immo!nvest – Die Plattform für Standorte und Immobilien

Category: People

  • New professor for analysis, design and construction brings future-oriented impulses

    New professor for analysis, design and construction brings future-oriented impulses

    From March, Friederike Kluge will be moving from the University of Applied Sciences in Konstanz to the University of Applied Sciences Northwestern Switzerland FHNW and is looking forward to this new challenge: “I’m interested in the question of what building will look like in the future. The status quo cannot work in the long term. My hope and my goal are therefore to find solutions in research and together with the students as to how we can design construction in the future. Climate-neutral and climate-positive construction must be approached in a focused manner, always taking biological diversity into account. In the first year, for example, the aim is to introduce young people to the field of architecture, to convey the basic topics to them and still leave room for development and creativity. I am interested in this tension between fixed, e.g. physical quantities, which are irrefutable, and change, which is essential for a sustainable future, and I look forward to researching and developing this further at the FHNW together with my colleagues. Always with the goal of creating architecturally high-quality buildings»

    Friederike Kluge studied architecture at the University of Karlsruhe and gained initial teaching experience at the Professorship for Building Theory and Design, Prof. Daniele Marques, and at the Institute for Fine Arts, Prof. Stephen Craig. In addition to studying architecture, she completed the interdisciplinary accompanying course “Applied Cultural Studies” with the aim of designing buildings that bring together the knowledge of many subjects and at the same time have their own unmistakable character.

    During her five years at Buchner Bründler Architects in Basel, she was able to work, among other things, on the Swiss Pavilion for the Expo in Shanghai 2010 and as project and site manager on the «Bläsiring» residential building in Basel.

    Self-employed since 2012, she founded the «Alma Maki» office in Basel together with Meik Rehrmann at the beginning of 2014. Together they share the view that architecture gains if it represents a holistic process from the first sketch to the completion of construction and the basic architectural idea is still recognizable in the details. In order to be able to control this as best as possible, the office also implements the planned projects manually whenever possible and was awarded first prize in the “Swiss Foundation Award” for this approach in 2018.

    Since 2013, Frederike Kluge has been conveying her belief in conceptual, design, performance and built stringency, among other things as part of a teaching assignment at the Professorship for Architecture and Construction, Annette Spiro, ETH Zurich and since 2019 at the HTWG Konstanz, where she teaches the subjects of building construction and design consistently focused on the topic of sustainable building. For example, she organized a workshop entitled “The architectural detail in times of climate crisis”. As a result, the group “Countdown 2030” was founded. The founding idea was to develop a guide and to install a countdown clock above the architecture museum, which would sensitize the architecture industry to take bold measures in architectural practice and to develop a sustainable building culture. The group now has over 50 active members, organizes workshops, panel discussions and exhibitions, is active on juries and municipal committees, publishes articles on various topics in specialist journals and has been awarded the “Factor 5 Audience Prize” for its work and has been nominated for awarded the Swiss Art Award.

    The Institute of Architecture is extremely pleased that such a committed and future-oriented personality could be won.

    source

    University of Applied Sciences Northwestern Switzerland FHNW
    University of Architecture, Civil Engineering and Geomatics www.fhnw.ch/habg

  • Wüest Partner Germany: Establishment of an ESG team

    Wüest Partner Germany: Establishment of an ESG team

    “I am pleased to be able to support Wüest Partner even more intensively from now on,” says Gerhard Hoffmann, the new Director ESG and Sustainability at Wüest Partner Germany . Reconciling ecology and economy using state-of-the-art technologies has always been the primary goal of his work. At Wüest Partner he has the best prerequisites for this. “Now the task is to form an interdisciplinary and highly motivated team of experienced experts.” Above all, in order to strategically and operationally advance the increasingly important topics on the German market, says Hoffmann.

    Many years of expertise in the sustainability segment
     For more than four decades he has been dedicated to his mission of reducing CO2 emissions by developing sustainable energy concepts in the real estate industry. The graduate engineer and graduate industrial engineer is involved in numerous international research and development projects with a focus on regenerative energy supply. He has developed energy concepts for over 900 buildings and worked on more than 1,400 sustainability projects. The licensed BREEAM auditor sits on the working groups of the ZIA Central Real Estate Committee . He is also a member and senior auditor of the DGNB German Sustainable Building Council .

    «Ideal cast for a highly complex market»
    As an independent consultant, Hoffmann has already successfully accompanied the implementation of the Wüest Climate Tool on the German market. In doing so, he “significantly shaped an important milestone in the company’s history,” writes the company. The new position is the logical continuation of a successful collaboration, says Rüdiger Hornung , partner and managing director of Wüest Partner. This is “the decisive step on the way to a sustainable future in the real estate industry”. Hoffmann is the “ideal person to promote sustainability and energy efficiency in our highly complex market, both professionally and personally”.

    Swiss group represented in four countries
    Wüest Partner (founded in 1985), headquartered in Switzerland, currently has eleven locations in four European countries. The Swiss office locations are in Zurich (headquarters), Bern, Geneva and Lugano. In Germany (market entry: 2007) the group has branches in Berlin, Düsseldorf, Frankfurt/Main, Hamburg and Munich. There are other locations in Paris and Lisbon. The group also owns the two subsidiaries Datahouse and Durable , each with 100 percent ownership.

  • "The merger of Immoscout24 and Homegate could be a case for WEKO"

    "The merger of Immoscout24 and Homegate could be a case for WEKO"

    Mr. Egloff, to what extent do you benefit from your law studies for your work as President of the Homeowners’ Association (HEV) of Switzerland and the Canton of Zurich?
    It’s definitely helpful. The homeowner has legal problems and questions to solve again and again: From the classic area of ownership to taxes, land register to neighborhood and tenancy law, there is a wide range that is important for our members. We offer our members free legal advice – this is used very actively. But I also benefit from my legal background in political discourse.

    The abolition of the imputed rental value is currently being discussed again at the political level. Can you briefly name the disadvantages that this causes for homeowners and who is most affected?
    The imputed rental value is taxed on a fictitious income. Homeowners therefore have to pay tax on 60 to 70 percent of the potential market rent as income for their property – notably one that they do not generate in practice. This amount is in addition to regular income. This often means that those affected slide into the higher or even highest progression and thus have to pay a significantly higher amount of tax. Older homeowners in particular are negatively affected by the current practice. They have often paid off their debts so that the debt interest deduction is no longer relevant to them.

    How confident are you of the reform going through this time?
    The imputed rental value was introduced 100 years ago as a war tax. This was then repeatedly extended for a limited period until it became established as a fixed tax. We have been trying to abolish imputed rental value for 25 years. 10 years ago I was once very confident that we could be successful. The project is now up and running again, but I am not sure that it will succeed.

    Where do you see the problems?
    On the one hand, homeowners represent a minority in the voting population. On the other hand, people like having homeowners as taxpayers – the state is reluctant to do without them. There is probably no perfect solution in this case.

    Energy law initiator Martin Neukom from the Greens said that, according to a survey in the city of Zurich, less than half of the homeowners had considered alternatives to oil and gas when replacing their heating system and that binding rules were therefore needed for the replacement. What do you think of this argument?
    In recent years, energy and heating issues have been a topic in every publication of HEV Switzerland and the HEV of the Canton of Zurich. Our members have a high level of information in this regard. Greenhouse gas emissions have fallen by 34 percent over the past 30 years. And this despite the fact that living space has increased by 46 percent over the same period. Our members invest CHF 20 billion in building maintenance every year – CHF 9.5 billion each for energy-related renovations. These figures show that homeowners do take their responsibility seriously.

    The City of Zurich Tenants’ Association invalidated other arguments against the planned energy law, i.e. possible evictions, forced house sales or rent increases: the energy law does not force homeowners to comprehensively renovate properties and terminate tenancies. Were the arguments advanced by the HEV and your party, the SVP, misleading?
    The Energy Act forces property owners to replace fossil fuel heating systems with ones using renewable energies over time. Let’s take a property from the 1960s with oil heating as a technical example. If this goes out, the owner must have a heat pump installed. With this property, which is already getting on in years, this only makes sense if the building shell is renovated at the same time. If, for example, the flow temperature is no longer reached with old radiators, floor heating must also be installed. On the one hand, this leads to enormous costs. On the other hand, these renovations cannot be carried out with the tenant in the apartment.

    «
    Inside the building-
    area are
    we also without
    legal
    regulations 2050
    net zero
    »

    And what do you say about the political point of view?
    In June of this year, the President of the Swiss Tenants’ Association, Carlo Sommaruga, submitted a proposal in Bern in which he literally called for “measures under tenancy law against vacant notices in connection with energy-related renovations”. In my opinion, if the arguments we have put forward were misleading, such an approach would not be necessary.

    What contribution do you think homeowners could make to achieve the climate goals?
    I believe in personal responsibility, and the figures I mentioned above confirm that this is taken seriously. If one also draws the lowering path of the CO2
    If we push further in the building sector, you can see that we can easily achieve the climate goals of the Paris Agreement. In 2050 we will be at net zero. I therefore find a state-defined regulation superfluous in this case.

    How important and forward-looking do you personally think electromobility is?
    In principle, I am in favor of electromobility. But it brings with it many challenges. On the one hand, we have gaps in the energy supply. We cannot produce enough electricity on our own. That means we have to get nuclear power from France and coal power from Germany. On the other hand, the embodied energy in electromobility is relatively high. No sustainable solution has yet been found for the disposal of the corresponding batteries. For me, there are still a lot of unanswered questions on this topic.

    According to a study by the consulting firm EBP, an intensified sale of e-cars fails in terms of electromobility, among other things due to the lack of charging stations in properties. Why do homeowners find it difficult to carry out such an installation?
    A private homeowner who needs a charging station for himself will certainly not find it difficult to have it installed. As long as he has the wherewithal to do so. But if you have an apartment building with twelve apartments and an underground car park with ten parking spaces, the question arises as to how many charging stations you should actually install. And who pays for the investment if no tenant has an electric car afterwards? In such a case, the tenant is unlikely to agree to a rent increase. In addition, there is an increasing trend towards car-free housing estates – especially in urban areas. Installing charging stations would make no sense here. Experience has shown that the market regulates many things on its own.

    Can you elaborate on the last point?
    About 50 years ago you suddenly couldn’t rent an apartment if it didn’t have a bathtub. Or 30 years ago the scenario with apartments without a dishwasher was repeated. I am assuming that future demand will also influence supply when it comes to electromobility. At some point you will no longer be able to rent out an apartment if you cannot offer the tenant a solution tailored to their mobility needs.

