoe pinches and identifying opportunities. It also takes courage from a local council to touch this hot topic. As the example from Turgi shows, this can be very promising.

    What do you think of the objection that a Limmat city lacks history and the past and that the Limmat valley could therefore never become a single city?
    Every story has a beginning. Why can't the change from an agglomeration to an urban area start in the 21st century and create identity for future generations? I find it rather absurd that we are still guided today by political borders that are more than 200 years old. The Limmat Valley is already a spatial unit – connected by the Limmat and embedded in hills with forests and vineyards. Soon the tram will connect the region and the people even more. The best prerequisites so that a new togetherness can arise.

    The Limmattalbahn is under construction. The project was particularly controversial among residents of the Limmat Valley. Did you expect this reaction?
    A local concern always makes the emotions go high. I was surprised by the violence. This, too, is an example of how important it is to maintain a close dialogue with the local population on regionally important projects. That went wrong in the first campaign. But in the second vote, the Limmat Valley voted in favor of the construction by a large majority. The Limmattaler have understood that half a Limmattalbahn makes no sense.

    "It is a good sign that the federal government and the cantons believe in our region and are investing millions."

    Why does the Limmattal need the Limmattalbahn?
    The railway means a long-term upgrade for the entire region. It's a generation project. One argument was always: Repentance does it too. But a bus is not a commitment to a region. The Limmattalbahn are rails that will be laid in the ground for the next few decades. Every stop is a nucleus where something new can arise. A city emerges where a tram passes. It is a good sign that the federal government and the cantons believe in our region and are investing millions.

    Isn't there a risk that the area will be paved too much with apartments, workplaces and streets?
    On the contrary: the railway helps to channel growth and to protect certain places. That is why the Limmattalbahn does not run along the village-like right side of the Limmat. That would develop
    trigger flare-ups that you don't want there. The train travels where there is already the greatest potential today, where most people live, where traffic flows and where unused properties such as the Dietiker Niderfeld are located.

    A lot is being built in the Limmat Valley. Schlieren, for example, has already changed a lot. Completely new quarters have also emerged in Dietikon. Will the building potential soon be exhausted?
    The large Limmattal industrial wastelands are now being converted into city quarters. In the future it will be more about internal development. We have to be careful with the limited ground. Ultimately, this is extremely ecological. A pulsating and attractive city needs a certain density of people, offers and uses. Transport is also part of it, both private and public. A clever network of cycle routes in the flat valley floor can relieve congested roads. This potential is far from being exhausted.

    Can the Limmattal compete with the Glatttal?
    No question about it, we are the two most attractive boom regions. I envy the airport region and its managing director Christoph Lang for some companies that we would also like to have as taxpayers. At the same time, I am glad that we are not so intensely concerned with the airport issue. As location organizations, however, we are set up differently. The airport region is a very successful business network with countless events throughout the year. Our focus, however, is also on society and urban development.

    How deeply is the idea of a “Limmat City” anchored in the minds of the Limmattal population?
    If you were to do a street poll now, the result would likely be sobering. Some would say this is Zurich, others Baden. And that's exactly what we're building on: we're reinterpreting the term Limmatstadt and charging it positively. It serves perfectly as a bracket for the region between two strong poles. We do not place the Limmat Valley on the edges of two canton areas, but in their center.

    What measures should this perception be further supported?
    By consistently working to make the region and all its advantages even better known to the resident population as well as to companies and those interested in settling in. For this we need all the communities behind us and a steadily growing sponsorship. We feel that our idea is becoming more and more anchored. In Spreitenbach, for example, the largest coworking space in Switzerland recently opened under the name “Office LAB Limmatstadt”. The term Limmatstadt is intended to convey precisely this future-oriented new self-image to the outside world.

    How should the Limmat Valley be perceived by the population in five years?
    As a place where you want to go, a destination. The Limmat Valley is more than an alternative to Zurich. It should be perceived as a self-confident region that has managed to shed its dreary aggloimage and transform itself into an attractive urban space that surprises again and again with its contrasts and peculiarities. The development of the last decade is enviable – including the renewal. It could also be different: standstill or emigration – those would be problems. We can count ourselves incredibly lucky with the dynamism and definitely look positively into the future. ■

  • Built Too Much? The fact that the real estate market no longer absorbs everything is an opportunity.

