Category: Regions

  • Land belongs to everyone – except SBB owns it itself

    Land belongs to everyone – except SBB owns it itself

    At the end of the 1990s, Parliament separated SBB from the federal government. This gave it the freedom to manage its most valuable asset. Huge plots of land in prime locations throughout Switzerland. There were no clear specifications as to how many apartments should be built and at what prices. The Federal Council merely demanded that the proceeds flow into the pension fund and the railroad infrastructure. This was the birth of a system that is still a source of controversy today.

    3.5 billion for whom?
    Since 2003, CHF 3.5 billion has flowed from the SBB real estate portfolio into the railroad infrastructure. SBB sees this as a contribution to society. Carlo Sommaruga, SP member of the Council of States and President of the Swiss Tenants’ Association, takes a different view. SBB has “almost fully exploited” the financial value of its properties at the expense of the social component. It is particularly offensive that parts of these properties were once expropriated in favor of the former state-owned company.

    Europaallee as a mirror
    The prime example is in the middle of Zurich. A 4-room apartment on Europaallee costs around CHF 5,000 per month. For the tenants’ association, the project has become a symbol of real estate speculation with public land. SBB counters that it is a fair landlord and that its apartments are on average below the market price. But the impression of maximum densification for maximum profits persists.

    Lausanne escalates
    In Lausanne, the conflict is coming to a head. The “La Rasude” project right next to the train station is set to accommodate around 500 residents and 1,200 jobs. However, only 20 percent of the living space is earmarked for moderate rents, even though SBB officially promises to rent out more than half of its apartments at low prices. The result is now almost 1000 objections. Construction work could start in 2029 at the earliest.

    The framework is lacking
    Salomé Mall, Head of Development at SBB Real Estate, emphasizes that the profits are used for rail operations and relieve the burden on the public purse. The argument is understandable, but falls short. As long as there are no legal requirements for housing shares and rents, the orientation towards the common good remains voluntary.

  • Ein Quartier ohne Einsprache

    Ein Quartier ohne Einsprache

    Der Luzerner Regierungsrat genehmigte den Bebauungsplan Schützenmatt im Januar 2026. Der Emmer Einwohnerrat hatte ihn bereits am 1. Juli 2025 in zweiter Lesung einstimmig verabschiedet. Nach Ablauf der Beschwerdefrist liegt nun Rechtskraft vor, kein einziger Rekurs wurde eingereicht. Das ist bei einem Projekt dieser Grössenordnung keine Selbstverständlichkeit, sondern ein Zeichen breiter Akzeptanz.

    250 Wohnungen, 4000 Quadratmeter Leben
    Auf dem Areal entstehen rund 250 Wohnungen in verschiedenen Grössen sowie Gewerbe-, Gastronomie- und Dienstleistungsflächen von insgesamt rund 4000 Quadratmetern. Der Wohnungsmix reicht von kleineren Einheiten über Familienwohnungen bis zu Alterswohnungen . Bewusst konzipiert für alle Lebensphasen und verschiedene Einkommensstufen. Ein Teil der Wohnungen muss als preisgünstiger Wohnraum realisiert werden.

    Weniger Auto, mehr Velo
    Das Mobilitätskonzept setzt klare Prioritäten sodass Fuss, Velo und öffentlicher Verkehr Vorrang haben. Geplant sind über 970 Veloabstellplätze, darunter eine gedeckte, öffentlich zugängliche Velostation mit mindestens 300 Plätzen direkt an der Bahnhofunterführung. Für Autos stehen maximal 120 Parkplätze in der Tiefgarage bereit. Die Velohauptroute entlang der Gleise wird kreuzungsfrei geführt. Somit entfallen Konflikte mit dem Fussgängerverkehr.

    Die Stadt als Schwamm
    Das städtebauliche Konzept stammt von Fischer Architekten, deren Wettbewerbsbeitrag mit dem ersten Preis ausgezeichnet wurde. Im Zentrum steht das Schwammstadtprinzip. Sickerfähige Beläge, Bäume auf natürlichem Boden und begrünte Dachflächen speichern Regenwasser und geben es kontrolliert wieder ab. Mindestens 60 Prozent der Dachflächen werden intensiv begrünt. Das verbessert das Mikroklima und macht das Quartier klimaresilient.

    Ab 2027 wird gebaut
    Mit der Rechtskraft liegt die Umsetzung nun bei den Grundeigentümerschaften. Die Realisierung ist in vier Etappen geplant, ein Bezug der ersten Wohnungen ist ab rund 2030 realistisch. Christine Bopp, Leiterin Planung der Gemeinde Emmen, spricht von einem abgeschlossenen langen Planungsprozess, der nun Planungssicherheit für alle Beteiligten schafft. Emmenbrücke bekommt sein neues Herz und baut es mit Bedacht.

  • Artificial intelligence: Absolutely, but..

    Artificial intelligence: Absolutely, but..

    Whether the English “AI” or the German “KI” – artificial intelligence is currently omnipresent. How its impact is assessed depends heavily on the perspective of the individual: For some, the opportunities outweigh the risks, while others primarily see risks. However, one thing is undisputed: the technology is here to stay.

    For us as a digital real estate platform, an open approach to technological innovation has always been part of our DNA. With ImmoScout24 and Homegate, we have been actively shaping the real estate market for over two decades. Our principle also applies here: AI must not be an end in itself, but should act as an unprecedented “enabler”. After all, the true potential of these two letters lies in the accelerated development, smart expansion and enhancement of innovative products that can create real added value and achieve daily efficiency gains.

    In the professional real estate sector in particular, the benefits of AI can be seen in its productive integration into existing, established processes. While this enables us as platforms to develop market-oriented products in a more agile way, it creates new efficiency gains for brokers and property managers in their day-to-day operations. The decisive factor is not the technology itself, but its real contribution.

    Two examples from the SMG Real Estate ecosystem illustrate this:

    • Our AI-based listing text creation saves an average of 14 minutes per listing. Extrapolated to an entire portfolio or a marketing campaign, this results in a substantial gain in productivity. The time saved can be invested specifically where it makes the biggest difference – in consulting, negotiation and customer relations. Anyone who instead advertises on ImmoScout24 or Homegate as a private individual can use this new intelligent function to partially compensate for a lack of marketing experience.
    • The new “Insight Hub” for real estate professionals provides AI-driven answers to questions about the potential and performance of listings that were previously difficult to narrow down. Every week, real estate agents and managers receive an overview of the listings with the greatest potential for improvement, including specific recommendations for action and the expected increase in visibility.

    This is just a small excerpt, plus numerous current developments at SMG Real Estate, including “Agentic AI”, a digital companion for real estate professionals in their day-to-day work – from the transcription of meeting notes to seamless CRM integration. But more on that in the near future. At the same time, technological innovation requires continuous investment – especially in cybersecurity. After all, it’s not just the right players who benefit from AI. State-of-the-art protection mechanisms, two-factor authentication, integrated access controls, etc. are essential to secure data and effectively prevent attempted fraud. Trust remains the central currency in the real estate market – especially in the digital one.

    But thanks to these targeted, ongoing investments in AI applications, we at SMG Real Estate are actively continuing to shape our role as the “digital shaper” of the Swiss real estate industry. Our goal is and remains first and foremost to make real estate professionals not only more efficient, but also more successful in the long term. This is also what our vision stands for: “Next-Gen Swiss Real Estate – digital and simple.”

  • The turnaround is real USZ turns positive

    The turnaround is real USZ turns positive

    Anyone driving through the Hochschulquartier will see it immediately. Cranes. Building pits. Large construction site. Campus Mitte is being built and with it the ambition to redefine cutting-edge medicine in the long term. The investments are underway. The question has long been, how will the balance sheet support this? Now there is an answer.

    The turnaround is real
    36 million francs profit. For the first time since 2019. A year earlier, a loss of 31 million francs. The contrast is clear and the direction is right.
    Inpatient cases rose by just under 3 percent, outpatient visits by 5 percent to around 882,000. More patients, better capacity utilization, more consistent processes. The result is no coincidence. The turnaround is real. The work has only just begun.

    Digitalization is paying off
    Since CEO Monika Jänicke took the helm in 2023, the clear strategy “USZ 2030” has been in place. More efficient processes, greater digitalization, focused medicine. The EBITDA margin rose from 2.9 to 6.6 percent. Strong, but not yet at the finish line. As the owner, the canton is demanding 10 percent. At the same pace, this can be achieved in 2026. The target for the equity ratio, just under 40%, has already been met.

    The canton is moving with
    Investments are running in parallel with the increase in earnings. Around CHF 100 million was invested in real estate in both 2023 and 2024. The canton is supporting the project and is borrowing CHF 690 million on the capital market. This at better conditions than the hospital itself would ever receive and passes the money on.
    The retained earnings, which fell to under 200 million francs in 2024, have now risen again to around 230 million francs. The cushion is growing.

    Not just the USZ
    The positive trend is not an isolated case. Winterthur Integrated Psychiatry closed 2025 with a profit of CHF 1.8 million. After red figures in the previous year. Patient numbers up 5 percent. This shows that cantonal healthcare institutions are responding to cost pressure with structure, efficiency and clarity.