    How do you assess the real estate bubble that UBS has been predicting for some time and that Zurich in particular is said to be badly affected by?
    With regard to interest rate and real estate price developments, I see one constant: the forecasts have always been wrong in recent years. The UBS index has been predicting this bubble for years – it has never burst so far. I personally see a strong real estate market with rising prices. Caution is certainly required when financing home ownership. Especially in the home sector. The portability regulations must be checked individually and comprehensively. Otherwise, a sudden sharp rise in interest rates could pose existential problems for one or the other.

    «
    an interest
    Many countries cannot afford to increase
    »

    Is there a massive rise in interest rates?
    The countries that are relevant for this, ie the EU and the USA, cannot afford an interest rate hike. On the other hand, we see clear signs of rising inflation – this could have an impact. For the real estate market, however, inflation usually means rising prices – because in this situation the need for material assets increases.

    You have retired from active politics. Which achievements would you describe as your personal milestones?
    My greatest success was definitely the abolition of inheritance and gift taxes for direct descendants in the canton of Zurich. I consider the abolition of the real estate transfer tax, which we brought about with a popular initiative, to be the second major success.

    And what milestones have you reached in the real estate industry?
    Here I would mention the good contact and exchange between the various real estate organizations. In my early days as President of HEV Switzerland, everyone primarily tilled their own little garden. It was important to me to maintain an exchange and to define common goals. Today we meet four times a year in the Federal Palace and discuss current political dossiers.

    Two major players have joined forces with Immoscout24 and Homegate. How do you rate this event?
    I’m not sure if this merger is a win for consumers. I assume that we will have to reckon with massive price increases in the future. This case should at most concern the Competition Commission (WEKO).

  • «When it comes to energy, the construction and real estate industry must reinvent itself»

    «When it comes to energy, the construction and real estate industry must reinvent itself»

    Zur Person
    Pascal Bärtschi,
    Bauingenieur ETH, ist
    Vize-Präsident von
    Entwicklung Schweiz und seit 2015 CEO der Losinger Marazzi AG. Der 52-Jährige leitete zuvor bei Losinger
    Marazzi die Region Mitte (Bern-Freiburg-Basel).

    Wo sieht der Branchenverband Entwicklung Schweiz seine Kernaufgaben?
    Wir vertreten Unternehmen, die in der Lage sind, Gesamtleistungen zu übernehmen. Also solche, die von der Projektentwicklung bis und mit Realisierung alles abdecken können. Unsere Hauptaufgabe sehen wir darin, mit unseren Kunden, Investoren, den zuständigen Behörden wie auch mit politischen Verantwortlichen übergeordnete Themen wie etwa Verdichtung und Raumplanung auf einer entsprechenden Flughöhe zu besprechen. Unsere Mitglieder erhalten so die Möglichkeit, via Entwicklung Schweiz mit den zuständigen Personen in Dialog zu treten. Darüber hinaus haben wir als Verband verschiedene Positionspapiere verfasst – derzeit entsteht zum Beispiel gerade ein Positionspapier zur Frage, was man unter Qualität eines Bauprojekts versteht.

    Von welchen Vorteilen profitieren Ihre Mitglieder?
    Wir organisieren für unsere Mitglieder und assoziierte Partner regelmässig Anlässe, bei denen sie sich mit Stakeholdern wie Politikern oder Investoren austauschen können. Darüber hinaus ist es deutlich einfacher als Verband, Gespräche zu übergeordneten Themen mit Kantonen oder auch Instanzen wie zum Beispiel dem Bundesamt für Bauten und Logistik (BBL) zu führen, als wenn dies jedes Mitglied für sich tun müsste. Gerade bei regulatorischen Themen profitieren unsere Mitglieder von der direkten Schnittstelle zur Politik, die wir dank unserem Präsidenten, Ständerat Martin Schmid (FDP), haben. Er ist Rechtsanwalt und somit nicht in der Branche tätig, was wir als weiteren Vorteil sehen.

    Welchen Einfluss hat der Verband in der Schweiz und insbesondere auch in Bundes-Bern?
    Wir bieten den Ämtern, Investoren und unseren Kunden eine bewährte Schnittstelle. Ich bewerte unseren Einfluss als gut. Wir haben uns als Gesprächspartner der grossen Instanzen sehr gut etablieren können. Die Immobilienbranche ist dezentralisiert aufgestellt. Für uns ist es deshalb wichtig, dass wir nicht nur in Bern Gehör finden, sondern auch bei den Kantonen und Gemeinden. Denn ein Projekt wird von einer Gemeinde oder einem Kanton bewilligt. Dank unserem Präsidenten und den Kontakten der Geschäftsstelle haben wir einen guten Draht zu Bundes-Bern, was natürlich hilft, wenn es um Themen wie etwa das Raumplanungsgesetz geht.

    Braucht es so einen Verband zwingend für eine erfolgreiche Zukunft der Baubranche?
    Ich würde sagen, es ist wichtig und notwendig, dass ein solcher Verband existiert. Die Zahl der Schweizer Gesamtdienstleister in der Immobilienbranche ist überschaubar. Unser Verband kann diese Unternehmen optimal auf den verschiedenen Ebenen vertreten.

    Welche Verantwortung nimmt Entwicklung Schweiz in Bezug auf die Wohn- und Lebensqualität bei Bauprojekten wahr?
    Wir setzen unseren Mitgliedern keine Rahmenbedingungen. Die Wahrnehmung der Wohnqualität ist jedoch auf jeden Fall gegeben, da wir uns als Entwicklung Schweiz mit damit zusammenhängenden Themen wie Lärmschutz, Verdichtung nach innen und Raumplanung intensiv auseinandersetzen. Aber bei uns ist jedes Mitglied selbst dafür verantwortlich, die Projekte entsprechend zu entwickeln und die nötige Qualität zu liefern. Man darf nicht vergessen, dass sich die Mitglieder in einer Wettbewerbssituation befinden.

    «
    CO2-arme
    Baumaterialien, flexiblere
    Umnutzungen
    »

    Welche Bedeutung hat die Energiestrategie 2050 für den Verband?
    Die Energiestrategie hat eine grosse Bedeutung für uns. Wir versuchen, Partner und Kunden dafür zu sensibilisieren. Der CO2-Verbrauch in der Immobilien- und Baubranche ist immer noch relativ hoch. Der eine Teil fällt beim Bau an, der andere während des Lebenszyklus einer Immobilie. Geht man von einem Lebenszyklus einer Liegenschaft von 60 Jahren aus, haben Entscheidungen, die heute für einen Neubau getroffen werden, langfristige Auswirkungen. In diesem Zusammenhang wird sich die Immobilien- und Baubranche neu erfinden müssen.

    Wie meinen Sie das?
    Vor zehn Jahren fielen etwa 50 Prozent der CO2-Emmissionen bei der Herstellung der Baumaterialien sowie in der Bauphase selbst an. Die anderen 50 Prozent fielen auf den Unterhalt einer Liegenschaft. Heute sind wir, was Unterhalt und Betrieb eines Gebäudes betrifft, bei etwa einem Drittel des CO2-Ausstosses; bei der Herstellung der Baumaterialien sowie dem Bau selber bei zwei Dritteln. Wir müssen uns Gedanken machen, wie wir den CO2-Fussbadruck einer Immobilie reduzieren können. Eine Lösung besteht darin, dass man wirklich nur die für ein Gebäude notwendige Fläche bebaut. Ein anderer Ansatz ist die Wahl der Materialien – heute gibt es bereits CO2-armen Beton oder die Möglichkeit des umweltfreundlichen Holzbaus. Ausserdem müssen bestehende Strukturen später umgenutzt werden können. Schauen wir uns die Investitionen in der Immobilienbranche an, fallen 99 Prozent auf Neubauten und nur 1 Prozent geht in Sanierungen. Hier sehen wir Handlungsbedarf.

    Wie hat die Bau- und Immobilienbranche die Pandemie bis jetzt bewältigt?
    Die Baubranche ist relativ gut durchgekommen – es gab wenig Umsatzeinbussen, da die Baustellen mit Ausnahme des Kantons Genf auch während des Lockdowns offengeblieben sind. Etwas schwieriger gestaltete sich die Immobilienentwicklung. Die Entwicklung eines Projekts startet in der Regel mit einem Quartierplan und einer Baubewilligung. Die Pandemie hat vieles ausgebremst. So mussten Gemeindeversammlungen, bei denen beispielsweise über ein Vorhaben abgestimmt werden sollte, häufig verschoben werden. Damit verschiebt sich automatisch auch das Projekt. Bei der Bearbeitung der Baugesuchdossiers hat man die Verlagerung zur Arbeit im Home-Office gespürt: Der Austausch wurde erschwert; es hat alles etwas mehr Zeit in Anspruch genommen, was wiederum zu Verzögerungen geführt hat.

    Zeichnet sich beim Arbeitsleben durch die Pandemie eine Veränderung ab?
    Die Pandemie hat Tendenzen, die sich schon vorher abgezeichnet haben, beschleunigt. Ein Beispiel hierfür ist die pro Person weniger benötigte Bürofläche. Bei der Konzeption von Wohnungen dürfte die Berücksichtigung des immer öfter benötigten Home-Office langfristig Einfluss haben. Wobei dies nicht zwingend in einem zusätzlichen Arbeitszimmer in der Wohnung selber resultieren muss. Ich kann mir gut vorstellen, dass man innerhalb eines Quartiers verschiedene kleine Co-Working-Spaces entwickelt. Diese könnten auch Mischnutzungen aufweisen, also beispielsweise über Mittag als Restaurant fungieren.

    Wohnen die Menschen in der Romandie anders als in der Deutschschweiz?
    Die Nachhaltigkeitsaspekte werden zurzeit in der Romandie noch weniger wahrgenommen als in der Deutschschweiz. Ich vermute, das kommt daher, dass die grünen Tendenzen zunächst aus Deutschland kamen und somit zuerst die Deutschschweiz erreicht haben. Auch im Bereich des Öffentlichen Verkehrs hat die Deutschschweiz einen gewissen Vorsprung – wobei die Romandie hier am Aufholen ist.

    Welche Meilensteine hat Entwicklung Schweiz in den letzten Jahren erreicht?
    Der wichtigste Punkt ist sicher, dass wir heute etablierte Ansprechpartner für übergeordnete Themen auf Stufe Kantone und Bund sind.

  • «The conversion and renovation market will show the strongest growth»

    «The conversion and renovation market will show the strongest growth»

    To person
    dr Jens Vollmar is Head Division Buildings/Country President Switzerland and a member of the Executive Committee at Implenia AG. He is also Vice-President of Swiss Development and a member of the board of the umbrella organization «Bauen Schweiz». The 37-year-old studied at the University of St. Gallen (HSG) and the University of California in Berkeley and has a doctorate in Accounting and Finance. He is also a lecturer in the areas of construction & real estate management and mergers & acquisitions (mergers and takeovers) at the HSG.

