immo!nvest – Die Plattform für Standorte und Immobilien

Tag: interview

  • Zug remains Zug – liveable, visionary, vibrant

    Zug remains Zug – liveable, visionary, vibrant

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

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

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

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

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

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

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

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

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

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

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

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

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

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

  • “We are constantly investing in our future”

    “We are constantly investing in our future”

    Mr Tamagni, since taking office in January 2021, you have further strengthened Schaffhausen’s position as an attractive place to live and do business. What specific measures have you taken to achieve this? What has worked well and what has worked less well?
    That’s right – the canton of Schaffhausen is developing very well! More and more people are discovering the advantages of Schaffhausen as a liveable alternative to the greater Zurich area and are moving here. This has long been the case for companies – the canton is particularly attractive for SMEs with a tax burden of 12 to 12.5%. Our framework conditions are excellent, the distances are short and we maintain close co-operation with companies in order to create new impetus together. The canton of Schaffhausen is a region whose environment and dynamism attracts committed people and companies. It is a region where you can put down roots because – despite all the hustle and bustle – it offers proximity and familiarity.

    What specific location promotion measures are you planning in your next term of office to make Schaffhausen even more attractive?
    The Government Council’s top priority remains to further strengthen Schaffhausen as a place to live and do business in the national and international competition for business locations. Tax relief measures are being developed in favour of the population and companies, and we are planning support measures for innovative companies and SMEs. The compatibility of family and career remains a high priority. The completion of the direct train connection to Basel and the dual carriageway expansion of the A4 motorway to Winterthur from around 2027 will be very important for investors in residential and commercial property.

    You want to push ahead with investments in strategic projects such as digitalisation and demographics. Can you tell us more about these projects and their significance for Schaffhausen?
    We drew up the first demographic strategy in Schaffhausen back in 2017 – one of the first cantons to do so. Our strategy is based on four key areas: Measures to maintain the labour pool, ensuring local care and healthcare services with forms of housing that support autonomy in old age. Furthermore, settlement and transport development will be aligned with demographic developments and the education system will be adapted to the increasingly diverse population.

    In terms of digitalisation, the cantonal government is focusing on overarching goals: Digital First for the population and the economy and complete end-to-end digitalisation of the administration. Every service and every process should be optimised and digitally available – to save resources and time.

    As Schaffhausen’s Director of Economic Affairs, how do you see the current property market in the canton and what trends do you expect to see in the coming years?
    Schaffhausen still has affordable living space and building land and therefore potential for residential development. The region will receive an additional boost from the expansion of the direct rail link to Basel and the removal of bottlenecks on the A4 motorway in the direction of Winterthur. This will make Schaffhausen a hub between Zurich, Winterthur and Basel, which will further increase its attractiveness as an economic and residential region.

    How does the canton of Schaffhausen strike a balance between the development of the urban centre and the preservation of Schaffhausen’s natural landscapes and historic architecture?
    Rural areas are a valuable part of the canton’s high quality of life. With regional and location development, the regional nature park and the promotion of tourism, Schaffhausen has specific programmes that take this balance into account and promote the strengthening of the countryside. Schaffhausen stands for proximity to nature and the diversity of gourmet products. The new tourism strategy pays particular attention to these aspects of Schaffhausen.

    With your focus on efficient, citizen-friendly and citizen-oriented public services, are there any plans to streamline processes relating to real estate transactions or building permits?
    With its digitalisation strategy, the cantonal government is laying out the cantonal administration’s path to the digital future. With the “Digital Administration Schaffhausen”, it is utilising the opportunity of digital transformation to expand user-friendly services for the population and the economy. Internal processes are being structured even more efficiently and employee collaboration is being restructured using agile methods and modern technologies. Digitalisation has already been an important topic in the canton of Schaffhausen for several years and individual services are well advanced. For example, the geoportal, where data is openly available. This benefits owners, buyers and also the administration.