  • Regensberg fights for survival

    Regensberg fights for survival

    Regensberg has exactly 477 inhabitants at the end of 2024. Despite two tax increases in recent years, there is not enough revenue to finance the municipality’s tasks. The structural deficit threatens the independence of the medieval country town on the rocky spur above Dielsdorf. A merger with a neighboring municipality is on the cards, a scenario that many Regensberg residents want to avoid.

    A meadow as a turning point
    The impetus came in April 2024 at a Future Day, where the population openly discussed the fate of their municipality for the first time. On the agenda was the Pünt meadow, the last major building site in the village. This discussion gave rise to the idea of a cooperative. In July 2025, the Pünt Regensberg building cooperative was officially entered in the commercial register.

    40 apartments, 80 new people
    The project, a four-storey building with 41 apartments, is to be built on the Pünt, around three quarters of which will be large family apartments with 4.5 to 5.5 rooms, the rest smaller units with 2.5 to 3.5 rooms. The cooperative anticipates 60 to 80 new residents. For a community the size of Regensberg, this corresponds to a population increase of around 15 percent. A competition to find the project team was held back in 2025.

    More than taxes
    The goal is not just fiscal. Regensberg has the fourth-highest average age of all Zurich municipalities. Younger families should come and thus also secure the elementary school, because without a school there are no families and without families there is no village life. The flexible usage concept also allows older people to move from their single-family home to a suitable smaller apartment without having to leave the village.

    non-profit instead of speculative
    If the project had ended up in private hands, the apartments in the attractive location would have primarily been investment properties. In contrast, the cooperative lets on a cost-rent basis, i.e. without the intention of making a profit. The project is being financed via share certificates, member loans, state subsidies and bank mortgages, with a target equity ratio of 35 to 40 percent.

    the cranes will rise in 2028
    Because Regensberg is listed in the federal inventory of sites worthy of protection, particularly strict conditions apply to construction. The building permit is due to be issued in 2027, with construction scheduled to start in 2028. The first apartments could be occupied one or two years later. Whether the cooperative can solve the structural deficit on its own remains to be seen. But it proves that sometimes a village saves itself.

  • When the state becomes an accomplice

    When the state becomes an accomplice

    Two houses, around 5000 square meters, directly on the shores of Lake Aegeri in the canton of Zug. Wüest Partner estimated the value at CHF 27 million. The property was sold in 2017 for CHF 16 million, around CHF 3300 per square meter. At the same time, comparable properties changed hands for between 6,000 and 13,500 francs.

    A bargain or a crooked deal
    The owner had made provisions. Her property was part of a holding structure. 45 percent to each child, 10 percent to the granddaughter. But the brother acted behind his sister’s back. The sale was sealed in less than 100 days, without a public tender, without a bidding process, without the sister’s consent. She found out about it a month after the contract was signed and immediately filed a criminal complaint.

    When 9 million finds no explanation
    The buyer paid 16 million and received an unsecured loan of up to 25 million from Zuger Kantonalbank, a difference of 9 million. Internally, the bank valued the property significantly higher than the purchase price would suggest.
    Today, the buyer is in the dock for money laundering. He is said to have known that the sale was based on serious injustice.

    When a commission remains silent
    The case grew beyond the courtroom. In the summer of 2025, the Zug Cantonal Council set up a PUK to investigate the role of the cantonal government. The focus was on faulty land register inspections. The notary responsible pushed the matter forward without any legal grounds for recusal and evaded the crucial questions during questioning.

    When justice takes time
    Nine days of hearings until the end of March. Presided over by Judge Svea Anlauf. A verdict in June at the earliest. The presumption of innocence applies to all defendants.

    Lake Aegeri glistens. What comes to light in the courtroom during these weeks could keep the canton of Zug busy for a long time to come.

  • The digital elite: the top 10 PropTechs in Switzerland 2020-2025

    The digital elite: the top 10 PropTechs in Switzerland 2020-2025

    1. properti
    properti is one of the leading Swiss providers of digital real estate brokerage. The company combines the expertise of experienced estate agents with its own platform (Propchain®), on which properties can be listed, brokered and linked with service partners. properti covers various segments: Luxury real estate, investment properties and commercial real estate. By digitizing the brokerage process, customers can find suitable properties more quickly and brokers can work more efficiently. The startup has received several awards as Switzerland’s #1 PropTech and shows how traditional sectors can be transformed with digital technology. The business model is scalable, both nationally and internationally, and the platform serves as a central hub for all players in real estate brokerage. Under CEO Levent Künzi, the company is growing continuously and establishing itself as an innovation leader.

    2. PriceHubble
    PriceHubble uses big data and artificial intelligence to provide accurate real estate valuations and location analysis. The company processes millions of data points and creates market forecasts to help investors, brokers and banks make decisions. With offices in Zurich, Berlin, Paris and Tokyo, PriceHubble has an international presence and shows that Swiss PropTechs are globally relevant. Strategic partnerships, such as with Check24 or WealthPark, further strengthen its market position. The Fintech Germany Award 2023 in the PropTech category underlines the company’s innovative strength. The company was able to significantly expand its market presence with Series B financing of USD 34 million. PriceHubble is a prime example of how data-driven solutions are revolutionizing the real estate industry.

    3. Crowdhouse
    Crowdhouse is the leading platform for crowdinvesting in Swiss investment properties. Investors can acquire shares in properties for as little as CHF 100,000 and thus benefit from the Swiss real estate market without owning the properties directly. The platform manages over 1,600 investors and a real estate volume of CHF 2.1 billion. The recurring investor rate of 55% is particularly strong, indicating trust and stable performance. Crowdhouse digitizes and simplifies the real estate investment process considerably. It offers detailed information on properties, forecast returns and transparency in management. The startup has thus created a scalable model that benefits investors and project developers alike.

    4. Flatfox
    Flatfox digitizes the rental process for apartments and houses in Switzerland. The platform enables owners, estate agents and property managers to create listings, manage interested parties and control communication centrally. flatfox was acquired by Mobiliar in 2021, underlining its market position and relevance. Brokers can use all major Swiss real estate portals via the platform, which significantly reduces the effort involved. Flatfox thus solves a classic problem in the real estate industry: fragmented and inefficient communication between tenants, brokers and administrators. The combination of an intuitive platform and integration into existing systems makes the company successful.

    5. Houzy
    Houzy offers a comprehensive digital ecosystem for homeowners. The platform supports users with valuations, renovations, planning and networking with tradespeople and service providers. It is free for users, while partners pay for referrals. With over 100,000 registered users and 3,500-5,000 new users per month, the platform shows enormous growth potential. Investors such as UBS and Baloise underline the confidence in the business model. Houzy makes it easier for homeowners to manage complex tasks that used to be time-consuming and confusing, combining digital tools with practical services. The startup has thus established a leading position in the Swiss home ownership segment.

    6. Archilyse
    Archilyse is an ETH spin-off that automatically converts 2D floor plans into 3D BIM models and analyzes them digitally. Over 100 qualitative features such as visual axes, lighting conditions and energy consumption are evaluated. This enables architects, investors and real estate developers to objectively assess the quality of a project. With YoY ARR growth of over 250%, Archilyse demonstrates high scalability. The software solves a fundamental information problem in architecture: the objective comparison of properties. The company combines technological depth with practical application and shows how digital tools can revolutionize planning and evaluation processes.

    7. viboo
    viboo develops AI-based thermostats and intelligent building automation solutions for non-residential buildings. The aim is to minimize energy consumption without compromising comfort. Pilot projects show energy savings of up to 22% and a CO² reduction of 13 tons per school. Over 5,000 thermostats are already in use, supported by funding of €3.3 million. The company combines sound research from ETH and Empa with practical solutions for the market. viboo shows how ClimateTech and PropTech can be combined in practice. Through measurable savings and intelligent control, the start-up is establishing itself as a leading provider in Switzerland.

    8. Scandens
    Scandens is an AI-based software solution for refurbishment and investment planning for buildings. It automatically simulates over 500 renovation combinations and simultaneously optimizes profitability and CO² reduction. The start-up addresses a key Swiss problem: the low renovation rate of buildings. Through partnerships, for example with HEV Zurich, the solution is also made available to private owners. As an ETH spin-off, Scandens combines technological depth with practical relevance. The company shows how AI can make renovation planning more efficient and sustainable.

    9. vyzn
    vyzn develops web-based 3D/BIM software for sustainability analyses in new construction and renovation projects. The platform supports certifications such as Minergie or SNBS and analyzes the entire life cycle of a building from construction to use to demolition. vyzn enables planners and architects to reconcile costs, sustainability and quality. The solution has been recognized internationally, including as a semi-finalist in the EXPO REAL Impact Awards. As an ETH spin-off, vyzn demonstrates the combination of academic research and practical application. The start-up is clearly positioning itself in a growing market segment for sustainable and efficient construction planning.

    10. Immowise
    Immowise digitizes the management of condominiums and owners’ meetings. The platform supports owners and property managers with budget planning, news communication, cost estimates and meetings. It simplifies previously fragmented processes and significantly reduces administrative work. Since its foundation in 2021, Immowise has expanded from western to German-speaking Switzerland. With practical solutions and a clear focus on the Swiss real estate market, Immowise offers increased efficiency and transparency for communities of owners. The company shows how digital tools can revolutionize traditional management tasks.