    Which factors are important for the further successful development of the real estate market in our country from the point of view of Swiss Development?
    From our point of view, the market parameters, i.e. the so-called fundamental data, continue to support the positive development of the Swiss real estate market in the short and medium term. We see important drivers such as population growth, low interest rates or the unemployment rate at a stable and good level. However, the real estate itself is also important for healthy development. In addition to the location of a property, the focus is on the quality of the investments. In doing so, we understand quality not only as the materialization, but rather the optimal balancing of the needs of all stakeholder groups. A property today must have the desired flexibility and adaptability for users and owners. But the deadline within which a property can be put on the market is also important. As an association, we are committed to greater planning security, faster approval processes and streamlining and standardization of planning legislation. In this context, we strive to sensitize the actors involved to these issues.

    What influence does climate change and the associated overheating of cities have on construction projects?
    The frequency and intensity of heat waves are increasing and are already a reality. In addition, spatial planning calls for more dense building towards the inside, which contributes to the additional warming of the cities. As a direct result, temperatures in the unair-conditioned or uncooled interior spaces of properties will rise in the summer. We have to face this challenge. Our members work accordingly on technical and structural solutions. This includes, for example, thermal simulations in the early development phase or the option of activating floor heating for cooling. We are also seeing increased demand for greening buildings.

    Online trade is booming, which is likely to have an impact on commercial ground floor uses. How do you assess the future of these uses?
    The uses of the ground floor actually pose major social and urban planning challenges for the municipality, urban planners, investors and project developers. Different uses are increasingly converging: Today, working, living and leisure time can no longer be separated from each other. The separation of uses provided for in zoning plans and in the building and zoning regulations is difficult to reconcile with this trend. From our point of view, new, flexible zoning based on alternative criteria is worth examining – this could make ground floor uses more attractive again.

    Are there already changes?
    Yes, we are registering the advancement of innovative ground floor formats such as showrooms or parcel pick-up points. In the future, the restrictions on motorized private transport that are being asked for more and more, the creation of pedestrian zones and the discussion about wider sidewalks are likely to change the outdoor spaces of properties and quarters in the long term and thus also influence the use of ground floors. However, in our opinion, the latter should be defined in a needs-based manner, taking into account use and the environment, and not have to follow rigid legal requirements. In the long term, flexibility should also be a decisive point for ground floor uses.

    What factors influence the decision to convert/refurbish or build a new building?
    In the past, replacement buildings were a big topic. However, we believe that the conversion and renovation market will show the strongest growth in the future. Especially with regard to the increasing sustainability considerations. Energy and space efficiency as well as regulatory requirements play an important role here. Various factors are relevant for a decision about new construction or conversions or a change of use: recording the condition of the building and where a property is in the life cycle, analyzes of location and local market development, financial/economic parameters or also the consideration of the property utilization reserves.

    «
    inflexible
    complicate regulations
    the building at
    Duration
    »

    What efforts is Swiss Development making in digitization?
    The planning and realization of buildings and infrastructure still have a strong unique character today. Topics such as industrialization, productivity and digitization are essential for Switzerland's competitiveness in the field of development. Thanks to the use of BIM and 3D printers, digital construction progress control or the use of drone or robotic technology, planning security in terms of costs, quality and deadlines can be greatly optimized. In our opinion, unification and standardization as well as simplification in application are very important here. Development Switzerland, together with the member companies, examines possible contributions to the promotion and improvement of standards and their application. We anticipate a decade that will transform our industry in terms of digitization and productivity like never before.

    Today, new buildings must be energy-efficient and preferably completely recyclable. How are these aspects taken into account in Development Switzerland?
    Sustainability and ESG strategies are more relevant than ever in the real estate industry. Our members have long recognized these market needs and implemented them in their organization and range of services. For example, many companies already have sustainability departments. The greatest leverage is not in new buildings, but in spatial and energy-related renovations of existing properties. Development Switzerland always takes a holistic view of issues relating to energy sustainability, resource efficiency and the circular economy. This means that we try to take economic, social and ecological aspects into account in a balanced way. Our members work with start-ups, developers and research institutions to support and drive rapid market launch of innovative ideas.

    Agricultural land is still being built over in Switzerland. Do you think this is necessary?
    No, the focus is clearly on inward settlement development. Various legal advances, such as the revision of the Spatial Planning Act of 2013, restrict the development of cultivated land in favor of densification. In addition, the conversion of agricultural areas into building zones is usually only possible by means of area compensation or exchange. In general, it can be said that the utilization reserves in the cities and agglomerations are still very high. For the creation of living and working space, these usage reserves should be realized in advance.

    What's the problem with this?
    Less restrictive legal requirements would be desirable. The value-added tax, for example, makes it difficult or sometimes impossible to realize utilization reserves. But there are many other inflexible regulations that make building in existing buildings almost insurmountable challenges. Development Switzerland is working with the industry to sensitize decision-makers, authorities and politicians to this topic. We advocate more discretion so that good solutions can be developed taking into account the situation and user needs.

    Do you think the repeatedly forecast real estate bubble in Switzerland is a serious scenario?
    The ongoing low-interest policy of the central banks and the market development make investing in real estate attractive. There are few investment alternatives that have a similar risk/return profile. Switzerland has also learned from the mistakes of the past and is in a much better position today than it was at the beginning of the 2000s – for example against the background of more restrictive mortgage lending. However, the noticeably louder calls for a return to a normalized monetary policy show that this situation can also change in Switzerland. Rising interest rates too quickly and the associated refinancing hurdles could lead to a fall in market values, which in turn would have an impact on capital requirements. Accordingly, Switzerland would do well to continue its stable monetary and interest rate policy and to think in scenarios. The more robust the business models and financing, the less our economy is exposed to risks. As an association, we are very confident about the short and medium-term future.

  • «In our professions we have to manage the balancing act between tradition and modernity and turn this into a strength»

    «In our professions we have to manage the balancing act between tradition and modernity and turn this into a strength»

    At the beginning of February, Silvia Fleury, a new director, took over the management of the Swiss Association of Painters and Plasterers. In future, the Aargau native will be at the forefront of representing the professional interests of around 1,900 member companies with almost 10,000 employees throughout Switzerland. In her job, she wants to focus on continuity: “The association is on the right track. I will continue what has proven its worth,” explains Fleury. "But of course the industry is also confronted with challenges that we will tackle together with the regional associations, with our members and with everyone interested in the industry." As examples, she cites the shortage of skilled workers, wage dumping and digitization.

    Combine craftsmanship and digitization profitably
    Fleury intends to pay particular attention to digitization over the next few years: "Craft and digitization are not mutually exclusive, on the contrary," she is convinced. There are enough examples that show that the balancing act between tradition and modernity is possible and that digital tools used in a targeted manner can also strengthen and advance craft trades and businesses. "It is important that we do not stop at the companies, but that digitization is also promoted in training and further education as well as in the association itself." Digitization is a sign of modern work execution and thus an important argument for young people and parents alike when choosing a career. Especially in times of an ever-increasing shortage of skilled workers, this is becoming more and more important in order to be able to recruit the best junior staff. Combined with craftsmanship, which will remain central in the future, painting and plastering jobs can offer young people varied, modern and future-oriented work. Fleury sees her task in this process as "leading the way, initiating the discussion and pointing out opportunities, but also risks, so that we can all benefit as best as possible from the great possibilities of digitization."

    Well known and networked in the industry
    Silvia Fleury is well known and well connected within the association and the industry. As head of the central services, she was responsible for the entire association administration for 13 years and knows the SMGV from the ground up. "With Silvia Fleury, the Board of Directors has been able to win its preferred candidate for the demanding position of Director," says SMGV Central President Mario Freda. “She knows the strengths, challenges and processes of the association very well. At the same time, she has the professional and human qualities that are necessary to successfully lead the SMGV into the future. We look forward to walking this path with her and tackling the upcoming challenges together.”

  • Reinforcement of the PRIVERA management

    Reinforcement of the PRIVERA management

    As of January 1, 2022, PRIVERA will strengthen its management team. Andreas Wegmüller will be the new Head of Management Switzerland and a member of the PRIVERA management team.

    Andrea Wegmüller is a federally certified real estate trustee. He has a master's degree in real estate management and has been part of the PRIVERA team for 5 years. He is currently regional manager for management in the east.

    Andrea Wegmüller will continue to head the management region East directly and will also be responsible for the West region on an interim basis. The Central Region will continue to be headed by Nicole Kuhn. From January 1, 2022, Nadja Abdelrahim will be the new head of the Wallisellen branch. Ms. Abdelrahim is a real estate manager with a federal certificate and has been a team leader at PRIVERA Wallisellen for almost three years.

    About PRIVERA AG
    A company of the Investis Group – has its headquarters in Gümligen. It is the leading independent Swiss real estate service provider. PRIVERA AG covers all real estate services along the life cycle of a property and thus offers its customers the decisive added value. Thanks to the nationwide network of branches, PRIVERA AG has a high level of regional market competence and excellent local relationships.

    Media contact PRIVERA AG
    Alisha hero
    Communication specialist
    T: 058 715 63 32
    alisha.held@privera.ch
    www.privera.ch

  • Samih Sawiris' son is to take over at Orascom

    Samih Sawiris' son is to take over at Orascom

    Orascom Development Holding ( Orascom DH ) announces a change in leadership. Samih Sawiris will step down from his position as Chairman of the Board of Directors at the next Annual General Meeting in spring 2022 after more than 30 years. The Egyptian investor does not stand for re-election.

    His son Naguib will propose Samih Sawiris as Chairman of the Board of Directors. He has been a member of the Board of Directors since 2016 and its Vice Chairman since 2020. As part of the planned succession plan, Naguib Samih Sawiris is to become the new majority shareholder in Orascom DH. Samih Sawiris will transfer control to his son for this.

    Samih Sawiris wants to continue to be available to the holding company as a consultant. He also remains Chairman of the Board of Directors of Andermatt Swiss Alps AG . Orascom DH holds a 49 percent stake in Andermatt Swiss Alps AG. The majority is and remains privately owned by Samih Sawiris.

    In total, the Orascom DH portfolio includes destinations in seven countries. In addition to Switzerland, these include Egypt, the United Arab Emirates, Oman, Morocco, Montenegro and Great Britain. The holding's shares are listed on the SIX.

  • New professor for circular building at the Institute for Sustainability and Energy in Building at the FHNW

    New professor for circular building at the Institute for Sustainability and Energy in Building at the FHNW

    The Institute for Sustainability and Energy at the University of Architecture, Building and Geomatics FHNW is actively involved in research, training and further education as well as services in the areas of energy-efficient and climate-neutral construction, integral building technology, sustainable construction and operation, resource-efficient and circular construction as well as health aspects in buildings. One of the fundamental concerns of this strategy is to strengthen building in the circular economy. In the area of training and further education as well as in research, the institute makes an important contribution to ensuring that more energy- and resource-efficient and sustainable construction methods are implemented in Swiss building practice. The expertise of the researchers working at the FHNW is in demand both nationally and internationally as well as within the FHNW.