    Built Too Much? The fact that the real estate market no longer absorbs everything is an opportunity.

    Has too much been built in Switzerland? Maybe too much in the wrong place? It is true that one cannot speak of THE Swiss real estate market, as it is divided into different sub-markets, but the absorption time has generally lengthened, say the seven real estate developers who met in June for the HIG expert discussion. They assume that a basic set of apartments is always needed – just where and which, that is the question. A question that leads to rethinking quality.

    “Quality before quantity” – this phrase was used fifty years ago. But while quality was then associated with luxury, today people think of needs-based, sustainable building. This may be more expensive to create, but it pays off in the long term. The fact that the market no longer absorbs everything is also a gain. After all, everyone benefits from better quality – residents and users as well as creators and investors.

    “Perhaps too much has been built and the result is interchangeable apartment blocks. That is why we are now dealing more intensively with the issue of quality. That is the positive aspect of this development »

    Roland Thoma

    The ABC of the situation – quality over quantity
     Around 75,400 apartments were vacant in Switzerland in 2019 * and the trend is rising. While two or three years ago the sales or letting rate when a property was completed was an average of 95 percent, today it is only 80 to 85 percent. The more peripheral the location, the longer the absorption time. In the urban centers there are up to 1000 inquiries for an apartment, and because the capacities are limited, the demand has to shift. There is also solid demand beyond the centers and A locations, for example for condominiums in the medium and low price segment. On the other hand, the once coveted luxury apartments are also among the slacks in the centers, while rental apartments in the low price segment are absorbed almost everywhere immediately.

    So it's about the right location with a product for the right segment. Nevertheless: "In structurally weaker regions, even in the middle segment, we need longer than two to three years ago," says René Frauenknecht from Steiner AG, for example. “Today we are keeping our hands off places that already have high vacancies and are reluctant to develop in B and C locations”. The risk of doing so is due to the relatively high pressure to acquire: “There are still large pension funds that are very aggressive on the market and secure land. It is very important that the quality of the location comes before quantity. That is new. Up until a few years ago you couldn't go very wrong if you had acquired a plot of land in a bad location, ”says Frauenknecht. “The low interest rates can also lead to wrong decisions, as risks may not be properly assessed. The wrong product in the right position no longer works today, ”adds Tobias Rotermund from Odinga Picenoni Hagen AG.

    The ratings from analysts such as Fahrländer or Wüest Partner are an important basis, say the developers, but these location analyzes have to be verified and interpreted on site in order not to simply repeat what has worked in the past. "Most of the location analyzes are data-based and digital," says Marc Lyon from Implenia Schweiz AG. «If we strictly followed the software's suggestions for our development strategies and product definition, we would always have the same without innovations. We would just make a copy of what has been built up over the past few years. These data-based foundations are indisputably important, but human interpretation is really necessary. We perceive a property in a completely different way and have a completely different reference when we get an idea of the location and not just look at the property via Google Maps and Street View ».

    "If we were to strictly follow the software's suggestions for our development strategies and product definition, there would be no innovation."

    Marc Lyon

    As simple as it is convincing – new concepts
     Once the potential of a place has been determined, it is a matter of developing a future-oriented concept. How can this look?

    Since an automatic price increase is no longer readily accepted by users today, space efficiency is the focus of the developers. It is achieved, for example, through a reduction in space, compact floor plans, prefabricated products, standardized construction processes and the elimination of gadgets. The result doesn't have to be zero-eight-fifteen. "You can achieve good quality even in difficult locations with simple but convincing architecture and inexpensive production with local companies", is Tobias Rotermund's experience. Large balconies are popular and not necessarily expensive, good furnishing makes up for the missing square meters and architecture can be as simple as it is convincing.

    You can also achieve good quality in difficult locations with simple but convincing architecture and inexpensive production »

    Tobias Rotermund

    As far as the variety of apartment typologies is concerned – it is more expensive to build, but it is useful for renting in the long term. Other components that affect the quality of living are accessibility, exterior design, sustainability, mobility and neighborhood. "There are a whole range of options for diversifying rental living and for setting yourself apart on the market," says Valentin Müller from UTO Real Estate Management AG. “These include residential typologies that focus on a specific target group as well as integrated mobility concepts that optimally network the apartments with their surroundings. And not to forget: the quality of the settlement. We are talking here of 'living space', of spaces with a high quality of stay. Concepts are required for this. With a good development, you can create a good micro-location that meets human needs ».