  • AI as a competitive factor in the real estate industry

    AI as a competitive factor in the real estate industry

    Why the breakthrough is possible right now
    Current market analyses show a clear picture: AI has arrived in the industry. As part of an industry-wide market analysis, 55 AI solutions were examined and 24 specific use cases for the construction and real estate industry were derived. The study showed that most solutions can be found in the utilization and operation phase.

    The reason is obvious: large amounts of data are generated during operation, processes are recurring, efficiency pressure is high and sustainability targets are ambitious. This is where AI is already delivering measurable added value.

    In the planning phase, however, AI solutions have so far only been available in isolated cases. This is surprising in that there is a lot of potential for the use of AI in this phase in particular, for example in areas such as energy consumption and operating costs.

    Three areas of benefit that can make all the difference
    PLANNING & DEVELOPMENT
    Still little used, but strategically highly relevant. AI can optimize construction and resource plans or support operational processes on the construction site. In times when operational efficiency is becoming increasingly important, such tools could make all the difference.

    OPERATIONS & MANAGEMENT
    The current playing field of AI. From automated control of technical systems to optimized cleaning and waste processes and digital customer communication. Contract reviews and data management are also increasingly being supported by AI. This is already achieving a measurable boost in productivity.

    PORTFOLIO, INVESTMENT & STRATEGIC MANAGEMENT
    For owners, investors and portfolio managers, the added value lies more at the management and analysis level: data-based valuation models, portfolio analyses or the identification of CO2 savings potential enable well-founded decisions and thus strategically optimized management of real estate portfolios.

    What successful AI projects really need
    Artificial intelligence is not a sure-fire success. Three factors determine success or failure:

    • Data basis & governance: without clean, structured data, AI tools remain ineffective. Companies need to analyse their data quality, processes and IT infrastructure and optimize them if necessary.
    • Strategic anchoring: It is not the technology that should drive the use of AI, but a clear, strategic goal such as increasing efficiency, reducing costs, sustainability or portfolio optimization.
    • Realistic expectations & suitable implementation strategy: Many of the solutions identified are still at the pilot stage. A step-by-step approach, for example using low-code platforms or proven tools, can help to gain initial experience and then scale up.

    Conclusion: Shaping the future instead of waiting
    Artificial intelligence opens up many opportunities for the real estate industry: it can make processes more efficient and decisions more informed, reduce operating costs, promote sustainability and strategically manage portfolios. For organizations that consciously and strategically invest in AI today, it will become a differentiating factor across all phases of the real estate life cycle. However, the key lies not in the technology, but in a clear vision, a solid data foundation and appropriate implementation.

  • Digitalization in the real estate industry: progress with headwinds

    Digitalization in the real estate industry: progress with headwinds

    The industry’s digital maturity level has fallen slightly in 2025. This is shown by the Digital Real Estate Index 2025: on a scale of 1 to 10, the level of digitalization in the real estate industry currently stands at 4.0 points, a decline compared to the previous year (2024: 4.6 points). There are many reasons for this. Increasing complexity, insufficient data quality, cost pressure. This development affects almost all company sizes and roles, but to varying degrees.

    The digital divide is deepening
    The digital divide is particularly evident when it comes to company size. Although the decline affects all categories, small companies in particular are struggling the most with the cost and financing of digitalization. Medium-sized and large companies are able to maintain their lead to some extent.

    Changing roles
    There are major differences between the various roles. Facility management service providers and property managers were even able to slightly increase their digital maturity. The situation is different for planners, construction companies, owners and investors: Here, disillusionment is spreading with regard to digital maturity. In particular, the consistent use of Building Information Modeling (BIM) across the entire life cycle remains a major challenge. In turn, users and tenants are more critical of their digital maturity than in the previous year.

    Perceived stagnation instead of a spirit of optimism
    The industry’s perception is increasingly in line with the measured values. An increase in critical assessments could already be observed in the previous year. This trend is even more pronounced this year. The majority of respondents speak of stagnation rather than major progress.

    Technologies: Benefits recognized, limited use
    Artificial intelligence has found its place in the industry’s consciousness. In the ranking of the most useful digital technologies, Artificial Intelligence & Machine Learning occupies third place. Given the rapid development and increasing presence of AI in the form of Large Language Models (LLM), this is hardly surprising. However, actual use is lagging behind: not even a fifth of respondents are already using the technology. The situation is similar for data analytics. The industry also sees great benefits in this area and is making efforts to increase its use, but the potential has still not been exhausted. Platforms and portals remain the frontrunners among the technologies.

    Conclusion: Maturity also means reflection
    The current decline in digital maturity does not mark a step backwards, but rather a phase of classification. This is because the real estate industry has recognized that digital maturity does not come from buying tools, but from their measurable benefits. An initial digitalization push is followed by disillusionment, triggered by high integration costs, a lack of standards and inadequate data strategies. At the same time, companies’ understanding of their own level of maturity has grown.

    As a result, the view has become more critical, but also clearer. There is a growing realization that many digital initiatives fail because they are implemented as pure IT projects and too little attention is paid to organizational and human factors. Without clear governance, appropriate competencies and the consistent involvement of employees, the added value remains limited.

    A more realistic attitude opens up the opportunity to make future steps more targeted, more effective and more successful in the long term. Real progress is made when digital transformation is no longer seen as a project with an end date, but is recognized as a permanent management task.

  • “Insieme” education centers in Sursee

    “Insieme” education centers in Sursee

    The project competition was announced as an open, single-stage and anonymous procedure for general planning teams, with eight teams submitting proposals on time. The jury assessed them according to functionality, cost-effectiveness, sustainability, urban planning and architecture and awarded the contract to the “Insieme” project by Bob Gysin Partner from Zurich. The centerpiece is a new seven-storey building along the railroad line, which makes a clear contribution to urban densification and orients the campus more towards the station.

    Bright learning landscape
    In future, the new main entrances will be oriented more towards the railroad station, thus relieving the existing access through the adjacent residential area. All gymnasiums will be accessible via the newly defined entrance area, which will simplify routing and orientation. The arrangement of classrooms, group rooms, atriums and meeting zones creates a bright, flexible learning landscape that supports different forms of teaching and informal encounters in equal measure.

    Building sustainably, upgrading open spaces
    In terms of construction, “Insieme” relies on a combination of existing buildings and timber construction. With the exception of the basement, the existing building in Wing B is being dismantled and extended with a timber ribbed ceiling to create a six-storey building. The design of the open space responds to the climate heating by shading the existing staircase and enhancing it with additional planting and seating. The edge of the forest will have new recreational areas and loose tree planting, which will significantly increase the quality of the outdoor space.

    Next steps until commissioning
    In the first quarter of 2026, the jury’s comments will be reviewed and the competition project optimized if necessary. The extended facility is currently scheduled to open in 2035. Around CHF 97.4 million has been set aside in the cantonal financial planning for the expansion and partial renovation of the BBZG W in Sursee. An investment in future-proof vocational training and a strong educational location in the region.

  • The way is clear for Wil West

    The way is clear for Wil West

    At the second attempt, the voters of St. Gallen say yes to Wil West. The decision is close, but clear enough to create planning security. The vote shows that the region wants to grow. Bundled, plannable and coordinated across cantonal borders.

    With the sale of the land, St. Gallen is handing over a former estate of the Wil psychiatric clinic to the canton of Thurgau. In future, the economic area will be located entirely on Thurgau soil, but will remain within the immediate sphere of influence of the Will region. This creates a clearer starting position for investments, infrastructure and long-term settlement strategies.

    Concentration instead of urban sprawl
    Wil West stands for a model that keeps many regions busy, enabling economic growth without further urban sprawl. Instead of constantly scattering new commercial zones on the outskirts of towns, the location will in future concentrate companies, services and productive jobs in a location with good transport links.

    The plan is not just any old industrial area, but a modern work location. The aim is to create high-quality businesses that generate added value and skilled jobs without taking up an excessive amount of space. The development potential of the region will thus be utilized. For spatial planning, the project is therefore also an instrument for channeling growth instead of leaving it to chance.

    Infrastructure as a driver of development
    Wil West has a particularly strong impact through its infrastructure. With the project, the federal government, cantons and region are linking the expansion of the highway, public transport and pedestrian and bicycle connections. The planned freeway link to the A1 and better rail and bus connections will make the area attractive for companies and at the same time relieve pressure on the existing town centers.

    Sustainability as a location factor
    The first version of Wil West failed due to concerns such as loss of cultural land, traffic and ecological impact. In the revised version, sustainability plays a much more visible role. More compact construction methods, more careful land use and more green and open spaces are intended to reduce the ecological footprint.
    This is precisely what is becoming a location factor for companies looking to relocate. When choosing a location, more and more companies are looking at energy and land consumption, accessibility without a car and an attractive environment for employees.
    Wil West has the opportunity to set a new standard for work zones if quality assurance, phasing and criteria for settlements are consistently implemented.

    Seize opportunities, manage expectations
    With the yes vote for the proposal, expectations are now also rising. Politics and administration must pick up the pace without falling into a hectic pace. The region needs clear guidelines: which sectors should come? What density is desired? How can development be managed over decades without having to change strategy every time the economy changes?

  • Four axes that are reorganizing the real estate industry

    Four axes that are reorganizing the real estate industry

    Data & AI
    Industry reports see data-driven decisions and AI-based analytics as one of the strongest drivers. From predictive analytics for rents, vacancy rates and capex to automated valuations and AI-supported due diligence and document processing.