    In your opinion, what role do sustainable and energy-efficient buildings play in future property development in Schaffhausen and in other economic sectors?
    The canton’s location policy takes global climate targets into account and has always pursued sustainable economic development. Schaffhausen companies are locally innovative, globally successful and make an important contribution to a sustainable economy with their investments, products and services. When it comes to energy-efficient and sustainable construction, the canton of Schaffhausen endeavours to act as a role model. An exciting regional initiative on this topic is the “Schaffhauser Haus”, which focuses on building with a regional focus. This strengthens the regional economy with craftsmanship, promotes young talent and sustainably closes material cycles.

    Given the growth of the city of Schaffhausen, what strategies are there to create adequate living space for all sections of the population?
    The canton of Schaffhausen has recorded moderate and sustainable population growth of less than one per cent over the last ten years – this is not comparable with other regions. If we take a look at the vacancy rates, it becomes clear that although the vacancy rate is also low, affordable living space is available. There are no queues like in Zurich. With further tax relief measures and investments in childcare, the canton is also improving the situation for families and high earners.

    As head of the Department of Economic Affairs, how do you see your role in implementing the canton’s economic policy goals?
    As Director of Economic Affairs, I am the top, direct point of contact. Short distances, quick decisions, a high level of service-orientation – that is our credo. I am a representative of the cantonal economic development agency, which functions as a “one-stop shop” as a contact point for questions from companies or people interested in relocating. Companies find open doors everywhere in Schaffhausen.

    What long-term effects do you expect your previous political measures to have on the canton of Schaffhausen?
    Looking back over the last 25 years, the effects are clear – the economic development of the region is a success story. The canton was in an economic crisis in the 1990s due to structural change. Today, Schaffhausen is an internationally recognised headquarters location with a strong industrial base. According to UBS, no other canton has improved as much as we have in terms of location factors. The financial situation with high tax revenues speaks for itself. Schaffhausen now belongs to the small group of payers in the national financial equalisation scheme.

    Schaffhausen is a border canton. What advantages and disadvantages does this bring for the canton in the property sector?
    Due to its special location between the Rhine and Germany, Schaffhausen has long been unjustly overshadowed by other cantons – for many, Switzerland ends at the Rhine. This view is changing more and more! Schaffhausen is now on the radar of many companies and investors who recognise its potential. For residents, the moderate development has its advantages: open countryside and nature have been preserved in the canton of Schaffhausen.

    What visions and concrete projects do you have for the future development of Schaffhausen as a place to live and do business?
    Pioneering spirit and industrial tradition characterise Schaffhausen as a business location. The Government Council’s top priority is to strengthen Schaffhausen as a place to live and do business. It is also important to secure, consolidate and strengthen the national and international competitiveness of Schaffhausen as a business location. Thanks to the very good financial situation in the canton, measures and projects in favour of the attractiveness of the location and the population can be developed and implemented. The compatibility of work and family life, the improvement of transport connections by road and rail within the canton and in particular to the Zurich and Basel regions, the implementation of energy and climate targets and the construction of important infrastructure projects are also priorities.

    Where do you see Schaffhausen in the next 20 years?
    In 2022, we developed projects and measures for a successful path into the future in the canton as part of the “next.” 2030 development strategy in a participatory process. The vision of Schaffhausen as a swarm and nest region now forms our overarching compass, from which the cantonal government has identified fields of action that are particularly central to utilising the region’s development potential. To improve the dynamics of the swarm region, for example, ecosystems of new technologies are to be established and the capacity for innovation strengthened. In order to maintain the quality of the nest region, the Government Council wants to ensure excellent location factors – from the training of skilled labour to production areas and framework conditions for companies – and harness social energy. For example, by providing a good range of basic services or strengthening tourism as part of the population’s quality of life. In this way, Schaffhausen can promote a pioneering spirit, be open and innovative and be a place where people want to put down roots and feel at home. With this basic attitude, Schaffhausen is a centre of attraction for companies and individuals who want to become involved in society and economic life.