    But what needs does the specific target group have at the specific location? Do people want representative architecture or identify with the place where they live? Do you value neighborly exchange or do you prefer privacy? Do you accept the lush, green outdoor space as compensation for the B or C location? … Who determines what quality is? The architecture elite? The users?

    A central finding in real estate communication is that the involvement of those affected promotes the acceptance and quality of a project. In addition to the quality of the product, the quality of the development process becomes more important.

    “Whether a project is accepted depends not least on the involvement of the population”

    Claudia Siegle

    "The early involvement of the population in the Mattenhof project in Lucerne South has paid off," says Claudia Siegle from Mobimo Management AG. “It is important that people can identify with the place where they live. In this case, this includes the creation of neighborhoods. In the Mattenhof, you don't just live in a residential building, but in a mixed-use area, where you can network with each other using apps, for example ». For Tobias Achermann, former CEO of Zug Estates AG, the dialogue with those affected has also proven its worth: “In the further development of the 'Metalli' district, we have had good experiences with involving the Zug population. Over a thousand people contributed their thoughts and suggestions. I see this procedure as the cornerstone for the further course of a project ».

    Involving the population not only benefits the product and its future users, but also improves political acceptance. For example, the claim that too much is being built appears regularly in the media and is a difficult argument in referendum battles: “The construction industry is often perceived as a driver of growth that is not welcomed everywhere – especially in the peripheral and rural areas people get the impression that building is being done primarily because investors have to invest money and not because it meets a need. Allowing those affected to participate in a project and creating real needs-based justice not only increases the quality, but also the social and political acceptance of a project ”, is the experience of Werner Schaeppi, an expert in construction and real estate communication.

    Innovation versus bureaucracy – problem child on the ground floor
     The development of the industry has meant that not only the real estate projects, but also their creators have to position themselves. For example through innovations such as a CO2-free energy system and building with wood in the “Suurstoffi” in Rotkreuz, which Tobias Achermann mentions as an example. Or through innovative mobility concepts that are developed and implemented by UTO Real Estate Management AG. In general, the company is committed to innovation, says Valentin Müller. This is a mind set that flows into the corporate culture and flows into the development projects. However, new concepts also need staying power, for example running the gauntlet through the density of regulations.

    The number one problem child for the developers is ground floor usage. Bringing ground floors to life with commercial uses is difficult, and this will become even more acute with increasing online trade and changes in the retail sector. The hygiene measures in the context of new viruses such as Covid-19 are also difficult to assess; for example, long-term guidelines such as distance rules would increase the space requirement in the trade. Innovative concepts are required, especially for ground floor uses, but these often fail because of the long-lasting planning instruments. Because if a development plan is ten to fifteen years old, it may no longer meet the current requirements.

    “Why should there be no residential use on the ground floor, for example?” Ask the developers. The fact that commercial ground floor uses per se generate a lot of foot traffic is a romantic notion. Ground floors must be appropriate to the situation and location and match the district infrastructure. “You have to ask yourself whether the development with a ground floor will be more attractive,” summarizes Roland Thoma from the HIG Immobilien Anlage Foundation. "A bookstore is not attractive in terms of returns and has to be cross-subsidized, but it can perhaps offer the neighborhood added value".

    "Innovation is rooted in the corporate culture and flows into the projects"

    Valentin Müller

    Building construction and home office – a look into the crystal ball
     What's next Will the market be saturated twenty, thirty, fifty years from now, and will other investment activities be needed? According to the participants in the HIG expert discussion, there will be a shift in the area of building construction from new buildings to modernization, renovation, extension and conversion. The area of infrastructure will grow with public buildings such as hospitals and railway maintenance etc., and the topic of sustainability will also continue to establish itself. "Today, certain sustainability principles are part of the development of a project," says Tobias Achermann. In addition, age-appropriate building is a major issue: “By 2030, the 65+ age group will increase by 30 percent. As an investor and developer, you are betting on the right card if you position yourself in this segment with appropriate infrastructure and community concepts, ”says Achermann.