    Along the life cycle, this starts with land acquisition and project development (location scoring, risk and scenario models) and extends to operations and portfolio management (predictive maintenance, portfolio optimization, dynamic price and space management).

    Decarbonization and ESG
    Net-zero targets, taxonomy rules and ESG investing make green proptech a cluster in its own right. Smart building systems, IoT sensor technology and ESG data platforms measure emissions, energy and resources, automate reporting obligations and support refurbishment and investment decisions.

    This has a social impact through stricter regulation and investor pressure, and an economic impact through the growing difference in value between stranded assets and climate-friendly stocks. From carbon screening when purchasing land to decarbonization roadmaps for ongoing operations.

    User experience and flexibility
    Digital tenant experience, hybrid working models and flexible residential and commercial spaces are considered a core trend. Mobile access, self-service portals, real-time communication and dynamically bookable, usage-based spaces are required.

    Throughout the life cycle, this shifts the focus to user-centric concepts and mixed use right from the planning stage and requires platforms for booking, community building and personalized services during operation, which directly changes the value creation logic of properties.

    Platform ecosystems
    Many sources see a move away from isolated stand-alone solutions towards networked platforms in which data, processes and services from different players converge. Open interfaces and integrations are seen as the most important requirement on the part of developers and operators.

    Economically, this creates new platform operators, while socially, transparency, power and role models are shifting. From land purchase CRM and development tools to operating and ESG platforms that digitally connect the entire lifecycle.

  • First consultation on location promotion

    First consultation on location promotion

    For the first time, the dispatch on location promotion will be submitted to a consultation procedure, which will run until 1 June 2026. For the years 2028-2031, the Federal Council is requesting five financing decisions amounting to CHF 392.21 million, compared to CHF 428.83 million in the period 2024-2027. The instruments remain the same: SME policy, tourism policy, regional policy, export promotion and location promotion. The bottom line is that the budget, adjusted for special Covid payments and the 2027 relief package, will fall by around 5.2 percent.

    Easing the digital burden on SMEs
    One focus is on easing the administrative burden on SMEs by expanding digital government services. The core component is Easy-Gov.swiss, which is to be further developed into a marketplace for digital services from the federal government and cantons and positioned as a standard infrastructure for a “digital government” for companies. The aim is to simplify procedures, reduce duplication and ensure more efficient cooperation between the administration and business.

    Access to international markets
    Export promotion should provide SMEs with targeted support when entering new foreign markets and expanding existing ones. In an environment with increasing export hurdles and volatile framework conditions, there is a greater focus on information, advice, risk diversification and export risk insurance. At the same time, SMEs should be able to make better use of the opportunities offered by new and existing trade agreements.

    Strengthening regions as economic and living spaces
    The federal government wants to support economic development in all parts of the country with its location promotion. It promotes tourism destinations and economically oriented projects in rural and border regions. This enables them to remain attractive places to live and work. In this way, the Federal Council combines growth impulses for SMEs with balanced regional development.

  • Tour Invictus new face for Fribourg

    Tour Invictus new face for Fribourg

    The Tour Invictus marks a turning point in Fribourg’s urban development. It increases the density of living space upwards instead of continuing to grow outwards. The project is a response to scarce land, changing household structures and an ageing population.

    At the same time, the tower raises the question of identity. How much “high-rise” can a medium-sized Swiss city tolerate? The building will be visible from the city and from afar. It will thus become a symbol of a new phase of urban development that rebalances density, mobility and quality of life.

    New forms of housing instead of classic perimeter blocks
    The mix of uses is clearly geared towards housing, but is finely graduated internally. On the lower floors, there will be apartments suitable for the elderly with assisted living facilities. On the upper floors are privately financed condominiums with expansive views and a high quality of living.

    This vertical mix replaces the classic perimeter block with separate buildings for different target groups. It brings people with different lifestyles together in the same building. For operators, owners and urban planners, this opens up new options for services, neighborhood connections and community building.

    Creating quality of stay
    A tower of this height always provokes the same question. Will density become a burden or a quality? The decisive factor is the design of the transitions. The street level, first floor and surroundings must maintain the scale for pedestrians. Green outdoor spaces, a clear address and legible entrances determine whether the tower is perceived as a foreign body or as a natural part of the neighborhood.

    What counts inside is the sense of spaciousness. Daylight, room heights, private outdoor spaces and views are the counterbalance to the large number of units. Where open spaces are deliberately moved indoors, for example with communal rooms, roof terraces or usable arcades, identification is created instead of anonymity.

    Opportunities for the city
    For the city of Fribourg, the Tour Invictus is both an opportunity and a test case. It shows how investors, planners and authorities deal with densification targets. The handling of traffic, development, shading and the neighborhood will be closely monitored. If the project is successful, it will strengthen the acceptance of further vertical densification.

    At the same time, the area of tension remains visible. A high-rise triggers discussions about the skyline, character and social mix. Managers in administration and the real estate industry are called upon to actively moderate this debate. Clear narratives are needed as to why density does not mean sacrifice, but rather enables new forms of urbanity.

  • New white paper: ‘’Cooling buildings efficiently’

    New white paper: ‘’Cooling buildings efficiently’

    Although the impact of climatic changes differs depending on the location and use of the building, in future almost every residential and office building will require cooling. Anyone planning a new build is well advised to carry out an analysis of exterior and interior comfort levels, define summer heat insulation requirements and maximum acceptable interior temperatures, and request proof of thermal comfort. For existing buildings that don’t meet current or future requirements in summer, there are other viable measures that can be implemented.

    With comfortable indoor temperatures increasingly considered a criterion for rentability, it makes sense for property owners to invest in climate control for their properties. Buildings with a high level of climate comfort are future-proof, their market value increases and they usually attract higher rental income.

    The new white paper, ‘Cooling buildings efficiently’ (23 pages), shows how we can build or renovate properties today to ensure they continue to offer a high level of comfort in the climate of the future.

  • Urban change on the Wellis site

    Urban change on the Wellis site

    One of the region’s most exciting transformation areas is located between the railroad station and the old town. Halls, warehouses and work yards are being transformed into an urban quarter with its own character. The area thus plays a key role as the gateway to Willisau.

    The area is roughly the same size as the historic old town. The previously closed production site is being transformed into an open piece of town. Paths, squares and open spaces will connect the station, the old town and the district. The previous barrier will become an urban interface.

    Mixture instead of monofunction
    The development clearly focuses on a mixture of uses. Several hundred apartments of different sizes and typologies are planned, supplemented by areas for commerce, services and local amenities. Living, working, shopping and leisure are moving closer together.

    It creates frequency throughout the day, increases the utilization of the infrastructure and reduces dependency on a single type of use. At the same time, it opens up scope for new forms of work, small-scale service providers and local suppliers.

    Identity from the industrial past
    The Wellisareal remains recognizable as a place. Parts of the existing building fabric will be preserved and used for new purposes. The industrial character not only provides history, but also identity. It clearly distinguishes the district from green meadow developments on the outskirts of the town.

    New buildings complement the existing buildings without covering them up. A high point marks the area in the silhouette of Willisau. The decisive factor here is not the height alone, but the effect in the urban space. This creates an image that remains anchored in the perception of residents, visitors and investors.

    Open space as a location factor
    The project consistently combines density with open space. Generous green spaces, trees, squares and paths structure the quarter and ensure a quality of stay. Instead of the inner courtyard as a residual area, the open space is at the center of the concept.

    For future users, this is more than just a matter of comfort. Shaded recreational areas, well thought-out outdoor spaces and differentiated microclimates are becoming hard location factors. They influence rentability, image and long-term value development. A robust open space concept also supports the adaptability of the neighborhood over its life cycle.

    Rebalancing mobility
    The location directly next to the train station and close to the old town allows for a low-traffic approach. Priority is given to pedestrians and cyclists, with public transport services within walking distance. The project deliberately reduces the number of parking spaces and focuses on alternative forms of mobility.

    For local authorities and investors, this means less land consumption for cars, more space for value creation and quality of life. At the same time, there is increasing pressure to think of mobility as an integrated offer. From sharing solutions to logistics and neighborhood services.

  • New CKW headquarters strengthens Emmen

    New CKW headquarters strengthens Emmen

    With the “EnergiePark Emmen” project, CKW intends to further develop its existing site on the Reussinsel. The centerpiece is a new plant building for the Grids and Building Technology divisions, including a grid base for the construction, operation and maintenance of the electricity grid in the greater Lucerne area. The employees previously based in Reussbühl will thus have modern workplaces in Emmen, and processes will be bundled in terms of space and organization.

    Commitment to Emmen and more jobs
    The Reussinsel is CKW’s historic place of origin, where the first power plant went into operation in 1894. With the planned relocation of its headquarters, CKW is building on these roots and making a long-term commitment to the Emmen site. The number of employees on the Reussinsel will increase from around 600 today to around 1,000, which will generate additional tax revenue and strengthen the economic development of the municipality.

    Careful planning and inward densification
    The guideline project was developed in a planning process lasting several years with the municipality of Emmen and a study contract with five planning teams. The “Compakt” project by Penzel Valier AG with Maurus Schifferli Landschaftsarchitekten was selected for its urban planning quality and sensitive integration into the landscape. The project consistently focuses on inward densification. The valuable natural space on the Reussinsel remains untouched and additional buildings are only planned as a long-term reserve.