  • Influential voice in the property industry

    Influential voice in the property industry

    If you compare your figures from 2000 to 2024. What stands out?
    Prices have risen steadily both in the residential property sector and for apartment blocks with rental flats. The price of an average property of the same quality has more than doubled since 2000. On average across the country, an identical EEC has become 160 per cent more expensive, an EFH 120 per cent more expensive and an identical MFH 90 per cent more expensive. Home ownership corrected somewhat between 2014 and 2019 due to the introduction of “self-regulation” in mortgage lending in response to pressure. In some cases, however, the banks have put the brakes on themselves. In the case of yield-producing properties, the turnaround in interest rates from spring 2022 stands out, which had an impact on transaction prices, although the city of Zurich was little affected.

    What can you predict for the years 2030 and 2040?
    Both the UN and FSO population forecasts assume that Switzerland’s population will continue to grow. Due to the “number of heads”, it is to be expected that there will be a considerable additional demand for living space. In addition, socio-demographic changes are expected to lead to a further reduction in the size of households and thus to an increase in demand for housing. Demand is concentrated in the centres and agglomerations, with the latter becoming ever larger as the cities become “overcrowded”.

    What problems does the current property sector have?
    Switzerland generally only has luxury problems and the sector itself has few problems. People looking for housing will have difficulties because it cannot be provided where there is demand. On the one hand, this has to do with quantity and, on the other, with the speed of the processes, especially the authorisation processes. The result is that demand is displaced geographically and households with less purchasing power are at a disadvantage compared to those with the means to pay.

    Do you have any approaches to solving these problems?
    We economists assume that the shortage will cause rents and prices to rise. In the 1990s, when demand was weak and rents were falling, nobody called for regulation. For around two decades now, however, supply in the centres has lagged far behind demand and there is once again a major shortage. The alternatives for households are then smaller flats – if they can find one at all – or moving to urban centres where flats are still available.

    Have you changed the customer requirements for your company? How and why?
    No. We still have practically the same, mostly highly exciting, projects.

    How do you identify promising locations for property projects?
    It’s particularly about which promising industries are located where. For most sectors – or at least parts of them – the centres are preferred, so the demand for space in the centres is high. In addition, central locations are also very attractive for many households and proximity to the centre is preferred. Accordingly, the central question is how the agglomerations spread out in the area, which depends on building land reserves and densification potential and to a large extent on transport routes and journey times.

    What socio-demographic and economic indicators are decisive for your market and location analyses?
    We rely heavily on the demand segments that we have developed together with sotomo (residential) and CSL Immobilien (office, retail). It’s not just about the number of households or businesses, but also about their needs in terms of the location – in particular the quality of the micro-location – as well as the space or flats. In addition to the needs, the willingness to pay must also be taken into account.

    How do you assess the added value and development potential of complex properties?
    We use the DCF method for this, whereby the cash flows of planning, construction, letting or sale are localised on the time axis. Time is money; this must not be forgotten. It should also be noted that assumptions about the future are always made at the time of valuation. Expected values are therefore used and there is a risk that the expectations will not materialise. These risks must be taken into account in addition to the time conditions in the form of a safety margin.

    Is Switzerland being hit by the property bubble?
    The world has been flooded with money, although the flood has now been temporarily halted by the rise in interest rates. However, money is likely to remain cheap in the future due to the high debt burden and great general prosperity. In this respect, the developments on the property markets are logical. If there is a bubble, then it is a general capital market bubble.

    What else would have to happen for this to occur?
    We would speak of a bubble if prices decoupled from the fundamentals.

    Let’s go abroad. Prices in Germany have fallen. How is the property market in Germany and Austria doing? What do we have in common?
    Switzerland is in a very robust financial position and can also pursue an independent monetary policy. The Swiss National Bank demonstrated this on 16 March by cutting interest rates. This is a major difference to Germany and Austria, which are dependent on the decisions of the ECB. Another difference – at least compared to Germany – is that the mood in Switzerland is also poor due to the crises and wars, but not as miserable as in Germany. If you compare developments – e.g. property prices – over several cycles and crises, Switzerland is more cautious in both upward and downward movements than many foreign markets, which are correspondingly much more volatile.

  • Why Next Property AG?

    Why Next Property AG?