    "If you position yourself in the area of age-appropriate building today, you are on the right map as an investor and developer"

    Tobias Achermann

    Opinions differ on the topic of home office. The developers report that the joint creative process suffered enormously during the corona lockdown. For example, study assignments had to be postponed because the architectural offices could not be as productive as usual in the virtual exchange. Other areas, on the other hand, work very well in the home office. They open up the potential for a future in which there may be new forms of work, but at least less commuting. How this potential will be used cannot be foreseen at the moment. On the one hand, many companies are bringing their employees back into their company premises, on the other hand, industries such as the New Economy are driving the home office trend. For the construction of the future, home office would require more space and flexibility of use in the living spaces, which, however, collides with efforts to build cost-effectively by reducing space.

    Back to the ground floor once again: Would co-working spaces be conceivable here, for example, which expand the home office model? Perhaps as part of a sharing economy, or also non-commercially as an extension of the classic common room? Some developers have conceptual thoughts on this, but they stand and fall with whether it will be possible to get the authorities on board. As a developer, waiting for the development is seldom the right attitude. ■

    * Federal Statistical Office FSO, collected on June 1, 2019, www.bfs.admin.ch

  • "Because of the Corona crisis, all investment projects will probably be put on hold"

    "Because of the Corona crisis, all investment projects will probably be put on hold"

    Mr. Allemann, there has been a structural change in the Swiss hotel industry for a long time, with a trend towards larger hotels. Nevertheless, almost 90 percent of the hotels have fewer than 55 beds. How are these companies responding to this change?

    The biggest problem are businesses with ten to twenty rooms and 15 to 30 beds. These houses are struggling to be profitable. Many small businesses, however, have a very large share of the catering industry, some of which generate over eighty percent of sales. The hotel industry is not part of the main business there.

    Hotel guests are becoming more and more demanding. How can the aging hotels keep up with this trend?

    This is actually a problem. We have many plants in Switzerland that were built at the end of the 19th century and the beginning of the 20th century. These often have fewer than thirty rooms and are very entertaining. If you are in destinations that are no longer as attractive today, such as transit routes, this is an aggravating circumstance. Missing frequencies then automatically lead to profitability problems and pent-up maintenance.

    Does the operation of a hotel require high investments?

    Yes, because the hotel industry is very investment-intensive. A hotel should be completely renovated after thirty to forty years. Depending on how trend-oriented or traditionally timeless a hotel is architecturally positioned with its furnishings in the market, shorter renewal cycles are necessary, especially for the rooms.

    Do the hotels generally have the necessary financial resources to carry out the necessary renovations and refurbishments?

    In principle, investments should be financed from cash flow. In recent decades this has become increasingly difficult for many companies, also because of the various crises. At the moment, of course, especially because of the Corona crisis. In the luxury sector, there are often patrons who have either fallen in love with the house or with the region and are ready to invest in hotel properties. They see the motivation of their investments not only in economic terms, but as an «A-fonds-perdu-contribution. In this way, their hotel operations achieve their extraordinary positioning in the market. I see the critical segment in the middle-class hotels, which because of insufficient occupancy or insufficient positioning are unable to make the necessary investments or can only generate them through borrowing.

    Does your association financially support the renovation of hotels?

    No, this is not the association's task; we would not have the resources to do so either. The association has the competence to offer and supports its members to be competitive. We have built up a network of specialized consulting firms that can support our members in a wide variety of subject areas. We also work very closely with the Swiss Hotel Association (SGH), which has the specific financing expertise.

    This means?

    The SGH is a federal instrument to promote the accommodation industry. Subordinate to the banks and subsidiary to private donors, it can grant loans for investment projects to hotels in tourist areas and health resorts.

    What other challenges need to be tackled?

    Succession arrangements are particularly difficult for companies with an investment backlog and / or over-indebtedness. This is practically impossible within the family or cannot be expected of the children. Since the second home initiative was adopted, it is practically no longer possible to convert hotel properties. Demolition is not an option, especially for listed properties. Complete renovations or partial re-use are also very costly due to the requirements of monument protection. So there is still hope of finding a patron. Unfortunately, these are not just in front of the door. If the substance of the house is still intact and there is potential for demand in the destination, I see the merger of several companies as an alternative to cross-company cooperation as an opportunity out of this dilemma. For example, by bundling purchasing, costs can be saved and more sales can be achieved with joint marketing activities.

    What advice would you give a hotelier: renovate, demolish or try to get a loan?