    In order to strengthen this highly qualified team, the Institute for Sustainability and Energy in Building has succeeded in recruiting Andrea Klinge from ZRS Architekten Ingenieure Berlin as professor for circular building.

    Andrea Klinge studied architecture at the Technical University of Berlin and specialized in sustainable building at the London Metropolitan University. She worked in various architectural offices in London, Rome and Berlin, and has been with ZRS Architects since 2013, where she established the research department. Her main research interests are a holistic approach to building and include circular, low-tech building as well as the use of natural building materials (clay, wood, natural fibers) to improve the quality of the interior space in buildings.

    Due to her background as a carpenter, Andrea Klinge always works practically to bring research results into direct application. To this end, she has implemented several projects with wood, clay and bamboo with students from different universities but also with international colleagues.

    At the FHNW University of Architecture, Building and Geomatics, Andrea Klinge wants to make a difference: “What I associate with the professorship and want to address are the current challenges in the construction sector. This is one of the most resource-intensive economic sectors in the world and contributes significantly to climate change. In order to meet the Paris climate goals, consistent approaches are urgently needed to implement the necessary building turnaround in the construction sector. “

    Andrea Klinge has been a member of the Life Cycle and Circular Building Advisory Board of the German Society for Sustainable Building since September 2021. Since October 2021, together with Eike Roswag-Klinge, she has also headed the DIN Circular Economy Standardization Roadmap working group, Structures and Municipalities working group .

    Prof. Barbara Sintzel, Head of the Institute for Sustainability and Energy in Buildings, is looking forward to working with Andrea Klinge: “Andrea Klinge stands for the turnaround in construction. She brings the enthusiasm and versatility that this topic needs. She has technical expertise to help the use of ReUse components and renewable building materials in practice with applied research to achieve a breakthrough and thus make the building turnaround possible. We look forward to your active support in research and teaching. “

  • University of St. Gallen, new campus by Pascal Flammer

    University of St. Gallen, new campus by Pascal Flammer

    The University of St. Gallen is running out of space. A second campus is therefore being built on the Platztor site at Unteren Graben in order to continue to fulfill its core tasks in teaching and research in a high-quality manner. Not only will space be created for research and teaching, but a new piece of the city will also be added. The architectural competition for the design of the new urban building block has been decided.

    The new campus should one day offer enough space for the training of 3,000 students. A large auditorium with space for 400 people is planned for the two basement floors. A spacious park will be created around the building, which, like the building, will be open to the public.

    59 projects were submitted to the open competition. After none of them were unreservedly convincing, the jury decided on an anonymous level of adjustment. In the end, Pascal Flammer's “House in the Park” project prevailed. Flammer's proposal envisages a building eighty meters long and forty meters wide that will stand in the middle of a public park. To do this, the building is set back from the street. The six-story building made of wood, concrete and glass appears light and transparent on the visualizations.

    The public-oriented uses such as the cafeteria are oriented towards St. Gallen's beautiful old town. When developing the campus, Flammer focused on public transport. From the existing campus, you can walk above and below ground to the new building.

    After construction begins in 2025, the building is expected to be operational in 2029. For the urban development of St. Gallen, the project means a big step into the future.

  • "The St. Gallen quarters of the future should be lively, diverse and mixed"

    "The St. Gallen quarters of the future should be lively, diverse and mixed"

    To person
    Maria Pappa was born in St. Gallen in 1971 and grew up in the city. In 2016, the daughter of southern Italian immigrants was elected city councilor, and since this year the social democrat has been city president of the city of St. Gallen and heads the interior and finance department. Before that, she headed the Planning and Construction Directorate as a city councilor. Maria Pappa studied social pedagogy at the higher technical school for social work in Rorschach. Before her election, she headed the closed department of the Platanenhof youth home in Oberuzwil and later the municipal day care for school children. Before moving into social work, the commercial high school graduate worked in the accounting department of an insurance company.

    Ms. Pappa, you have been the mayor of the city since the beginning of this year and are in charge of the Interior and Finance Directorate. Before that, as a city councilor, you headed the planning and construction department. How did you experience the change?
    After the election of the city president and the subsequent constituent meeting of the city council, things went very quickly; there were only four weeks left for the actual change. The induction as mayor and in the new management were shaped by the pandemic: most of the contacts with employees and external parties were virtual. There were only a few representative tasks – and they were limited to video messages for online events. This shift of personal exchange into the digital space made social contacts and real relationship building more difficult. At the same time, however, I was less bound by representative tasks and was able to immerse myself in the projects and peculiarities of the new management.

    Why did you decide to change management after four years of planning and construction?
    The distribution of the directorates is a matter for the city council as a whole. Together we looked at all the options and decided on the most ideal. Personally, I was happy to be the head of the planning department. I would have liked to stay there. After four years you are really familiar with the projects and have accompanied many of them from the start. However, the new function as mayor is associated with many representative tasks as well as sitting on committees. A close relationship with the city chancellery is very important. The fulfillment of these additional tasks with the simultaneous management of the so broad-based planning and construction department is not feasible in terms of time.

    Which projects were milestones for you as the head of planning and construction that you were allowed to support?
    When I received the voting results for the redesign of Marktplatz and Bohl, a stone fell from my heart. Getting a consensus-based marketplace project through at the third attempt was intensive work. The redesign of Zürcher Strasse was also blocked for a long time. In 2018, the city parliament approved the proposed project. The redesign is to begin next year. The numerous school and care projects formed a focus. The largest project deserves special mention here: the new Riethüsli school building. This has long been expected in the quarter – in November 2020 the electorate approved it. During these four years, many important strategy papers were also worked on in the background, including living space, open space, tree and interior development strategies. Some are relevant for the revision of the building and zoning regulations. They will all shape the structural development of the city.

    What projects are at the top of your agenda for you as the head of the Internal Affairs and Finance Directorate?
    There are currently three current topics: I want to make St. Gallen better known as an attractive city and thus correct and improve the slightly outdated, “crumbly” image that we ourselves have of our city. When it comes to finances, St. Gallen has a solid financial basis. But it has shown a latent structural deficit for years, which is particularly evident in budgeting. The effort increases more than the income. One of the goals will therefore be to correct this structural imbalance. And finally, the cultural life of the city is close to my heart. It is important to me to implement the cultural concept that was adopted in 2020.

    In 2020, a large local recreation area was opened in a densely populated area on the Burgweiher site. Are there similar land projects / land reserves that could be implemented / developed in the next few years?
    The fact that we were able to make such a large green space in the middle of the city accessible to the public is a stroke of luck and certainly unique in this form. In the next few years, it will be more about residential and commercial space. The major development areas that will occupy the city in the next few years are on the one hand in the Ruckhalde. The diameter line of the Appenzeller Bahnen has freed up an area that the city wants to develop especially for residential use. On the other hand, an attractive new district is to be created in St. Fiden. The area around the train station offers a lot of potential for internal densification and an attractive redesign.

    In its Vision 2030, the city council assumes that the city of St. Gallen will grow and that the population will develop into a multicultural urban society. How do you, as mayor, support this vision?
    With its living space, interior development and open space strategy, St. Gallen has shown how it intends to face the future as a strong, innovative and attractive city. The real estate strategy will be added shortly. We are actively trying to convey this forward-looking image to the outside world with the “Santa” campaign. Even as director of planning and construction, collaboration and participation were important to me. With the revision of the participation regulations, the city has finally taken on a culture of participation since this year. It seems natural to me that we will continue to include those who live in this city when it comes to designing this city. Participation also means that we seek cooperation and exchange with our own canton and neighboring cantons, the municipalities and other cities and cultivate synergies.

    What exactly is the housing strategy of the City of St. Gallen?
    The living space strategy is primarily about creating new, attractive living space as well as renewing existing living space. For this purpose, the housing strategy defines a total of 14 goals and 27 measures in six fields of action. The housing offer should be varied and tailored to different target groups and the housing development should be implemented in a socially acceptable manner. Innovative residential projects such as multi-generational living and post-family living are part of the strategy. The districts are also an essential aspect of the housing strategy. The St. Gallen quarters of the future should be lively, diverse and mixed and promote an attractive living environment. In order to achieve these goals, the city chooses to cooperate and wants to promote dialogue with those involved in housing construction.

    «
    The future St. Gallen quarters should be lively and mixed
    »

    What challenges does the road to “residential city 2030” bring with it?
    The question arises as to how good quality internal compression can be reconciled with attractive open spaces. The fact that more people will live in the same room in the future should not impair the quality of living and amenity. To make matters worse is climate change, the effects of which pose major challenges, especially for urban areas. The aim will be to use structural measures to avoid heat islands in particular and to promote networking and biodiversity. All of these challenges are ultimately about the residents themselves. I am convinced that we can achieve better solutions if we can tap the potential of the city and its residents in participatory processes.

    What measures can the strategy be implemented with?
    The catalog of measures of the housing strategy comprises 27 specific measures. This can be analyzes of specific situations, the creation of new financial and legal instruments or specific construction projects. Ultimately, it is about creating the basis and framework conditions so that the city can develop in the direction indicated by the housing strategy.

    What advantages does the city have for companies willing to settle and for newcomers?
    St. Gallen has a diverse range that is impressive. The city stands for education, culture and innovation. At the same time, the quality of life is unique thanks to the location in beautiful nature between Säntis and Lake Constance and with an abundance of cultural and gastronomic offers. St. Gallen is a city of short distances, which makes networking and organization easier than in larger cities. For companies and especially private individuals, St. Gallen impresses with its compactness and its ideal mix of urbanity and closeness to nature. As an educational location with the world-renowned University of St. Gallen (HSG) and OST Ostschweizer Fachhochschule, St. Gallen has many bright and well-trained people. The city is also busy developing various areas, primarily in the west, and adding new uses for trade, industry and research.

    Where does the city need to improve if it wants to become even more attractive?
    Even if the city can naturally improve in many areas, such as exciting housing offers, I don't think St. Gallen needs to hide. Many of the city's advantages and attractive offers are simply not well known. This is one of the reasons why we started the marketing campaign.

    The St. Gallen Energy Act contains new structural measures that affect energy consumption in new buildings and in existing houses. The new regulations have been in effect since July 1, 2021. What are the key changes for residential and commercial property owners?
    The addendum to the Energy Act is based on the federal government's climate targets of halving CO2 emissions by 2030. New buildings should therefore rely on renewable energies in the future and cover part of their electricity needs through in-house production. For existing properties, new requirements apply when replacing an existing heating system. Either heating systems with renewable energy should be used or energy should be saved through better insulation. The Office for Building Permits will be happy to advise owners.