    Why does the property industry need Next Property AG?
    To create favourable framework conditions that enable industry players to operate as independently and self-determinedly as possible in a digital world without becoming a pawn in the hands of dominant companies.

    What is Next Property AG’s vision and how do you achieve it?
    We are committed to fair competition in the Swiss property industry on behalf of our shareholders. This includes the monitoring and risk assessment of technological developments and co-determination in the design of customer interfaces as well as the processing and monetisation of data generated by our shareholders in their day-to-day business.

    To realise this vision, we primarily need industry players who are willing to invest in their entrepreneurial future and share the idea that effective alliances are needed to have a say in a digital world. This is not about short-term success, but about ensuring that the provision of professional real estate services as we know them today remains attractive in the future.

    Doreal estate agents and managers have to fear for their business model?
    If we look at developments outside the real estate industry, digitalisation is undoubtedly leading to radical changes to long-established business models. In other words, digitalisation offers new opportunities to meet the current needs of employees, employers and customers. This realisation is not new, but we are finding that the maturity of the development is now such that the changes are increasingly being felt by companies in the property industry. Companies that adapt to the dynamics of the digital world need not worry about their business model.

    How can the property industry prepare for the challenges of the digital future?
    It has become clear that even large established industry players are too small to play a significant role in the digital developments of an industry. We therefore recommend that property companies join forces in a powerful interest group such as Next Property AG in order to work together for favourable framework conditions.

    Is there an example of this?
    A current example of this is the promotion of the property marketplace newhome, which adheres to agreed industry principles and in which the more than 500 Next Property AG shareholders are indirectly involved. Together, early or exclusive advertisements and targeted marketing campaigns are used to ensure that newhome becomes a regionally competitive marketplace alternative for professionally marketed properties. We recommend “newhome first”.

  • “Thun should develop without losing the city’s identity”

    “Thun should develop without losing the city’s identity”

    Mr Lanz, you have been Mayor of Thun since 2011. What have been your greatest successes and failures during this time?
    During my term of office as Mayor of Thun since 2011, we have achieved many successes. Thun has generally developed very well, which is reflected in rising tax revenues, above-average income growth and record overnight stays, for example. Our town is characterised by a very high quality of life. However, it is difficult to name specific high and low points, as politics is the result of many joint endeavours. The well-being of the citizens is at the centre of my concerns and I believe that they enjoy living in Thun.

    How is the town of Thun doing economically?
    Thun’s economic situation has changed over the years; we were once heavily dependent on military operations and the army. Today, we have a diversified SME economy, with 96% of businesses employing fewer than 50 people. This ensures a robust, constant and stable economy without major fluctuations. In terms of tourism, we are at an all-time record, which shows that Thun is very popular with tourists.

    What are the city’s economic drivers and how dependent is the city on them?
    In Thun, we are fortunately no longer dependent on individual economic drivers. Large employers such as Thun Hospital or construction companies such as Frutiger AG are important, but their performance does not influence the entire economic area. Our strength lies in our broad diversification, with a particular focus on mechanical engineering. Even if individual prominent companies relocate, the impact on our economy is moderate and we are well able to compensate for such changes.

    How has the city of Thun developed in recent years?
    Thun has developed very positively in recent years, which is also reflected in its growing tax capacity. We have one of the lowest vacancy rates in Switzerland, which on the one hand emphasises our attractiveness, but on the other hand also poses challenges, especially for young families looking for living space. To counteract this, we are focussing on various area developments. We also emphasise the recreational qualities of our city on the water and in the mountains, for example through the Lake Thun Games or the Thun Water Magic.

    What are Thun’s advantages as a business location?
    One of Thun’s key advantages for companies is its attractiveness for skilled workers, as they are drawn by the outstanding leisure facilities and its location on the water. This attractive environment makes it easier for companies to attract and retain qualified employees. We endeavour to create optimal framework conditions, including short distances to politics and effective business development. This creates a business environment that contributes to prosperity.