    Traffic, development and next steps
    An important part of the project is the development and traffic management. Mobility measures are planned together with Emmen and Ebikon, including a new bus stop in the Rathausen area, adjustments to the road infrastructure and mobility management with trip caps and balanced traffic distribution. Based on the indicative project, the municipality of Emmen is now drawing up the development plan with the active involvement of the local population. According to the current timetable, concrete construction projects could be approved and implemented from 2030.

  • Group of 15: Joint plea for a united real estate industry

    Group of 15: Joint plea for a united real estate industry

    The Swiss real estate sector is viewed with suspicion in some places – especially when it comes to the housing market. Is there enough living space in central locations? Why are rents in metropolitan regions rising sharply and constantly? What influence do municipalities, cantons and the federal government have on the activities of the institutional real estate industry? And what voice does the sector speak with throughout the country?

    The professional, institutional and commercial real estate industry is undoubtedly under observation. It is undoubtedly caught between growing regulation, social change and, in many places, calls for innovation, renewal and fairness. The minds and planners of the 25th symposium of the Group of 15, the think tank of the Swiss real estate industry founded in 2001, posed the questions to be answered in the run-up to the event: What does sustainability mean in a market that is becoming increasingly controversial? How can economic incentives be combined with social responsibility and sustainable urban development? And: How much state intervention is necessary – or too much?

    “Curbing regulatory madness”
    For Basel-born Prof. Dr. Christoph A. Schaltegger, one thing is clear: the state’s influence on the construction and real estate industry is enormous – and needs to be curbed. The professor of political economy, director and founder of the Institute for Swiss Economic Policy (IWP) at the University of Lucerne and former member of the executive board of economiesuisse criticized Bern and its authorities. He said that subsidyitis and patronage politics were rampant there in their purest form. “The federal government is twice as big as the state quota implies,” he told the 300 or so guests at the symposium in Zurich’s Kunsthaus.

    The Swiss state is growing more than twice as fast as the productivity of the economy and is now accumulating “implicit debts of over 300 percent of economic output”, Schaltegger continued. His call: the “Sturzenegger approach”, a thorough cleaning of public finances à la Argentina. At the same time, he argued for a significant reduction in federal regulation. He referred to the sharp increase in the number of ordinances and decrees since the 1970s. Of course, many of these federal decisions also affect the local construction and real estate sector.

    Artificial intelligence as a remedy?
    Prof. Dr. Christian Kraft, Head of the Real Estate Competence Centre at Lucerne University of Applied Sciences and Arts, then turned his attention to the topic of structural (dis)order and the question of whether artificial intelligence could possibly promote investment security in the “chaos of Swiss-German building laws”. His answer: a clear yes and no. The current uncertainty, which is partly location-specific, is primarily due to longer approval periods for real estate projects at BZO level. Between 2011 and 2024, for example, the average approval period increased from less than 100 days to almost 200 days on average. In addition, there has recently (since 2020) been a sharp increase of 20 to 30 percent in the planning and construction costs of apartment buildings, according to Kraft.

    Successful neighborhood mix and fatal objections
    Dr. Sibylle Wälty, lecturer at ETH Zurich and founder of Resilientsy, then showed what added value the concept of “10-minute neighborhoods” can create in land use planning. Her research and consulting focus is on a balanced mix of residential and working populations as well as other important factors for liveable urban districts. Dr. Wolfgang Müller, Partner & Head Real Estate at MLL Legal Ltd, then shed light on the “room for contradiction”. He explained where current case law offers opponents and “project obstructors” a hand and what conclusions politicians and the real estate industry could and should draw from this.

    Decency and consideration in residential construction
    After the coffee break, Paolo Di Stefano’s symposium presentation entitled “More freedom and personal responsibility” dealt impressively with how real estate investors can move “from problems to prospects” and make residential real estate “fit for the future”. The experienced Head of Real Estate Switzerland at Swiss Life Asset Managers (with around 37,000 residential units in its portfolio throughout Switzerland) showed, among other things, a successful example of portfolio renovation without vacancy notices at the Schmiede in Zurich-Wiedikon. He also presented the Au-Park in Wädenswil, an almost completed major new construction project in which, in addition to around 200 rental apartments, many condominium units are being built by Swiss Life Asset Managers.

    At the symposium, he made a plea and at the same time urgently appealed to the representatives of the real estate industry to speak with one voice to both politicians and the general public. He also pointed out self-critically that the current representation of the farming community in the Swiss National Council and Council of States, for example, is far more important and influential than that of the construction and real estate industry. Di Stefano warned that speculative building investors and long-term institutional investors were sometimes lumped together in the “political power play”. It is important to work together to counter this with arguments and show that “decent building also means consideration”.

    “Simply make good and convincing projects”
    The major Group of 15 event at the Zurich Kunsthaus concluded with a slightly peppery future talk by conference host Rainer Maria Salzgeber with National Councillor Beat Walti (FDP) and Green Liberal Councillor Esther Keller (Canton of Basel-Stadt). They agreed that regulations in the construction sector should not continue to grow wildly and that, above all, discretionary leeway should be made possible for real estate projects. Both warned against an “unholy political alliance between left and right”, which could have counterproductive consequences for the real estate industry.

    Beat Walti, who has been President of the VIS Swiss Real Estate Association since 2023, which represents the interests of institutional investors such as pension funds, insurers and private real estate companies in federal Berne, called on the real estate industry, which he warned at the beginning with a “yellow card”: “Show what you are building and doing in order to create trust – among politicians and the general public”. Esther Keller, Head of Basel’s Department of Construction and Transport, agreed and summed up her demand succinctly in her closing statement: “Just do good and convincing projects”.

  • Building a house from plastic waste

    Building a house from plastic waste

    Today’s PET bottle could be part of a floor beam tomorrow, as a load-bearing element. A research team at the Massachusetts Institute of Technology is investigating how recycled plastic can be shaped into load-bearing components using large-format 3D printing. The focus is on a beam system that has been specially developed and tested for use in residential construction.

    Plastic trusses instead of wood
    The new beams look familiar at first glance, as they are based on the geometry of classic wooden trusses. A frame with diagonal struts absorbs and distributes forces, a construction method that has been tried and tested for decades. What is new is the material and production. A composite of recycled PET and glass fibres is used for printing, which provides rigidity and stabilizes the pressure behaviour. Each beam measures around 2.4 m long, around 30 cm high and a good 2.5 cm wide, weighing only around 6 kg and therefore significantly less than a comparable wooden beam. The production time is short, less than 13 minutes per component is sufficient for printing.

    Load test under practical conditions
    In order to test its suitability for everyday use, the team assembled four beams in parallel and screwed them together with a wood-based panel to form a floor frame measuring approximately 1.2 by 2.4 m, a common grid dimension in the USA. The surface was then gradually loaded with sandbags and concrete weights, while the deflection was continuously measured. Up to a load of around 140 kg, the deformation remained well below the limits permitted by US building regulations. Only when the total load exceeded 1,800 kg did the construction fail, the beams buckled and broke. This indicates that the rigidity is generally sufficient to meet the relevant requirements in residential construction.

    Lightweight, modular, quick to assemble
    In addition to the load-bearing capacity, the low weight is a key advantage of the system. The plastic beams can be transported using a pickup truck, which simplifies logistics and handling on the construction site. Assembly follows the principle of classic timber frames. The elements are screwed together on site and joined to form a load-bearing skeleton. In the long term, the concept is aimed at modular house frames in which the floor, walls and roof consist of standardized, printed components. This approach is particularly interesting for regions where wood is scarce or expensive.

    Plastic waste as a raw material for a billion houses
    The project was triggered by the enormous global demand for housing. AJ Perez from the MIT School of Engineering points out that around one billion new houses will be needed by 2050. A demand that can hardly be met with wood alone without clearing gigantic areas of forest. Instead, existing waste streams should be used. Disposable plastics such as bottles or food packaging will be given a second life as a construction product. The aim is to create components that are lighter, more durable and more sustainable than conventional alternatives.

    Costs, standards, long-term behavior
    Despite the promising results, the technology is still in its infancy. The actual costs on an industrial scale, the adaptation of standards and approval processes and the long-term behavior of the components under weathering, UV radiation and changing loads are still unclear. Nevertheless, the project opens up exciting prospects for planning, development and the construction industry. 3D-printed supporting structures made from recycled plastic could change the material mix in building construction. Provided that cost-effectiveness and durability can be convincingly demonstrated.

  • From industrial heritage to innovation campus

    From industrial heritage to innovation campus

    Where textile machines and industrial production used to set the pace, a new focus for technology, trade and entrepreneurial development is now being created. The approximately 75,000 square meter site is not being conceived as an isolated business park, but as a networked innovation location with a direct link to the Töss district. Existing buildings, paths and spaces form the backbone of the transformation.

    Historical substance remains where it creates character and identity. At the same time, structures will be opened up, paths made more permeable and new places for encounters, collaboration and exchange created. The Vitus site will thus become a visible driver of Winterthur’s economic development.