    How have property gains taxes developed recently? How will things go in the near future?
    Property gains taxes have almost tripled. This is mainly due to the rise in real estate prices. We have seen a very active real estate market in recent years. Due to the lack of alternatives, real estate has proven to be a good investment opportunity. In the future, developments will depend on the investment market and interest rates. I assume that the current trend will continue a little longer.

  • "Zurich should become even stronger as an innovation location"

    "Zurich should become even stronger as an innovation location"

    At the beginning of this year you took over the management of location promotion. What measures have you taken to settle in well and quickly?
    Fabian Streiff: An important point for me was networking with cantonal actors, representatives from business and science. Due to the circumstances, this first had to be done virtually. But even more relevant for me was the question of how we can support companies – especially during the pandemic. The companies’ need for information was enormous. Especially in times when instruments such as short-time work and hardship aid were used.

    What exactly have you done to support the companies?
    The Office for Economy and Labor sought an intensive exchange with entrepreneurs early on in order to find out which issues we need to address at national level and which we can solve within the canton. We have also set up a hotline for companies and continuously updated various websites. Now we are looking to the future and addressing the question of how we can positively influence the attractiveness of Zurich as a business location.

    What is this plan like?
    Discussions with Zurich-based companies confirmed that we should focus even more on an attractive innovation location. Innovations are increasingly emerging in networks, which is why strong innovation ecosystems make a significant contribution to the future success of Zurich’s economy. This needs to be strengthened. A central theme are new hybrid forms of work such as home offices or working from co-working spaces. We have to ask ourselves what this means for the location and its development. It is also exciting to see how Zurich can remain an attractive business location for companies. Are there opportunities to improve access to talent and specialists, especially in the context of mobile working? What role can the state play in making a contribution here? These are all open questions – we are already seeing trends, but of course also the consequences of them, such as the discussion about making labor law more flexible.

    Is Zurich really losing its attractiveness as a business location?
    Many companies answer this question with a resounding no. But shifts are becoming apparent. Large companies are forecasting a concentration on individual locations within the next two years. This means that certain properties could become vacant. On the other hand, these could quickly be used again for new forms of work such as co-working spaces. Rural centers are likely to be revitalized thanks to home office options. The business location Zurich is also strengthened by the universities, which do a great job with their successful spin-offs and research work and are right at the top of the rankings. The companies in the canton of Zurich were also able to attract risk capital on a large scale last year, which is very gratifying.

    How did this positive development come about despite the pandemic?
    Zurich has positioned itself well in recent years, especially with a view to digital transformation. Top talent is needed here and can be found at the Zurich location. This is thanks to the universities and the talent pool, which has been able to develop significantly in recent years. At first the banks had a magnetic effect, now it is the large companies from the information and communication technology sector. The interaction of the various industries is very promising for the future. We are also registering positive developments in the area of research. The points mentioned are becoming more and more relevant in the location competition. But other locations don’t sleep and have positioned themselves very well nationally and internationally, which is why the leading position of the Canton of Zurich cannot be taken for granted. It must continue to be strengthened in the area of innovation.

    The canton of Zurich is Switzerland’s leading business location. Why?
    The attractiveness of Zurich is based on various factors. Starting with education, through a highly qualified workforce, to strong sectors from the financial sector and increasingly from the areas of life science technology, cleantech and information and communication technology. This diversity of competencies enables strong ecosystems, which strengthen cross-industry learning and innovation. The quality of life per se also speaks in favor of Zurich as a location.

    What are you doing to secure this status in the future?
    Our new strategy has three focal points: The first is the strong focus on innovation topics in the areas of financial technology, digital health, biotech, cleantech and new mobility. Here we want to create more networking and opportunities for cooperation. The second focus is on cooperation with regional location subsidies in order to strengthen the diversity of the industry. The size of the Canton of Zurich requires networked work in order to do justice to the diversity of the individual regions. In this way, we can also support exciting regional projects, such as was the case with the Bio-Technopark in Schlieren. We are currently also seeing this at the Digital Health Center in Bülach. The third focus is on creating attractive framework conditions, especially in the area of innovation. Here we can work to ensure that the regulations at federal level are adapted for specific innovation topics.

    Which regulations are in urgent need of adjustment?
    With Zurich as a strong innovation location, the focus is currently on the consequences and solutions following the failed framework agreement with the EU. The exclusion from Horizon Europe weighs heavily. Adjustments to labor law due to changed needs must also be checked – such as when working on the move.

    Which areas are companies currently looking for the most?
    From the customer side, we see a need for space in well-developed locations that are integrated into an ecosystem. Connections to universities are being sought more and more. Biotech laboratories are also becoming increasingly important. Schlieren was able to develop enormously in this area. Nevertheless, we are registering a demand here that cannot yet be satisfied nationwide.

    What is the problem?
    In the biotech sector, the space that comes onto the market is occupied again very quickly. More and more investors are needed who are willing to invest in laboratories. Such a project usually takes two years or more to develop. Appropriate foresighted planning is imperative.

    How do you see the future for the office buildings in the canton of Zurich in light of the changing work models?
    We are currently grappling with this question. In general, employers want to become even more attractive. The demands on an office workplace will therefore increase. But whether that means that more space is required for each employee, or whether there will be mergers, we will only see in one or two years. But we believe that co-working will become even more important. However, in a more comprehensive form than today – in the sense of a meeting place where an in-depth exchange with science, the authorities and other actors in the ecosystem can take place. Quasi a co-working plus.

    Which locations are most desirable?
    The city of Zurich and the airport region remain very attractive. At the airport, we are seeing high demand for the newly built The Circle. And the Limmattal has become even more attractive with the Limmattalbahn and the Bio-Technopark. The city of Winterthur and the Zimmerberg region are also popular locations thanks to the ZHAW.

    Which companies are interested in The Circle?
    The Circle not only attracts companies from the information and communication technology sector such as Microsoft or Oracle, but also from the life sciences sector. Digital health is an important topic here. After a difficult start-up phase caused by Corona, the business on the Circle is now picking up, and 85 percent of the space is already rented.

    What are the most important source markets for the Canton of Zurich?
    The USA is still by far the strongest market. Europe, especially Germany, as well as China and Japan are also important. We are now concentrating on Korea and Israel. Companies are increasingly thinking in terms of research and development hubs. For many companies, Zurich is not only an international business location, but also such a hub. Marketing abroad is handled by the Greater Zurich Area location marketing organization for us.

    How should Zurich as a business location develop over the next 10 years?
    It should become even stronger as an innovation location. Zurich has a long history and is well known as a financial center. That is important – also with a view to future settlements in the area of financial technology. Zurich should also distinguish itself in the areas of artificial intelligence and new mobility, such as the development of autonomous systems. We believe in a move away from the traditional Zurich financial center towards a business location that will be very strong in the new topics mentioned and in digitization. The Zurich economy is already well positioned and is resistant to crises – but in the future Zurich should become even more innovative, attractive and thus even stronger.

    Fabian Streiff with his team.
  • «Bellinzona: a city with many projects»

    «Bellinzona: a city with many projects»

    Who is Mario Branda?
    In office since April 2012, Mario Branda (PS) is the first socialist mayor of a Ticino city. Being in this case the cantonal capital, the record doubles. An achievement that is certainly a source of pride for Mr Branda who does not like big fanfare. In 2011 he resigned from the office of public prosecutor to run for the Council of State but was not elected. He did not let himself down and in the following year he ran for the office of mayor in Bellinzona and collected an avalanche of votes. Born in 1960, a lawyer by profession, Mario Branda works at the law and notary firm MLaw in Bellinzona.

    You are the head of the city of Bellinzona which, in recent years with the aggregation, has undergone several changes. You recently developed the PAC, the Municipal Action Program. What is it about?
    To understand why the need to acquire the PAC has arisen, we must take into account two important aspects that have
    development of Bellinzona was born.

    With the 2017 aggregation, the new Bellinzona brought together 13 municipalities and grew from 18,000 to almost 45,000 inhabitants and an area that – with 164 km2 – is the largest in Switzerland for a municipality with an equivalent population.

    Managing the economic, cultural, eco-social development and guaranteeing maintenance and safety for such a large territory involves a considerable effort. With the aggregation, the administration of all the municipalities had to be standardized, a laborious operation because we have extensive agricultural and semi-agricultural areas – 1/3 of the Magadino Plan now belongs to the new jurisdiction – which have different needs and requirements compared to urban centers.

    The second important aspect is AlpTransit: the opening of the Gotthard and Monte Ceneri base tunnels constitutes a fundamental and strategic aspect that will benefit the whole Canton of Ticino and, above all, the city of Bellinzona will experience important changes to the urban fabric over time. . Transformations that can be evaluated in 10-15 years, even if already now we can observe movements that were not there until some time ago.

    The need has therefore arisen to create a document that would help the current Municipality and those who will continue to orientate itself and orient the development policy in this new reality. A competition was published in which various groups participated, with the aim of helping future choices in terms of planning and development of the city in the next 15-20 years and to be able to incorporate the current regulatory plans in a single document.

    What does the PAC contain?
    The PAC is a programming tool, consisting of a descriptive document and illustrative cards and plans. It contains some principles that are codified on which we will orient ourselves in the future and takes into account the following two important aspects:

    – Polycentric identity. The new Bellinzona has different realities and it is important to maintain the identities of the individual municipalities, their social life and their development. The former Municipalities have accepted the new status of the Bellinzona district as long as services, capillary connections and safety are guaranteed throughout the territory.

    -The Ticino river. From the landscape point of view, the river that crosses the territory from Moleno to Gudo characterizes the new territory and represents the backbone of the new Municipality.

    Once these two general principles have been established, development projects follow that are oriented towards a centripetal evolution of quality, focusing on the construction and development of economic activities in already densely populated centers to relieve the pressure of further exploitation of the territory.

    Two areas have been identified that are particularly suitable for construction activity and economic development: the sector of the former Ferriere Cattaneo and the space of the former workshops in Bellinzona, in the central area.

    Could you tell me something about the ambitious project of the Ex Officine space? It would be interesting to have some details on the timing as well.
    The project for the Ex Officine area actually includes various projects. The first big job will be to move everything located on the grounds of the SBB workshops and bring it to Castione. Here, an area of over 150,000 square meters has been identified which seems suitable for building the new SBB production site, in an easily accessible area for a total investment that should be around 400 million francs. Part of the costs will be covered by the canton (80 million francs) and the city of Bellinzona (20 million francs). The premises are good for thinking that the project can start once the administrative and recurring practices have been resolved.