    How does the city administration co-operate with local, regional and cantonal business associations to promote the location?
    We maintain close relationships both in the local and regional economic area as well as with the cantonal economic development organisation. Constant dialogue with the business associations is very important to us. If concerns arise, we can contribute our expertise or request support. Overall, this co-operation works extremely well.

    What have been the most important urban development projects in recent years?
    A central project in Thun’s urban development is the recently approved revision of the entire local planning, which includes the basic building regulations and has spanned several legislative periods. In addition to local planning, we are placing particular emphasis on site developments, with the railway station and the former military site in Thun North considered to be premium development priorities. A new S-Bahn station is also planned in the Thun North area. The Thun development area is responsible for regional planning, whereby the cantonal structure plan is broken down to the individual municipalities. This regional planning organisation coordinates settlement and transport planning to ensure that everything is developed in a coordinated and not contradictory manner.

    What are the city’s long-term goals in terms of economic growth and location promotion?
    We certainly need a certain amount of economic growth. I am convinced that this growth will materialise if we succeed in offering the local economy good framework conditions. The greatest opportunity for us are the companies that are already here. We want to support them with development opportunities, which will also ensure that growth is sustainable. I realise that growth must always be compatible with the population, otherwise there will be resistance, which can sometimes turn into blockades.

    Have you experienced such resistance from the population in the last 15 years?
    In the last 15 years, there has of course been resistance from the population to certain projects. As politicians, it is our job to anticipate such resistance and convince the population. By providing transparent information and taking concerns into account, we have been able to successfully overcome every vote on development projects to date.

    Let’s move on to property. What are currently the city’s most important property projects
    ?
    Thun is currently focussing on several real estate projects. One of these projects is “Hoffmatte”, which has been held up by legal delays despite a favourable referendum. Another key project is “Freistatt”, a new housing development by a housing cooperative, for which a referendum is planned soon. In addition, the “Siegenthalergut” will close a gap in the housing estate and transform it into a new neighbourhood. The city attaches great importance to informing the population transparently about such projects and convincing them of the added value.

    Do you still have sites available for the future?
    The city of Thun only has a few sites available for future development. On the one hand, there is potential at the “Siegenthalergut” and opposite the football arena in Thun Süd, where a work zone is planned. I see the greatest development potential in the “Thun North” area, which offers good transport links, a planned railway station and open spaces. However, these areas are army conversion sites, which means that their civilian use harbours a certain degree of complexity.

    How do you see the development of the property market in Thun?
    The property market in Thun has been characterised by rising prices in the past, although a phase of consolidation is currently being observed. Thun is particularly sought after due to its attractiveness, which leads to an illiquid property market with few available and affordable properties. To counteract this, the city is endeavouring to provide adequate living space for all sections of the population, including young families and older people, through various site developments.

    Is there currently a housing shortage in Thun? If so, how are you dealing with it?
    There are currently housing challenges in Thun. Two main approaches to tackling this problem are site development and building regulations. The local planning revision will enable increased internal development so that more can be built than before. This should incentivise landowners to make better use of their property and thus reduce the housing shortage.

    There is a shortage of skilled labour throughout Switzerland. What is the situation in Thun?
    The shortage of skilled labour is just as prevalent in Thun as it is throughout the country. The city is focussing on creating an attractive environment for potential skilled workers and their families, as this increases the likelihood that they will decide to work in Thun. We know from feedback from companies that an attractive residential and living environment is very important for attracting skilled labour.

    What is your vision for the future development of the city?
    Thun has developed very positively, which is why we don’t want to make any fundamental changes. My main aim is to ensure that residents enjoy living in Thun. We are paying particular attention to the development of Thun North, inner city development, various site developments and the associated creation of open and green spaces. Despite growth, we are endeavouring to preserve Thun’s characteristic qualities and not expand at all costs. For example, we have built a ring of multi-storey car parks around the city centre to reduce traffic in the city centre and improve the quality of life. We always try to create win-win situations and not play individual measures off against each other.