    Mission statement and site strategy
    The guiding principle is both simple and ambitious. A tech and innovation cluster that brings together companies, start-ups, education and research in one place. The focus is on work, not living. Office and commercial space is planned for technology-oriented companies, research-related businesses, service providers and creative players. Co-working facilities, flexible spaces and space for young companies will also be added.

    At the same time, the site development focuses on atmosphere. Urban meeting zones, restaurants, cultural offerings and publicly accessible outdoor spaces are intended to ensure that the area also comes alive outside of traditional office hours. The planned Vitus Promenade connects the site with the Töss river and creates an identity-forming open space axis that enables movement, recreation and interaction.

    Development in stages
    The transformation is deliberately taking place in several stages. In the first phase, existing buildings will be activated, renovated or upgraded through targeted conversions. Interim uses, co-working, events and cultural formats will ensure that the area gains appeal even during the planning phase. The first companies from the fields of technology, sustainability and future mobility are already using the Vitus site as a place to work and develop.

    At the same time, structural foundations are being laid for the next steps, such as improved access, sharper utilization concepts, mobility and sustainability approaches. Individual construction projects, such as the new LANDI site, fit into this picture and strengthen the commercial character of the area. In a later stage, the eastern part of the site in particular will be redeveloped in greater depth. Additional, contemporary space for production, laboratories, offices and services will be created here – tailored to market needs and demand.

    Prospects for Töss and Winterthur
    The Vitus site will give Winterthur-Töss a strong economic anchor point. The site offers potential for several thousand jobs and thus strengthens the district’s role as a productive yet urban location. Open spaces, permeable paths and cooperation with local players should prevent the creation of an isolated commercial area.

  • Lucerne invests 300 million in its location

    Lucerne invests 300 million in its location

    The starting point for the proposal is the concern that the previous locational advantage of low corporate profit taxes will be lost as a result of the OECD minimum taxation. International corporations will have to pay more tax in future, which means there is a risk that top taxpayers and jobs will move away. The adopted package is intended to cushion these effects and keep Lucerne attractive as a business location through other levers.

    The Cantonal Council has amended the law on economic development and regional policy for this purpose. An annual volume of measures of around CHF 300 million has now been anchored in favor of location promotion. The canton is thus creating a predictable framework for the targeted financing of strategic projects and structural improvements.

    Innovation, taxes, land, administration
    The measures in favor of the economy are concentrated on several axes. At the center is the promotion of innovation. This means supporting companies, projects and structures that increase value creation and future viability. This is complemented by an improvement in the tax burden in other areas in order to partially compensate for the loss of the profit tax advantage.

    Another focus is on the development and availability of commercial and residential space. Lucerne wants to ensure that sufficient suitable space is available for businesses, services and housing. Equally important is a “customer-oriented” administration. Processes should become faster, more transparent and more business-oriented so that investments do not fail due to bureaucratic hurdles. For the population, additional measures are aimed at easing the tax burden, improving work-life balance, culture and digitalization.

    New rules for micro-shops and shop-fronts
    The bill also includes changes to the retail sector. Self-service stores without sales staff with a maximum area of 30 square meters will be allowed to open daily from 5 a.m. to 10 p.m. in future. A restriction to farm stores was narrowly rejected. The regulation thus applies more broadly and facilitates new, automated store concepts.

    In addition, stores with fast charging stations will in some cases be treated in the same way as petrol station stores. Anyone who operates at least four charging stations with 150 kilowatts each and a simultaneous total charging capacity of at least 300 kilowatts can benefit from extended opening hours. In this way, the canton is supporting the expansion of e-mobility and linking charging infrastructure with local service offerings.

    Political controversy is inevitable
    The bill is politically controversial. The SVP and SP have announced a referendum. Both because of the fundamental direction of the package and because of the extended store opening hours and the location policy in favor of large companies. This means that the thrust of Lucerne’s location strategy is likely to be the subject of public debate.

    In practice, this means that companies, investors and municipalities will receive a clear signal that the canton is prepared to invest substantial funds in location development. However, whether and in what form the package of measures will definitely come into force will also depend on the political debate and a possible referendum.

  • Lucerne Economic Development Wermelinger takes over

    Lucerne Economic Development Wermelinger takes over

    The Board of Trustees of Lucerne Economic Development has elected 54-year-old Patrik Wermelinger from Lucerne as its new Director. He comes from the canton of Lucerne, lives with his wife in Meierskappel and has known the regional economy at close quarters for many years. He has a degree in business administration and an Executive MBA in General Management, which he completed at Lucerne University of Applied Sciences and Arts.

    Wermelinger is currently Chief Investment Promotion Officer and a member of the Executive Board at Switzerland Global Enterprise. In this role, he supports international companies in setting up operations in Switzerland and operates at the interface between location marketing, investment decisions and global competition for projects. This profile predestines him to position Lucerne visibly in the competition between business locations. With a clear understanding of the requirements of international investors.

    Familiar head with a return bonus
    Patrik Wermelinger is no stranger to Lucerne. From 2006 to 2016, he was head of location promotion and marketing at the Lucerne Economic Development Agency. During this time, he built up a broad network of companies, municipalities, institutions and partners in Switzerland and abroad. He knows the strengths, but also the challenges of the economic region from practical experience. From industry to tourism and knowledge-intensive services.

    This return with additional international experience is a strategic advantage for the organization. Wermelinger brings in-depth relocation and promotion experience from Switzerland as a whole, combined with a clear view of Lucerne as an independent brand in the competition between locations. This creates good conditions for maintaining existing relationships and attracting new companies. Especially in an environment in which location decisions are more competitive.

    Orderly transition at the top
    Patrik Wermelinger will take over as Director on June 1, 2026. The current Director, Ivan Buck, will retain operational responsibility until the end of February 2026. He will then set up his own company in the field of relationship management. For the transition phase between March and the end of May 2026, Deputy Director Andreas Zettel will take over management on an interim basis and ensure a smooth transition.

    Lucerne Economic Development thus relies on continuity in ongoing operations and a clear handover. The combination of temporal overlap, internal interim solution and succession communicated at an early stage strengthens planning security for partners, municipalities and companies that work with the organization.

    Trust in expertise and personality
    The Board of Trustees is convinced that it has made the right choice in Patrik Wermelinger. President Erwin Steiger emphasizes both the high level of expertise and the international experience of the designated Director. At the same time, he emphasizes his trustworthy and winning manner. A combination that is central to the work at the interface between politics, administration and business.

    With this personnel decision, Lucerne Economic Development is positioning itself for the coming years with regional roots, an international network and a director at the helm who already knows Lucerne as a location.

  • Digital intelligence in construction

    Digital intelligence in construction

    “Planning is already highly digitalized, construction less so and operations more so,” explained Alex Walzer from the FHNW. A lot of information still gets lost between the project phases. This is a problem, particularly with regard to the circular economy. Walzer sees great potential in the consistent use of data. Learning from projects, designing buildings based on data, standardizing processes. But without a clean data basis and precise questions, even artificial intelligence remains ineffective.

    Consistent data with Lakeup
    Michal Rzinski from Bond BIM presented the Lakeup platform, a system for life cycle data management. It is designed to enable building owners and real estate organizations to use data in a structured way over the entire life cycle of a building. From the definition of requirements to ordering and evaluation, Lakeup creates data consistency and transparency.

    According to Rzinski, the focus is on people. “We want to pick up specialist planners, engineers and decision-makers in equal measure.” One example is provided by the University Hospital Basel, where AI agents automatically classified 25,000 data records, the basis for later applications. The platform has a modular structure, from specialist planning tools to corporate solutions.

    Virtual bathrooms and real decisions
    Things got practical with Patrick Marti from Hegias Vision. His platform combines 3D visualization with real-time data in bathroom renovation. Using an iPhone, rooms can be scanned, objects automatically recognized and designed in a digital environment. Customers can immediately see what their bathroom could look like, including materials, lighting moods and real product data.

    Together with BMS, Hegias is enabling a new, interactive consultation process. “People used to leave the showroom with a block full of product names, now they leave with a link to their dream bathroom,” says Ilona Lupart from BMS. The room scanner makes it easier to get started, speeds up decisions and increases satisfaction.

    People at the heart of digitalization
    In the final round, everyone agreed that automation cannot replace people. “AI should relieve the burden on advisors, not replace them,” emphasized Marti. Walzer emphasized that AI is particularly strong where large amounts of data are analysed or supply chains are optimized. Nevertheless, specialist knowledge, reflection and further training are still required.

    Rzinski added that Lakeup was deliberately designed to cover different levels of expertise, from data specialists to management. Lupart added that training, involvement and communication are key to reducing skepticism. Openness is more important than age: even 90-year-olds have used VR glasses enthusiastically.

    New skills and outlook
    Walzer sees a change at the FHNW. “Students today are working more collaboratively and critically with technology.” In addition to technical skills, soft skills, communication, understanding of interfaces and teamwork are increasingly in demand.

    Marti and Rzinski announced that they will continue to expand their platforms in the future. More automation, better user guidance and deeper integration of AI into existing processes. Walzer dares to look ahead “In ten years, AI will work as naturally in the background as electricity from the socket. The goal will have been achieved when building is fun again thanks to technology.”