    If this operation goes through, as can be hoped, the current area of the SBB workshops will be vacated, a space of approximately 120,000 square meters in the heart of the city. To understand what to do with it, a Masterplan with an international competition was launched. The data have already been published and foresee the construction of a new partly residential neighborhood, the current locomotive repair cathedral could be converted into a cultural and social center; finally, a part intended for training with a Swiss Innovation Park, a sub-site of the Swiss Innovation Parks.

    It will be a variant of the master plan that will also be based on the new Ma-sterplan to define the stages and processes of this new district. It is a project that has a vision and a horizon of 30-40 years, it will follow a defined path and it is hoped that it can be divided into lots and sectors, to be opened only when the previous one has already been completed and occupied. Part cen-
    trale of about 30,000 square meters is intended for public green, a real park where the various buildings will develop around.

    The land on which this new district will be built today is wholly owned by the SBB and the agreement signed in December 2017 established that half of it will be sold to the Canton of Ticino and the city of Bellinzona with the intention of carrying out a common project.

    What other construction sites do you have in progress or do you plan to activate in the near future?
    The new headquarters of the IRB will be inaugurated shortly in November. The current headquarters could be purchased by the city to include new biomedical research activities after some renovations. The idea is to consolidate the city of Bellinzona as a center for biomedical research.

    In 2030 work should begin on another important project: the construction of the new hospital, which will be built in the Saleggina area. The first step – the allocation of the credit of 16 million francs by the Commission for the management of the Grand Council, for the purchase of the land owned by Armasuisse – has been made.

    The other major project to be developed over the next four years will be to enhance the cultural offer of the city and the attractiveness of the three castles: essentially promoting the Bellinzona Fortress, a Unesco heritage site.

    Finally, I’m curious to know what the mayor Mario Branda’s dream is?
    In fact there are two: the consolidation of the IRB biomedical research poles and the one that will return to the building left empty by the IRB and, at the same time, take care of the project to enhance the Unesco heritage of the castles that could give a cultural and touristic turning point in Bellinzona.

    And a slogan: for a Bellinzona, a pole of research but with Art!

  • "Ticino, an attractive place for doing business"

    "Ticino, an attractive place for doing business"

    Who is Stefano Rizzi?
    Since 1 January 2012 Stefano Rizzi has been Director of the Economy Division at the Department of Finance and Economics of the Canton of Ticino. After graduating in business administration from the University of St. Gallen, with a specialization in small and medium-sized enterprises, he worked in the private sector and since 2005 for the cantonal administration. His areas of responsibility include economic development, agriculture, labor market surveillance and unemployment and land ownership.

    Despite the various economic and health crises, does Ticino remain an interesting place to do business?
    Of course! In Ticino there are ideal conditions for doing business, thanks in particular to the strong propensity for innovation in our canton. In fact, there are numerous internationally listed research institutes, some of which have become real flagships of our territory. I am thinking, among others, of the Le Molle Institute for Artificial Intelligence Studies (IDSIA), the Research Institute in Biomedicine (IRB), or the Swiss Center for Scientific Computing (CSCS). Just to give an example, the latter houses the most powerful super computer in Europe, called «Piz Daint».

    In our territory there are also many cutting-edge companies, which operate successfully in various economic sectors: from life sciences to mechanics and electronics, passing from information and communication technologies up to emerging sectors such as lifestyletech, which includes the technological aspects related, for example, to food, fashion, design, tourism and health. With us there are many innovative companies that, by adopting modern technologies, know how to be appreciated in the world.

    All these excellences have transformed Ticino into a canton strongly devoted to innovation, to the point that a recent study by the European Commission has positioned it among the innovation leaders: it ranks in the top ten of innovation systems at European level and second place after Zurich at national level.

    This flattering result demonstrates the goodness of the economic development strategy implemented by the Canton, as well as the quality of the ecosystem in favor of innovation, which has materialized in recent years. A strategy, the one perfected by the Economic Development Office of the Economy Division, which is based on entrepreneurship, innovation and networking of the aforementioned skills present in our Canton at the academic, economic and institutional level. These three pillars allow the different types of entrepreneurs to find in our territory the ideal conditions to develop, thanks to differentiated support measures, projects with innovative contents.

    In this context, an important instrument, which has assumed a central role over the years, is the Law for economic innovation: with its various measures it supports research and innovation within companies for applied research projects – carried out in collaboration with universities – or for investment projects, with the aim of developing innovative products and services to be marketed on an international scale.

    However, given that we are not the only Canton to focus on innovation, we must be proactive and far-sighted in facing future challenges. To consolidate growth within the broader Swiss context and to attract new settlements, important projects have been launched that develop synergies both with the north of the Alps and with the south, in particular with the economic area of Lombardy. Ticino joins the Greater Zurich Area in 2019 – an organization dedicated to attracting companies – and the most recent construction of the Ticino headquarters of the Switzerland Innovation Park. This project, which began in the spring of 2021, is managed by the Agire Foundation. Looking south, a letter of intent was recently signed with MIND Milano Innovation District, the innovation district born on the grounds of Expo Milano 2015.

    In this way the vision of a Ticino is realized firmly connected to the innovation axis that goes from Milan to Zurich, which allows us to strengthen our competitiveness and to be an ideal place to do business.

    He told us about the Switzerland Innovation Park. What role will the Canton of Ticino play in this context and what benefits will the economy derive from it?
    Ticino's membership of the Switzerland Innovation Park is perfectly in line with the Canton's economic development strategy which, as mentioned above, focuses on innovation, entrepreneurship and the networking of skills present in our territory.

    Thanks to this important project, the Canton of Ticino will be able to further promote innovation, especially in strategic and future-oriented sectors, thus strengthening its already consolidated position at an international level.

    The whole economy will benefit greatly: the establishment of cutting-edge companies, research and development departments of international companies, as well as start-ups will be facilitated. The Ticino branch of the Switzerland Innovation Park will be able to act as a catalyst for the birth and development of innovative projects, capable in turn of attracting other activities, and will contribute to generating interesting jobs. In addition, it will also allow the activation of collaborations with the economic realities present in the greater Zurich region, a goal that the Canton had already set itself by joining the Greater Zurich Area.

    Which competence centers are currently under consideration in Ticino?
    The backbone of the Switzerland Innovation Park is represented by centers of competence. Life sciences, Drones and ICT are in an advanced stage of development while other initiatives with future potential are being evaluated. These centers of expertise will contribute to multiplying the opportunities for exchange between companies and research institutes in highly technological sectors and will give life to new innovative projects.

    A very topical issue is corporate social responsibility, for which the DFE has worked hard. Where are we today?
    Recently, continuing the work already underway, the Council of State decided to make 450,000 francs available for the period 2021-2023 to take measures in the area of corporate social responsibility (CSR). In particular, the introduction of direct support is envisaged for companies investing in the training of their own CSR manager. This is a measure that will give the opportunity to have, directly in the companies and in an increased way, professional figures with the necessary skills for the implementation of good practices, which can more easily flow into a sustainability report. Furthermore, to continue with the awareness-raising activity on the issue and on the opportunities related to the adoption of good practices in the field of corporate social responsibility, the organization of activities and events is planned, as for example already done in February 2020. with the Day of the economy entirely dedicated to the topic. It will thus be possible to foster the further development of a common culture on corporate social responsibility.

    I would like to underline that, during the emergency in our canton, there was no lack of examples of initiatives in this area, demonstrating that Ticino has been moving towards sustainable economic development for some time: socially responsible companies were the first to go down field, trying to contribute to the solution of community and territory problems. The hope is that companies in the future will continue to follow this direction, adopting more and more corporate practices that are attentive to economic, social and environmental developments.

    How much has the Coronavirus pandemic impacted the cantonal economy?
    The pandemic hit our canton in a totally unexpected way. From one day to the next we began to feel clear signs that something very big was taking place, with important consequences certainly in terms of health, first of all, but also social and economic. In particular, in the months of March and April 2020, severe measures were adopted, which required sacrifices and efforts, both from citizens and from Ticino companies.

    The authority, however, did not leave citizens or companies in difficulty alone and immediately intervened by putting in place, in a complementary way between the Confederation, the Cantons and the Municipalities, a series of tools to mitigate the impact of the pandemic on our society. Examples include, among others, allowances for reduced work, allowances for loss of earnings, Covid-19 credits, Covid bridging benefits, aid for specific sectors such as culture, sport and media, bridging benefits. Covid-19 and aid for the so-called "hardship cases".

    The pandemic has confronted us with great challenges and difficulties, of course, but it is precisely in the crises that new opportunities need to be glimpsed. Opportunities for development and growth which in this case, as also emerged from the activities of the strategic Group for the relaunch of the country, emerge above all in the areas of innovation, sustainable development and corporate social responsibility: these are the sectors on which to aim for the economic revival, where the Canton of Ticino, moreover, already has many cards to play.

  • Verena Rohrer will head Aargau Services

    Verena Rohrer will head Aargau Services

    The Aargau government council has appointed Verena Rohrer as the new head of the cantonal location promotion agency Aargau Services . She is the successor to Annelise Alig Anderhalden, who accepted a new challenge in the spring. Rohrer will take up her new position on January 1, 2022.

    According to a statement from the government council, Rohrer is very well anchored in the canton of Aargau. From 2011 to 2017 she was in charge of the regional Brugg Regio location promotion. In addition, the 40-year-old also has several years of experience in the private sector. For example, she is a member of the executive board of the wholesaler Bio Partner Switzerland based in Seon AG. Rohrer has been Head of Central Services at Caritas Aargau since 2019.

    “Due to her knowledge of location promotion, her networking in the canton and her professional experience, Verena Rohrer has the best prerequisites to decisively further develop the location promotion of the canton of Aargau together with the experienced employees of Aargau Services,” said government councilor Dieter Egli (SP), head of the department Economics and Home Affairs, quoted in the communication.

    The Aargau Services location promotion contributes to the continuous improvement of the business environment in Aargau. It also supports foreign companies wishing to settle in the canton. As part of the implementation of the new cantonal development model, Aargau Services will, according to its own information, also take on important tasks. The development model envisages further strengthening the business location and linking living and working in the canton more closely.

  • The canton master builder as a bridge builder

    The canton master builder as a bridge builder

    You have been a cantonal master builder since August 1, 2019 and thus head of the building construction department. What were your motivations for taking on this post?
    Before that, I had already been the deputy of the former cantonal master builder for several years. This gave me a good insight into the area of responsibility. I like the interaction between the various players from politics, the private sector and the public sector. I like to take on the role of the “interpreter” between the parties and try to find solutions based on consensus. The plans and projects to be worked on are exciting and often unusual. We mainly take care of structures with special or specific uses.

    What does a typical working day look like for you?
    One quality that all of our employees must have is the ability to multitask (laughs). I deal with personnel issues, budget planning and try to think with my team as forward-looking as possible: What requirements will buildings have to meet in the future? I also deal with innovative technologies such as new digital planning landscapes, increasing automation in the construction industry or the use of robotics and 3D printers.