  • “The city of Winterthur is often underestimated”

    “The city of Winterthur is often underestimated”

    Mr Roth, you are qualified to practise law, were head of department at the Financial Intelligence Unit of the Principality of Liechtenstein in Vaduz and managed the Musikkollegium Winterthur. What prompted you to accept the position of Director of the House of Winterthur in 2020?
    Samuel Roth: I found it very exciting to be working at the interface between business, education, tourism and culture and to be so committed to the Winterthur region.

    What have you been able to achieve in the almost three years since you took office?
    Roth: It was important to me to focus our activities on our core competences of communication and networking. This enables us to raise the region’s profile as a technology location, education centre and cultural city. To this end, we have put together an attractive programme of around 40 events per year. The “Tech Lunches” are particularly popular: our guests can visit production companies or attend the events on the topic of “House Culture”, where we visit the Winterthur Music Festival with our members, for example.

    Ms Lomoro, House of Winterthur was created in 2017 from the two associations Winterthur Tourismus and Standortförderung Region Winterthur. The city is thus operating a special model: topics such as business, tourism, education and culture are united under one roof. What are the advantages?
    Antonietta Lomoro: The various stakeholders now only have one point of contact for location promotion issues instead of two, as was previously the case. Marketing for the region now comes from a single source. We also promote mutual networking between the various stakeholder groups.

    What synergies have been achieved through the joint presence?
    Lomoro: Today’s workforce attaches more importance to a good work-life balance. They appreciate the great leisure and cultural activities on offer in the Winterthur region. Employers make sure that their employees can work in an attractive location where the quality of life is right as well as the economic conditions. It therefore makes sense to promote these locational advantages from a single source.

    How many people does House of Winterthur employ? What is the budget?
    Lomoro: House of Winterthur currently employs 20 people in full-time equivalents. The budget is CHF 3.5 million.

    Winterthur has a diverse economy, a lively old town, a high-calibre cultural offering and a prestigious university of applied sciences. Why is it necessary to market a city that has so much to offer?
    Roth: Winterthur may be the sixth largest city in Switzerland, but it is often underestimated. It is therefore important that House of Winterthur showcases the region’s qualities as an outstanding technology location, practice-oriented education centre and great cultural city.

    How is House of Winterthur being received by the population and companies?
    Lomoro: The population of Winterthur approved the establishment of House of Winterthur by a clear majority in 2017. After the original subsidy agreement with the city expired, the city parliament extended the agreement for a further five years without a dissenting vote. The activities of House of Winterthur have met with a positive response from companies, as evidenced by the lively participation in our events.

    How have House of Winterthur’s membership figures developed over the last three years?
    Lomoro: Since the beginning of 2020, the number of members has risen by 20 per cent to a total of 420.

    “Tourism has recovered almost completely since corona
    “

    How attractive is Winterthur as a business location?
    Roth: Every year, we conduct a business survey in which over 300 companies take part. The last survey showed that almost 87 per cent of companies are fairly or very satisfied with the general conditions in Winterthur. This is due to the proximity to universities and the good availability of skilled labour. the city is also attractive for start-ups. For example, the “Start-up Nights”, Switzerland’s largest start-up event, takes place in Winterthur every year.
    What measures are you taking to further increase its attractiveness?
    Lomoro: With “Winterthur 2040”, the city council has defined how it wants to make Winterthur fit for the future. Our task is to emphasise the advantages and opportunities of the entire region.

    Which sites, properties and locations are currently most sought after by companies?
    Lomoro: We have received many enquiries – namely for the Sulzer site in the city centre and The Valley in Kemptthal. We are currently seeing a strong increase in interest in space in Neuhegi and in the centre of Effretikon.

    Which regulations are in urgent need of adjustment?
    Roth: For the economy, any regulation is one too many. Sometimes, however, regulations are needed to promote the interaction between living and working, to enable short distances and to revitalise public spaces and achieve a high level of diversity of use.

    How do you expect Winterthur as a business location to develop over the next 10 years?
    Roth: The number of jobs has developed in proportion to the population growth of around one per cent per year in recent years. We therefore assume that not only construction activity will contribute to further economic growth, but also that new technology companies will settle in Winterthur. In addition, our company survey has shown that almost half of the companies surveyed are planning to invest in the coming years. The Winterthur region can therefore look forward to rosy times.