    Look, one criterion is the existing building fabric, especially for hotels from the turn of the century. However, if only the shell is historical, this hotel hardly offers guests any incentives to stay here. Keeping a house steeped in history alive takes a lot of personal commitment. First of all, it is important to deal with the era of hotel construction. This requires a certain affinity with the history of the hotel. This also has to be told. So you need someone who is willing to renovate the establishment of the company gently and with great sensitivity and to bring it up to the state of today's guest needs. ■

  • Andreas Zettel: “The new Spatial Planning Act requires active management of development priorities”

    Andreas Zettel: “The new Spatial Planning Act requires active management of development priorities”

    Mr Zettel, the canton of Lucerne, all Lucerne municipalities and network partners from business and industry are making a financial and non-material commitment to Lucerne as a growing business and residential location. How do you rate their success?
    If we look back over the last few years, we can see the dynamic development of Lucerne as a business location. Between 2012 and 2017, the number of companies and jobs grew at an above-average rate compared to the rest of Switzerland. Over 2,000 companies and more than 15,000 jobs were created across the canton during this period. That is a national record. The joint efforts have therefore paid off. Last year, the number of companies again increased by over three per cent.

    What makes the canton of Lucerne particularly attractive?
    I would emphasise the attractive combination of various location factors. Ultimately, this is what defines the quality of the location. In addition to the coherent hard factors such as low taxes, availability of labour and good accessibility, the canton of Lucerne is also scenically attractive and culturally exciting. Many tourists visit the Lucerne region every year. The tourist offers
    the local population also benefits directly from the tourist offers.

    Back to the hard facts. Are there still areas available for companies to set up and develop?
    The market has indeed changed considerably in recent years. The availability of building plots and developed workspaces is a key challenge for the future. The new Spatial Planning Act sets tight limits. Zoning is only possible under certain conditions. As a result, the focus in future will clearly be on inward development and better utilisation of land. This also affects companies to a large extent, especially local SMEs. The property industry in particular is called upon to create new, attractive and affordable offers for these businesses.

    Where do you see local opportunities for new businesses?
    Attractive new areas are being created in the new city centres of Lucerne South and Lucerne North. In the centre of the city of Lucerne, development is limited in terms of space, i.e. development here is taking place within the framework of site developments, which have to fill the last gaps between buildings and integrate into the existing city. From a regional perspective, this means that the city of Lucerne is expanding as a functional area and new, attractive city centres are emerging in the surrounding municipalities, which are excellently developed and can offer a new urban quality. Personally, I am a little concerned about the purely employment zones, as these have often been put to other uses in the course of inner-city development without any replacement. These areas are then lacking in commercial space.

    So these areas are a scarce commodity?
    Well, this impression can indeed arise. However, a closer look reveals that there are still a considerable number of plots of land in the canton of Lucerne that are zoned but not yet developed. The question here is whether the landowners want to develop at all. We are noticing a certain tendency towards building land hoarding, which is clearly not in our interests. However, sometimes there is not only a lack of will, but also simply a lack of knowledge about how these areas could be developed. The prime sites in particular need to be developed very cleverly and sustainably so that the next generation can also benefit from them to the maximum.

    What is the development strategy in the canton of Lucerne?
    Twelve so-called cantonal development centres (ESPs for short) have been defined in the current structure plan. These are large-scale employment areas in well-developed locations. The aim is to achieve qualitative development, whereby the coordination of settlement and transport also plays an important role. The ESPs are a central element of Lucerne’s location policy and an important instrument of joint economic promotion by the canton and municipalities.

    Where are these development centres located?
    Due to their economic potential, they are orientated towards the main transport axes of the canton of Lucerne. They are mainly located in areas with good transport links, both by car and by public transport.

    What is the status of these development centres?
    Very differently. While the Lucerne South and Lucerne North areas in the Lucerne city region, for example, are relatively advanced and are already being implemented, there is considerable potential for catching up in the two regional centres of Hochdorf and Willisau, for example. It is these areas that will increasingly become the focus of investors and developers in the coming years.

    Where can I find out more about the individual development centres?
    Investors and interested companies can get in touch with us, as we have a good overview of the status of these areas and know all the contacts. In addition to the local municipalities, the four regional development organisations in the canton of Lucerne are also key to the development of these ESPs. These are LuzernPlus, Sursee-Mittelland, Region Luzern West and Idee Seetal. The positive interaction between the state and the economy is a core element of our joint economic policy. We want to further improve this. ■