    You worked in the private sector until 2004. How do you experience changing sides?
    The change was big, especially at the beginning. The canton has around 2,650 employees, 630 of whom are in the building and justice departments. An enormous amount of know-how is concentrated here. I first had to realize that I could fall back on these skills. The complexity of the buildings – for example a museum, a prison or a hospital – are extremely demanding in every project phase. The work as a cantonal master builder is thematically diverse in any case. In contrast to before, I am present in every phase of the planning and construction process.

    Government councilor Roland Fürst addressed the planned new administrative building. What's the schedule?
    By the end of 2022, we would like to create a basis for decision-making for the government council and show possibilities where suitable land or buildings are available in the canton of Solothurn in order to implement the project. The corona pandemic will certainly have an impact on space requirements and working methods. We are currently in the process of analyzing them. Our findings will be incorporated into a possible implementation of the project.

    What does the real estate portfolio you have to manage look like?
    It is made up of financial, administrative and foundation assets. The administrative assets, with the buildings required for operation, have the largest share. But we also have interesting uses and buildings in terms of financial assets: For example, a hotel and various restaurants and plots that are available for the settlement of interesting companies or for any personal use. We have 320 canton-owned buildings, 60 of which are in the city of Solothurn. The purpose of our real estate strategy is to ensure a sustainable real estate portfolio that is suitable for use in order to fulfill the cantonal tasks.

    What are the largest items in the portfolio in terms of value?
    The building insurance value is CHF 1.628 billion. Until the planned transfer to Solothurner Spitäler AG, half a billion will be allocated to the hospital and educational buildings. The other properties such as administration buildings or penal systems make up the remaining almost CHF 600 million. In any case, I have never before dealt with such a heterogeneous portfolio: It ranges from underground historical military facilities to ruins, castles, churches, agricultural land and ultra-modern laboratory and hospital buildings.

    "We check the use of BIM on a case-by-case basis"

    What values does the building department represent in the projects to be worked on?
    The government council has formulated a strategy which, on the one hand, provides for property before rent. We had and still have many rental properties today. Now one would like to rely more on property again. That is why we are currently also working on a possible new central administration building. In addition, the overall concept comes before individual measures. Furthermore, spatial planning, urban planning and architectural aspects are very important to us. Just like ecological and energetic issues. Ultimately, we build people for ourselves.

    What challenges do you see yourself confronted with in the future?
    Covid-19 has changed a lot. This could have an impact on society and the construction industry. Increased home office and desk and room sharing may free up usable space in very attractive locations. These could be used differently and influence the housing shortage in numerous small and large cities in Switzerland. Climate changes in cities are also current issues. The possible use of recycling materials is exciting. Likewise, conversions, new ways of working and changing demands of employers and employees should continue to occupy me. An additional point is the emerging change in the conclusion of service and work contracts, especially in the conclusion of building rights contracts.

    What energy strategy is the building construction department pursuing?
    The installation of photovoltaic systems is a matter of course for us. We have analyzed the entire portfolio for the suitability of such systems and have already implemented various. With us, Minergie or Minergie-Eco is standard. This gained a foothold in Switzerland in 1998. We recently compared the energy consumption of our buildings before and after 1998: The buildings before the introduction require around three times as much heating energy. On the other hand, after 1998 we recorded electricity consumption in the buildings that was approximately twice as high. The share of electricity-dependent installations in general and operating facilities in particular has increased sharply in new buildings.

    What does the digitization strategy look like for new construction projects?
    In current construction projects – such as the planned new construction of the central prison – we intend to use Building Information Modeling (BIM) during the entire planning phase. For now, we will examine the benefits of BIM on a case-by-case basis.

    Could you imagine working with virtual reality in the future?
    Virtual reality brings great advantages – especially for people who cannot imagine models or visualizations so vividly. I am very confident that we will use such solutions in the years to come.

    What future plans do you have for the civil engineering department?
    We would like to continue to analyze, plan and implement high-quality buildings with foresight and care. With a good team behind us, this will also be possible in the future.

  • "We will launch the electronic submission of building applications this year"

    "We will launch the electronic submission of building applications this year"

    You are head of the building and justice department. What is the attraction of this office?
    I've been on the road for community welfare for over 40 years. Of these, I was the mayor of the community of Gunzgen for 14 years, then a cantonal councilor for 8 years and since then a member of the government council for as long. I am attracted by the active participation and shaping of political, social and cultural issues as well as searching for and finding solutions. I not only want to manage the canton, but also to advance it. What I generally like about my department is the range of topics and the diversity of the employees in terms of expertise and character.

    Where do you see the specific challenges that the office brings with it?
    Spatial planning and mobility are and will remain important issues. But there are also changes in the climate, digitization and society that must be taken into account.

    How far is your department specifically on the subject of digitization?
    In the department, as well as in administration in general, we are still relatively new. I am surprised that the public sector has not made any significant progress in 2021. We have been trying to advance digitization in the department for a long time – accompanying workshops are intended to support this. I see digitization as a key issue that absolutely has to be implemented quickly. However, there are still obstacles, starting with data protection aspects and ending with a lack of financial or personal resources.

    The canton of Aargau, for example, has introduced the digital submission of building applications with eBau. Is that also an issue in the canton of Solothurn?
    It's not just an issue. The project is already well advanced: We are already working internally with a pilot project. This works fine; we will soon be ready to offer this service throughout the canton. The aim is for all interested municipalities to be able to submit building applications digitally this year. We are also currently working on the introduction of document management software (DMS). A pilot project that provides for a digital archive is currently running in the building construction department.

    It feels like the canton of Solothurn is in a real building boom. Is this perception deceptive?
    No, it really is. The largest projects with an investment volume of 450 million francs include the new Kebag Enova facility, 340 million francs are being built for the new citizens' hospital, and 86 million francs have been budgeted for the overall renovation of the Olten Cantonal School. But big things are also happening on the Attisholz North and South areas. An important project is Biogen's biopharmaceutical production facility in Luterbach: the first stage was 1.6 billion Swiss francs. Hopefully more stages will follow. But we also have around 2000 residential units in and around the city of Solothurn that are either planned or already under construction.

    What about your own projects?
    We are currently looking into building a new education campus as well as a new administration building where different locations could be concentrated. Optimizing the sports infrastructure in the city of Solothurn is also an issue.

    From a cantonal point of view, are there still sufficient building land reserves to implement all of these projects?
    We are currently busy with spatial planning development. Here we find that the building land reserves should be sufficient for the next 15 years. But this also means that no new land will be zoned during this period. In return, none have to be zoned out. We also have many industrial wastelands or otherwise fallow land that we can convert.

    "The building department stands for solutions – not for managing problems"

    What makes the canton of Solothurn so attractive for new construction projects?
    On the one hand, we are very central and also offer a lot of quality of living and tranquility. The people of Solothurn particularly appreciate the Jura landscape and the diverse cultural offerings. Solothurn is also known as the most beautiful Swiss baroque city. We are also well connected to public transport and private motorized transport. And our land prices are still affordable. From an economic point of view, we have many innovative companies and niche players who are attracting attention worldwide, such as Ypsomed (insulin pump system) or Jura Elekt-roapparate (premium coffee machines).

    Which construction projects have you helped shape during your tenure so far?
    As a government councilor, of course, I don't work on projects myself – but I pave the political path and thus enable the start. I was most actively involved in the development of the Attisholz Süd area: As a former director of the Solothurn Chamber of Commerce, I was already involved in the test planning. One highlight is the transformation of the former Schöngrün prison into a residential complex. But I also have fond memories of the renovation of the Altes Zeughaus Museum and the indoor swimming pool at the Olten Cantonal School, where, by the way, I went to school myself. I also accompanied the project for the renovation and conversion of the Rosengarten property intensively – with this project we had to go to the federal court.

    The Capuchin monastery in Solothurn, the Fridau psychiatric clinic and the Allerheiligenberg high altitude clinic are considered problem children. What exactly are the problems with these objects?
    These three projects are simply not a sure-fire success. They are located in zones that do not allow every use. The Allerheiligenberg, for example, is located in the agricultural zone. There are additional usage restrictions here: the surrounding hospitals must not be allowed to compete. In addition, there is the financial outlay, which is immense for such large projects. The Capuchin monastery, for example, is a listed building. The Fridau Clinic is located together with the Allerheiligenberg in the Jura protection zone. The difficulties mentioned require a lot of patience from investors and owners.

    An inventory of spatial planning is currently taking place at the cantonal level. What is the detailed plan?
    The whole of Switzerland is challenged when it comes to spatial planning. The revision of the Spatial Planning Act from 2014 requires all cantons to revise the structure plans. We have already done this. Now all municipalities have to revise their local planning. We count 107 municipalities in the canton of Solothurn – it takes time before all thoughts on further development within the framework of the cantonal requirements have been made. The inward development of the settlement poses major challenges for the community. The Solothurn municipalities will have completed this process within the next five years.

    What about urban sprawl in the canton of Solothurn?
    In the past, people certainly paid too little attention to this – but that should apply to all of Switzerland. The municipalities supported the new spatial planning law by a majority in the run-up to the vote. What a law really means can often only be seen when it is implemented. This is also the case here – the accusation arises that the canton or the federal government would prevent a municipality from developing. In the canton of Solothurn, however, we are on the right track. The need for internal densification is now firmly anchored in the minds of those responsible for the community. The majority deal very well with the new challenges and framework conditions.

    The municipalities enjoy a great deal of autonomy in the canton of Solothurn. Do you perceive these as an advantage or disadvantage in the performance of your office?
    I know both sides. As a mayor, it's an advantage – as a councilor it's a disadvantage (laughs). No, seriously: The autonomy is one thing, the other is the high number of communities: We have 107. But we maintain a good exchange with the community association, so we always find solutions.
    They are stepping down in the summer for health reasons. Do you already have plans for the time after that?
    I will definitely continue to be active. I have already accepted various board memberships and have other open inquiries. But first I'll take care of my old sports injuries and then I'll see how things go from here.

    What do you wish for the future of the building department?
    The building department stands for adherence to deadlines, adherence to budgets, speedy work and high quality. It should stay that way even after my retreat. Of course, I don't just want to hand over the projects to the new hands, I also want my heart and soul to continue to flow into it. Our credo is: The building construction department stands for solutions and not for managing problems.

  • "We anticipate a trend towards urban living"

    "We anticipate a trend towards urban living"

    To person
    Stephan Attiger (FDP) has headed the Construction, Transport and Environment Department of the Canton of Aargau since 2013. At the national level, the 54-year-old represents the concerns of the canton as President of the Conference of Construction and Environment Directors (BPUK) and as a board member of the Conference of Energy Directors (ENDK). Born in Baden, he worked for a long time in the management of various Swiss companies before moving into politics. Among other things, he was Mayor of the City of Baden from 2006 to 2013 and Grand Councilor of the Canton of Aargau from 2009 to 2013.