    How is the city positioned in terms of tourism and where is it today?
    Lomoro: Tourism has almost completely recovered since coronavirus and – measured by the number of overnight stays – is only 15 per cent below the record year of 2019. The most important tourist attractions in the region include the Rhine Falls and Technorama, followed surprisingly by the Skills Park in third place. FC Winterthur and Pfadi Winterthur are also crowd-pullers. The city of culture scores with the international appeal of its museums, the wide variety of festivals and the International Short Film Festival, as well as the Casino Theatre and the Musikkollegium Winterthur.

    Last year, House of Winterthur reduced the number of board members. What were the reasons for this?
    Roth: With the previous 15 to 16 board members, the board was too large. This meant that the individual Board members were not able to contribute enough. According to the Articles of Association, the Board may now only have a maximum of 9 members, which greatly increases the efficiency of the Board’s activities.

    Are further internal changes planned in the coming years?
    Roth: House of Winterthur is basically on track. The Annual General Meeting will elect a new Board of Directors on 25 May. It will review the strategy and make any necessary adjustments.

  • “The central location is a big plus”

    “The central location is a big plus”

    Mr. Zettel, what are the goals of the Lucerne Economic Development Agency?

    We pursue three main goals. The first is exciting and good jobs for our population. The second is to generate tax revenue for the services provided by the canton and municipalities. And the third is the positive perception of Lucerne as a business location, both internally and externally.

    What are your responsibilities as Head of Corporate Development?

    As Head of Corporate Development, my main focus is on the existing companies of the Canton of Lucerne. We have just over 30,000 companies and support them in developing positively. Most of our projects with companies revolve around their location. For example, when a company grows, its needs change. In this context, questions about expansions or a change of location may arise. What are currently the biggest challenges facing companies? Issues around limited resources such as building land and commercial space often pose challenges to businesses. Another major issue is currently the shortage of skilled workers and labour. There are currently major uncertainties, such as the Ukraine war or inflation. This also includes issues such as energy prices and supply bottlenecks. These challenges show us once again how dependent we are on what happens outside Switzerland.

    What are currently the most important construction projects in the canton of Lucerne?

    The entire canton of Lucerne has a high level of construction dynamism. A lot is currently going on in the two development focal points of Lucerne North and Lucerne South. The new central cantonal administration is being built in the Smart City Lucerne North. In Lucerne South, many projects are already underway, such as the Nidfeld site or the Pilatus Arena with the Pilatus Tower, Lucerne’s tallest skyscraper. The Horw campus of the Lucerne University of Applied Sciences and Arts will be expanded and renovated by the end of this decade.

    What makes Canton Lucerne an attractive place to live?

    In Canton Lucerne there is something for everyone. We have great places to live and very different regions and landscapes. We have a great city with a wonderful cultural offer. We have lakes, mountains and a tourist offer that is also available to the population. All this makes Lucerne an attractive overall package. Moreover, Lucerne is a manageable place in terms of size. You can integrate well here, we have many clubs and great events. Overall, the quality of life in Lucerne is outstanding.

    What about free and affordable housing in the
    Canton of Lucerne?

    Housing is also an issue in Lucerne. We have a vacancy rate of just under one percent. That is an average value: some communities have practically no vacant flats, in others there are definitely offers. It’s the same with prices: while housing in the city of Lucerne, for example, is relatively expensive, there are also municipalities where there are cheaper offers. At the same time, a lot is being built. That is also the most important thing at the moment: that construction projects are realised and new flats come onto the market quickly.

    Besides the city of Lucerne, which municipalities are particularly popular with companies?

    We have 80 great municipalities in the canton of Lucerne, and each municipality has its own strengths. In terms of the number of companies, the large municipalities in the agglomeration such as Emmen, Kriens, Horw and Ebikon are important locations in addition to the city of Lucerne. Sursee, the second centre of the canton, is also attractive for companies due to its location. But there are also many great companies in regions such as Willisau or Hochdorf, especially in industry. This broad and diverse economic structure is one of Lucerne’s strengths.