  • Antitrust law with scope for cooperation

    Antitrust law with scope for cooperation

    The Swiss economy supports strong antitrust laws. Restrictions on competition should be prevented and fair competition ensured. In practice, however, the competition authorities had increasingly moved away from this principle. Instead of examining the actual effects on the market, they primarily assessed the form of an agreement. Certain agreements were thus automatically deemed inadmissible, even if they were proven to have no harmful effects.

    This led to considerable legal uncertainty, particularly for SMEs, planning offices, and companies in the construction industry. Purchasing groups, joint research projects, and insurance pools came under scrutiny, even though they often enabled efficiency gains and better market performance. With the revision that has now been passed, Parliament is responding to this problem and calling for a return to the original intention of the legislature.

    New assessment logic in Art. 5 of the Cartel Act
    The core of the revision is the clarification in Art. 5 para. 1 of the Cartel Act. In future, it will no longer be sufficient to simply classify an agreement as a “hard agreement.” An overall assessment of its significance, taking into account qualitative and quantitative elements, will always be required. These include market structure, market shares, and specific framework conditions in each individual case.

    The nature of the agreement remains important because it provides indications of typical harmful potential. However, it is now clearly stated that it must be examined whether this potential actually materializes in the real market environment. In practice, this means that competition authorities can no longer sanction cooperations solely on the basis of their form, but must justify why and where they actually impair competition. The substantive amendments are expected to come into force on January 1, 2027.

    More scope for cooperation
    The revision strikes a delicate balance. Cooperation that is competitively unobjectionable or even beneficial is taken out of the firing line without weakening the enforcement power of the Competition Commission. This provides greater clarity for planning offices, engineering firms, and other players in the construction industry. This is particularly the case where cooperation is permitted, such as in joint procurement, standardization projects, or shared resources.

    At the same time, the fundamental mandate of antitrust law remains untouched. Hardcore cartels, price fixing, and bid rigging will continue to be strictly prosecuted. The revision does not shift the focus away from protecting competition, but back to its core. Effect rather than form, abusive behavior rather than blanket suspicion.

    Institutional reform of the competition authorities
    The process is not complete with the substantive revision. In 2026 and 2027, institutional reform will come to the fore. This involves the question of how cartel proceedings are conducted and how they are structured in accordance with the rule of law.

    Several elements are central to this. First, the institutional separation between investigation and decision-making is to be sharpened. The Competition Commission will be expanded into a more court-like body with its own specialist resources, while the Secretariat will act as an independent prosecuting authority.

    Second, a specialized appeals body is planned to bundle antitrust cases, secure expertise, and speed up proceedings. Third, an independent hearing officer will be appointed to monitor compliance with procedural rights and serve as a neutral point of contact for the parties without interfering in the substantive decisions.

    Fourthly, greater transparency is to be created by publishing dissenting opinions and making divergent views visible, which will make legal developments more comprehensible. Under the ECHR, antitrust proceedings are considered criminal proceedings, deeply interfere with the rights of the companies concerned, and are therefore subject to high constitutional requirements. It is precisely in this area of tension that Bauenschweiz continues to see a considerable need for reform.

    Bauenschweiz pushes for greater rule of law
    Bauenschweiz welcomes the fact that the Federal Council recognizes the need for reform in enforcement, but rejects the current proposal for institutional reform. From the umbrella organization’s point of view, it does not sufficiently address the central shortcomings. In particular, the independence of the decision-making body, the clear separation of investigation and judgment, and the protection of procedural guarantees are not yet sufficiently ensured.

    An antitrust framework that deeply interferes with entrepreneurial freedoms requires robust institutions, transparent procedures, and trust in fairness. Only in this way can competition violations be consistently sanctioned without unnecessarily hindering investment willingness and meaningful cooperation.

    The Federal Council’s message on institutional reform is expected in the summer of 2026, with parliamentary deliberations likely to begin in the third or fourth quarter. Bauenschweiz intends to get involved again, together with an economic alliance. The aim is to establish antitrust law that protects competition, assesses cooperation on a case-by-case basis, and consistently meets the requirements of the rule of law.

  • Where real estate loses its appeal

    Where real estate loses its appeal

    The cantons with the greatest demographic risks include Ticino, Bern, Neuchâtel, Jura, Appenzell Ausserrhoden, Nidwalden, Obwalden, Graubünden, Glarus and Schaffhausen. They account for around 23 percent of the total mortgage volume in Switzerland and are therefore anything but peripheral regions. At the same time, they are structurally less well equipped for the future.

    The core of the problem lies in the age structure. Population growth is taking place primarily in the over 65s. People who rarely move and hardly ever demand additional living space. At the same time, the number of working people, i.e. those households that typically buy their own home or enter into new tenancies, is falling. The result is less demand, more patience when selling and growing price markdowns. This is particularly noticeable in markets with many single-family homes and vacation properties, for example in parts of Ticino, Graubünden or the Jura.

    Demographics beat price fantasy
    The study outlines a market that is likely to diverge significantly over the next 20 years. While owners in many of the cantons concerned still expect prices to continue to rise, demographics paint a different picture. If hardly any young households move in and immigration remains weak, the surge in demand that justifies today’s valuations will not materialize.

    For owners, this means longer holding periods, higher sales risks and, depending on the location, more significant price falls. Older single-family homes in peripheral communities that no longer meet the expectations of new generations of buyers in terms of energy efficiency and quality are particularly exposed. Where there is a lot of supply on the market at the same time, for example from estate situations, price pressure can increase rapidly.

    Booming cantons as a counterbalance
    On the other hand, there are the growth cantons of Zurich, Vaud, Lucerne, Geneva, Thurgau, Aargau, St. Gallen, Valais, Fribourg, Zug and Basel-Stadt. According to the analysis, they are expected to absorb almost 86 percent of future population growth. Two thirds of the mortgage volume is already concentrated in these cantons, and the trend is rising.

    This is where immigration meets economic dynamism, urban centers and strong labor markets. For the real estate market, this means sustained high demand, stable to rising prices and lower structural risks, despite digitalization, the interest rate turnaround and increasing regulation. The polarization between “loser” and “winner” cantons is therefore likely to intensify further.

    Consequences for banks and investors
    For banks, insurance companies and pension funds, the demographic perspective is more than just a footnote. In many portfolios, regional risks have so far been inadequately reflected. Regional institutions with a strong focus on their home canton in particular bear increased cluster risks in shrinking regions. Especially if a large proportion of the portfolio consists of single-family homes in rural locations.

    It is not only location, condition and affordability that count, but also the question of how many potential buyers will still be there in 10, 15 or 20 years’ time. If you want to manage mortgages and real estate investments in the long term, you need to systematically consider demographics, housing demand and the local economic structure together.

    What owners can do now
    For owners in the affected cantons, it is worth taking a sober look at their own property in terms of location, target group, energy status and possible conversion. Those who actively manage, modernize and think about alternatives at an early stage have a clear advantage over those who simply hope that prices will continue to rise.

    The market is not tilting across the board. Housing will remain scarce in many cities in the “loser” cantons, while rural areas will come under greater pressure. The decisive factor will be how precisely market participants understand the differences within a canton and how quickly they adapt their strategies to the new demographic reality.

  • Zurich municipal council elections 2026

    Zurich municipal council elections 2026

    Experience politics in a fun way with SVIT Zurich’s “Built&Rent” game!
    The first round of elections in the city of Zurich will take place on March 8, 2026. With regard to this important election in the largest municipality in our canton (with an impact beyond the cantonal borders), SVIT Zurich is recommending seven candidates for election. They are members of the relevant commissions HBD/SE (Department of Buildings, Urban Development) and FD (Department of Finance) or hold important positions in their parties. Newcomers who are not yet members of the municipal council are also included.

    However, all seven candidates share a common interest: To advance a liberal housing and real estate policy for Zurich that addresses the current challenges on the housing market quickly and effectively.

    The “Built&Rent” game brings to life the pressure that real estate professionals are under – and how political decisions shape the sector. Great learning and non-cash prizes can be won. From numerous Apple vouchers to free participation in SVIT Zurich training courses and seminars. Participation is free for everyone. SVIT membership is not required. Political education becomes an interactive experience! It’s played like “Tetris”.
    (Playing time January 28 to February 15, 2026)

    Competition link: https://www.svit.ch/de/svit-zuerich/politik

  • The Sursee hospital site – new prospects from 2034

    The Sursee hospital site – new prospects from 2034

    The new construction of the LUKS Sursee and the Seeblick care center on Schwyzermatt in Schenkon will free up an area of around 47,000 square meters on Spitalstrasse in Sursee. About seven football pitches, centrally located, well developed and with views as far as the Alps. Where hospital buildings still stand today, a new urban building block can be created from 2034 that will shape Sursee in the long term. The canton of Lucerne is the main owner of the site, while adjacent areas also belong to the canton and partly to the city and will be included in the planning.

    The almost 50-year-old LUKS Sursee no longer meets the requirements of a modern hospital operation. The government council’s decision to build a new hospital and care center in Schenkon by 2033 will shift the healthcare infrastructure and open up a rare urban development potential in Sursee.

    Living, living, meeting
    The canton of Lucerne and the city of Sursee are pursuing a common goal: a mixed-use, lively district that combines living, services and quality of life. A test plan from 2026 will examine which uses and development structures are possible and sensible on the site. The results will form the basis for rezoning, architectural competitions and the first construction phases, which are to start after the hospital and nursing home have moved away, with the aim of avoiding vacancies as far as possible.