    You are in charge of the Construction, Transport and Environment Department of the Canton of Aargau. How do you have to imagine a typical working day for you?
    In the last few months, my working days have been rather untypical due to covid: I was often in the home office, physical meetings were rare, and official events hardly took place at all. But not every day is the same, and the process depends heavily on the schedule. Basically, early in the morning I discuss the short-term issues and what is to come in the medium and long term with my closest employees. This is followed by meetings at various levels: government council, department, departments, bilateral discussions and meetings with external parties. In between I study files.

    What milestones have you reached in terms of construction so far?
    On the one hand, there are numerous larger and smaller buildings that I was allowed to inaugurate – not only in road construction, but also in the environmental sector, such as flood protection and renaturation projects. The latter also have a direct and positive effect on the residential and location attractiveness. In addition, we have created important foundations for the planning and subsequent implementation of mobility projects. With the last revision of the structure plan and the new cantonal mobility strategy mobilitätAARGAU, we want to coordinate settlement and traffic development. It therefore sets specific spatial accents and differentiated goals per room type for the individual means of transport. This in turn affects civil engineering and building construction. As a canton, we also act as a role model.

    In what way?
    For example, we are promoting more biodiversity and quality of stay in the outdoor spaces of our properties. We are looking for good solutions for how biodiversity issues can be taken into account in new buildings and in the maintenance of existing properties. Climate adaptation measures on buildings and in their surroundings make a contribution to achieving our climate policy goals. Another good example is the new building for the Office for Consumer Protection, in which we want to use wood from the Aargau forests as a sustainable building material.

    What are currently the most important construction projects in building construction?
    A major project currently underway in the area of cantonal real estate is the new construction of the police building in Telliquartier in Aarau. The units of the cantonal police, which are distributed across numerous locations, are to be brought together here. The building permit is already available. At the end of March, the canton also started the consultation process for the new location of a canton school in Fricktal. The hearings on the aforementioned new building for the Office for Consumer Protection and the project to merge the Aargau IT department into one building in Unterentfelden were concluded. All construction measures are implemented according to the principle of sustainability. During planning, special attention is paid to the gray energy bound in the building, and the time for new user requirements is coordinated with the time of repair.

    Aargau has a large number of development areas that could offer space for additional residents. What are the plans here?
    The cantonal structure plan designates 21 residential areas with areas that are predestined for high-quality settlement development. These should make a significant contribution to absorbing the expected population growth over the next 10 to 20 years in suitable, easily accessible locations. The areas should not only support the economical use of the soil with an appropriate density, but also become high-quality and attractive residential locations in the interests of sustainable development. This is the task of the municipalities, which determine the appropriate framework conditions and requirements in the land use planning. The canton supports them in this.

    Area developments often stumble over traffic problems. Are you actively helping to find a solution?
    It is effectively the case that high demands are placed on traffic planning, especially when it comes to site developments. This is because there are many unknowns about future claims. Here, traffic planning must provide a flexible framework in order to be able to react to the various requirements of investors. As far as the canton is concerned, it takes an active part or sets the framework conditions at the interfaces.

    The project to extend the Limmattalbahn from Killwangen-Spreitenbach to Baden is currently making waves. What are your arguments to try to change your mind against the opponents of extra time?
    The reporting in the media unfortunately gives a distorted picture of the general level of acceptance for this project. In the public hearing, the regional planning associations and all municipalities in the perimeter of the new tram route as well as most associations of the Limmattalbahn approved. The specifically proposed lines also received broad approval. We take the public's reservations that emerged from the hearing very seriously. For example, we have added additional variants for the lines. We will examine these and other objected points in more detail until they are determined in the structure plan and weigh them against the other cantonal interests and with the reservations mentioned.

    Urban sprawl is also a problem in Aargau. Did the municipalities make mistakes in spatial development?
    It is important to look to the future. In today's inventory, the potential that can be better used for sustainable development should be recognized. The revision of the Spatial Planning Act of 2013 has shown that the development needs of the next 20 years can be covered with the internal development of the settlement, i.e. the use of the existing reserves. We take the containment of urban sprawl very seriously. The 2015 structure plan finally defines the settlement area. The consumption of crop rotation areas has already fallen sharply.

    How well or badly does the cross-community cooperation in spatial development work?
    The regional planning associations play an important role in this cooperation. You also have to coordinate the municipal land use planning regionally in accordance with the building law. The coordination along the municipal boundaries works.

    What does an optimal use of land resources look like for you?
    The economical use of the soil is a central concern. Building upwards cannot, however, be unrestricted. The quality of the settlement and the townscape must always be taken into account. And in the case of underground structures, care must be taken to ensure that there is enough space left where large trees can be planted and water can seep away. This is crucial for avoiding heat islands in the settlement area and for the groundwater. Climate change poses great challenges for us. Optimal use of soil as a resource, sustainable settlement development and high-quality residential and workplace areas are not mutually exclusive.

    The canton of Aargau is already well positioned when it comes to digitization. What are the future plans in the construction sector?
    The digitization of construction projects with Building Information Modeling (BIM) is a big topic for us. We are currently working on around 20 BIM pilot projects. At the beginning of the year, the first master builder submission was put out to tender as part of a pilot project in the invitation process. Our goal is for BIM to be used as standard for project management in all new projects in the civil engineering department from 2025. Astra and SBB have the same “timetable”.

    Pandemics have had an impact on urban planning before. Will Corona present urban planners with new challenges in the future?
    Our villages and small towns are ideally suited for walking and cycling as places with short distances. This is a very good starting position, even in times of pandemic. In more and more places there is the possibility to work in co-working spaces. In this way, long travel times can be avoided, even if there is little space for home office. Attractive public spaces and easily accessible recreational opportunities are important. These are in great demand, and not just since Corona. I do not believe that this pandemic will completely turn city planning upside down.

    According to an analysis by Wüest & Partner, the canton of Aargau has the highest potential for new living space and development areas alongside Geneva, Vaud and Zurich. What will have changed in Aargau in 10 years?
    According to our forecast, we will get more attractive living space, especially in easily accessible locations, near train stations, in the centers of our villages and cities. Existing buildings are being converted, some of them are being built. We anticipate a trend towards urban living, not least because of the demographic development. More older people are drawn to central locations where they can benefit from services, short distances and cultural offerings. But living in the country will also remain attractive. Many of the around 100,000 single-family houses in Aargau are being renovated and brought up to date in terms of energy or even replaced by new buildings.

  • "Best overall package thanks to the Spirit of Zug"

    "Best overall package thanks to the Spirit of Zug"

    To person
    Beat Bachmann is lic.oec. HSG and has management experience in the areas of business development, sales, finance and project management in domestic and foreign markets. His industry experience includes life sciences / medical technology, wholesale / sales of consumer goods, real estate, information and communication technology.

    You are the head of the Business Contact Point in the Canton of Zug. How can you imagine a normal working day?
    Beat Bachmann: Every day is different. As a "one-stop-shop", we primarily support and advise local companies on a wide variety of issues. This also includes support in finding office space. With over 100 company visits per year and by networking the companies with one another in the industry clusters, we help ensure that the companies can operate successfully in a business-friendly location. In addition, we support many companies each year in setting up in the canton of Zug.

    How are the companies based in the canton with regard to the pandemic?
    The Zug economy with its strong international ties is also affected and cannot escape the structural changes. The effects are to be mitigated thanks to the measures taken by the federal government and the canton. Due to the strong constitution of Zug's economy before the Corona crisis and the broad diversification, I estimate that the negative effects will be slightly lower compared to the rest of Switzerland. Nonetheless, our team was able to look after the same number of relocations in 2020 as in previous years.

    In the Credit Suisse location ranking, Zug almost always ranks first – not least because of the low corporate income tax rate of 12 percent. What else do you offer more than other cantons?
    We primarily offer the best overall package of excellent location conditions: These include long-term financial and political stability, tax and finance policy, great innovative ability, high availability of skilled workers in important industry clusters and efficient infrastructure. The fascinating living space and thus the quality of life are also very important. Last but not least, we often hear that economic friendliness – our “Spirit of Zug” – is very much valued.

    What tasks does the Business Contact Point take on in site development?
    In particular, we help ensure that the needs and requirements of the economy and companies are incorporated into the site developments. And when the properties are completed, we offer support in arranging the space for new tenants or buyers.

    Does the site development show that the potential is being exhausted?
    We are very happy that the landowners and site developers have made a significant contribution to the sustainable and qualitative development of the canton for decades. It is in line with the long-term strategy of the government council that Zug should remain an attractive place to live and live. There is still enough arable land. I therefore think that the canton of Zug can continue to develop in this way over many generations.

    «Zug, Baar and Rotkreuz score points with the
    Companies"

    Several commercial buildings are under construction in the canton of Zug. In the wake of the pandemic, however, the trend is towards home offices. Still, are you confident that all of these projects can be brought to life?
    Yes, I am confident that these surfaces will be absorbed. Switzerland and the canton of Zug are and will remain a leading international economic area. In the case of new settlements, the availability of ready-to-move-in space is an important location factor. It is difficult to estimate the long-term impact of Covid-19 on office space demand. The trend towards more home offices is countered by a trend towards more space per capita, as well as co-working spaces / business centers.

    Besides Zug, which city in the canton is the most popular location for companies?
    On the one hand, the Lorzen plain (valley communities) has had the most companies and jobs for decades. Since the canton records around 40% train commuters on working days, the proximity to train stations with IC and express train connections is playing an increasingly important role. Accordingly, along with Zug, Baar and Rotkreuz have been the most popular locations in recent years; Cham follows behind.

    What makes the canton of Zug attractive as a place to live?
    Zug offers a good international infrastructure, excellent schools and political stability. The standard of living is high and the living spaces are intact. There are lakes, mountains and diverse landscapes in the smallest of spaces. Zug therefore offers an outstanding quality of life and the proximity to central Switzerland and Zurich.

    How do you assess the current demand on the housing market?
    It is consistently high in the canton of Zug. At the same time, the vacancy rate in the canton of Zug is only increasing minimally.

    How do you rate the building potential in the housing market?
    Since we at the Business Contact Point primarily deal with companies and, accordingly, with office and commercial space, I am not an expert on the housing market. However, I observe that many apartments have been built unchanged for decades and that they are constantly finding residents. As the smallest full canton in Switzerland in terms of area and due to our sustainable growth strategy mentioned above, we will continue to see a high proportion of commuters in the future.

  • "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
  • 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.
  • "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. ■

  • "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. ■

  • 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. ■

  • 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