    It is already clear that the area is particularly suitable for residential use, for families, couples, singles and senior citizens. In addition, services, shopping facilities and restaurants are conceivable to fill the district with life. The aim is to create a socially mixed environment with a mix of upmarket and affordable housing that strengthens Sursee as a place to live and at the same time creates new opportunities for different phases of life.

    Sursee is growing
    Sursee is growing dynamically and, with a vacancy rate of 0.26 percent, has an extremely tight housing market. The new offer on the hospital site should help to alleviate the pressure and create additional residential quality in a central location. Its proximity to the old town, the existing transport links and the view of the lake make the site a key location for future urban development.

    It is an opportunity to create a new, identity-forming district. The site can provide impetus for the economic development of the region, create new jobs in the service sector and further raise Sursee’s profile as a regional center.

    District development as a joint task
    The planning of the hospital site is deliberately designed as an open process. Workshops with the local population and various interest groups are planned from spring 2026. Needs, ideas and expectations are to be incorporated at an early stage so that a district is created that is not only convincing from a planning perspective, but is also supported by the population.

    The municipal assembly will decide on the necessary changes to the sub-zone plan. This makes it clear that the future of the hospital site will not be designed in secret, but in a transparent process that combines specialist planning and local perspectives.

    A new urban building block with a history and a future
    In the long term, a diverse residential and living space with green areas, play areas and recreational spaces could be created where a hospital still operates today. Outdoor meeting places, short distances and good connections to the existing urban structure should make the area an integral part of Sursee.

    The canton of Lucerne wants to make targeted use of the potential of the privileged location with its lake view and historical use. From 2034, there will be an opportunity to create a district that respects the history of the site and at the same time provides answers to the housing and living needs of the coming decades. A new chapter for the hospital site and for Sursee.

  • Think circular, reprint wood

    Think circular, reprint wood

    Stricter regulations on the energetic use of waste wood mean that large quantities of wood waste can no longer simply be incinerated, but can still be recycled. The “Experimental and Digital Design and Construction” department at the University of Kassel is working with Buro Happold to develop a 3D printing process that converts waste wood particles into load-bearing wall components. The project is being funded as part of the “Zukunft Bau” program of the Federal Institute for Research on Building, Urban Affairs and Spatial Development.

    the focus is on a bio-based printing material made from shredded waste wood particles, which mainly originate from secondary material flows from the wood industry – i.e. from post-consumer wood. Industrial partners process the material and mix it with biogenic binders to create a paste-like mass that can be extruded with robotic support.

    lightweight components from the 3D printer
    The result is clearly different from the familiar 3D concrete printing process. The mass of wood particles and binder is applied in layers on a scale of 1:1 and forms lightweight but stable components. Flat wall structures are possible, as are freely curved geometries that can be precisely adapted in terms of construction and architecture.

    the current Rafa 2.0 project phase will run for 18 months and builds on the previous Rafa project, in which the researchers fundamentally investigated the suitability of waste wood particles for additive manufacturing. Material formulations are now being refined, the extrusion process optimized and the components tested under laboratory conditions, with the aim of achieving an end-to-end digital manufacturing process through to the full-scale prototype.

    load-bearing, fire-resistant and circular
    For the concept to work in practice, the printed elements must do more than just show shape. Load-bearing capacity, rigidity and fire protection properties that meet the requirements of interior construction are required. The project partners see an initial field of application in modular wall systems that can be easily assembled, dismantled and reused elsewhere.

    this principle fits in with circular building approaches, in which building components are not disposed of at the end of their life cycle, but are transferred to new uses. The components can be dismantled by type because no components containing harmful substances are used. This is a prerequisite for closed material cycles in timber construction.

    digital planning as a key technology
    Digital planning plays a central role. Buro Happold is responsible for computational design and structural planning and uses simulations to predict the structural behavior of the components. Geometries are optimized so that material is only used where it is structurally necessary – resource efficiency becomes a design task.

    “We turn waste into an opportunity, reclaimed wood is turned into high-performance components through digital design and additive manufacturing,” says Shibo Ren from Buro Happold, describing the approach. Away from linear consumption and towards a circular, data-based construction practice that closely interlinks robotics, engineering and design.

    practical prospects
    In the short term, the process aims to use less material and reduce emissions compared to concrete-based 3D printing technologies. In the long term, it could open up new markets for bio-based additive construction methods. Especially where low weight, deconstructability and architectural freedom are required.

    whether and how quickly the approach becomes commercially viable depends on scaling, standards and acceptance in construction practice. Technically, however, the project already shows that circular construction does not begin with recycling, but with design. Where materials, processes and life cycles are rethought.

  • ABB cashes in and Oerlikon builds

    ABB cashes in and Oerlikon builds

    ABB is selling a site of around 7,000 square meters near Zurich-Oerlikon railroad station to real estate service provider Pensimo. The sale will result in an operating gain on disposal of around CHF 290 million before taxes in the first quarter of 2026. ABB no longer needs the site as a strategic land reserve and is taking this step to enable the further development of the Neu-Oerlikon district.

    Around 500 apartments, a high-rise building and commercial space are planned for the site. Over the next few years, the former industrial area is to be transformed into a mixed-use district with housing, services, workplaces and cultural and commercial facilities. Due to high land prices, rents are expected to be rather high. At best, individual apartments at cost rents are conceivable, for example as part of a densified site development.

    New ABB headquarters in Oerlikon
    ABB is expanding its presence in Oerlikon at the same time as selling the land. The Group is planning a new headquarters in the immediate vicinity, into which around 500 employees are expected to move in 2031. The project comprises a renovated, listed existing building and a new six-storey timber composite construction designed by Christ & Gantenbein.

    With a gross floor area of around 10,800 square meters, modern working environments including an auditorium, lounge and cafeteria, foyer and exhibition area as well as recreation and fitness areas will be created. The investment volume is around 80 million Swiss francs. ABB CEO Morten Wierod emphasizes the company’s commitment to Switzerland and the city of Zurich. Mayor Corine Mauch speaks of an even more “colorful and lively” district around Oerlikon station in the future.

    Strong final quarter of 2025
    ABB made significant operational gains in the final quarter of 2025. Comparable sales rose by 9 percent to 9.05 billion US dollars. Order intake developed particularly dynamically, increasing by 32 percent on a comparable basis to USD 10.32 billion, exceeding the USD 10 billion mark in a quarter for the first time.

    The operating EBITA margin improved from 16.6% to 17.6%, while adjusted net profit rose by 29% to USD 1.27 billion. For the full year 2025, net profit increased to USD 4.73 billion, around 20% more than in the previous year. The dividend is to be increased from CHF 0.90 to CHF 0.94 per share; at the same time, ABB is announcing a further share buyback program.

    Outlook and new buyback program
    For the first quarter of 2026, ABB expects comparable sales growth of 7 to 10 percent and a further increase in the margin. For the year as a whole, management expects growth of 6 to 9 percent and slightly higher profitability. Analysts see particularly strong drivers in the data center business and in the Electrification division, where orders increased by around a third.

    In addition, ABB is launching a new share buyback program with a volume of up to USD 2 billion, which is scheduled to run until January 27, 2027. A previous program of up to 1.5 billion US dollars has expired. This strengthens the attractiveness of the share and signals confidence in the company’s own earning power.

    ABB share at record level
    The figures and outlook were rewarded with price gains on the stock market. ABB shares rose by 8.46 percent to 66.38 Swiss francs, reaching a new all-time high of 67.22 Swiss francs. The strong order intake, the improved margin, the increased dividend and the larger share buyback program clearly exceeded the previously cautious expectations.

    For the Zurich-Oerlikon site, the combination of the sale of land, the construction of the new Group headquarters and the planned development of the district means a significant structural change. From an industrial site to a dense, urban residential and working district, with high investments, but also with the prospect of further rising rents.

  • Rankstrasse residential tower block

    Rankstrasse residential tower block

    In order to make optimal and sustainable use of the limited space on Rankstrasse, Basel’s “1000 ” residential construction program is based on a widely advertised, anonymous architectural competition. 78 teams showed interest, 15 selected projects were submitted and competed for the best solution. The expert jury was ultimately won over by “Miranda” by Zurich-based studio DIA, Haller Ingenieure and Hefti Hess Martignoni.

    Sustainability integrated into the architecture and social fabric
    The 88-metre-high building will provide over 100 new rental apartments based on the “Mietvertrag Plus” model, which is affordable and bound by income and occupancy rules. The outstanding feature is the innovative neighborhood concept. Three floors are connected vertically, creating inclusive meeting zones for diverse groups of tenants. The apartments have a compact and functional design, enable economical use of space and meet high ecological and economic standards. Green outdoor areas, communal spaces and resource-conserving construction methods underline the sustainability claim. The city is thus proactively committed to responsible, socially integrative urban growth.

    New benchmark for living on the outskirts of the city
    With “Miranda”, Basel-Stadt is launching a further development on the eastern outskirts of the city. The high-rise marks a striking prelude to future neighborhood developments and sets an architectural example of openness. The earliest start of construction is 2028, preceded by a development plan and public information. The focus on community, mixing, sustainability and architectural quality positions the project as a reference for modern, urban construction in Switzerland.