    Why should a company come to Lucerne instead of Zurich, Bern or Basel?

    The central location in the middle of Switzerland is a big plus. You can get to Basel or Zurich quickly, but also to Italy or Germany. In addition, we have very attractive corporate taxes, a broad educational landscape and a good skilled workforce.

    Where does Canton Lucerne stand in terms of digitalisation?

    I look at the topic primarily from the perspective of the economic structure. For example, we have many IT service providers who specialise in digitalisation. For most companies, the topic has been around for a long time. But digitisation doesn’t stop there. The transformation into a digital business model is ongoing, and new topics are constantly being added. We also take up these topics. Last year, for example, we co-founded a hub for artificial intelligence. This makes the topic of AI visible and helps companies in its application. We also support companies in networking with suitable partners for digitalisation projects.

    As an economic developer, you have a relatively young profession. What distinguishes this profession for you?

    I come into contact with an incredible number of interesting people – be it from companies, from politics or from the administration. In addition, we are at the source of new ideas and projects. Professionally, this job also has many facets: from business administration to spatial planning and real estate to politics and communication. For me, it is a privilege to be able to do this work.

  • «FRZ Zurich Airport Region – My big circle of friends»

    «FRZ Zurich Airport Region – My big circle of friends»

    To person
    Christoph Lang has been Managing Director of the business network FRZ Flughafenregion Zürich (FRZ) since it was founded in 2012. This currently includes over 750 companies and 14 cities and communities. The lawyer and location and business promoter par excellence keeps the FRZ on course for expansion – in the region and beyond. The 68-year-old is also a member of the municipal council in Rickenbach in the canton of Zurich, where he is responsible for the areas of finance, security and transport.

    Mr. Lang, how has the business network FRZ Flughafenregion Zürich (FRZ) developed over the past few years?
    The airport region has developed very well. At the beginning, in 2012, we had 49 members. In the meantime, this number has increased more than tenfold. We count over 750 companies. What makes me particularly happy: In the meantime, we have been able to grow from 8 to 14 cities and communities. Finally, the communities of Volketswil and Bachenbülach joined. The towns and communities recognize that we are only strong together and that this will make the region better known. It is becoming more attractive both for company settlements and for new residents. You can see that in Bülach, for example. The city has grown from around 14,000 to 23,000 inhabitants in the last 15 years. Thanks to the Bülach Nord development with the Glasi Areal, the number of inhabitants will soon rise to around 30,000.

    What are the advantages of the FRZ?
    The company members have realized that they receive a lot of knowledge and important information from the many FRZ events. The annual real estate summit in particular is very popular and is always a top-class and exciting event. The NZZ stated that the real estate summit had positioned itself as one of the most important real estate events in Switzerland. The other networking events also contribute to the fact that on the one hand there are many new settlements and on the other hand there is good cooperation and management among each other. A good example is the marketing success of the billion-dollar project The Circle at Zurich Airport, where over 85 percent of the space has now been marketed – and this despite the corona pandemic. This is a trend that was not expected two or three years ago. According to the latest information from the Circle, they are in contact with new interested parties. In general, we still have around ten percent of office vacancies in the region. Nevertheless, the rentals show us how attractive this space is. Incidentally, this is similar in the airport regions around the world: people want to live and work there. Accessibility is still the be-all and end-all.

    What is your definition of the Zurich airport region today?
    This is the region with around 20 towns and communities around Zurich Airport. However, the Zurich airport region in a broader sense stretches as far as the Rhine, close to Winterthur and Uster. Actually, the Zurich Oberland, the Furttal and the Limmattal are also part of it. You can also see it this way: the airport region is everywhere where people are exposed to aircraft noise, then the canton of Thurgau and central Switzerland are part of it. Air traffic brings with it a certain amount of noise pollution – but also jobs and other advantages. In the future – perhaps in 20 years – aircraft will be significantly quieter. Then aircraft noise will no longer be an issue. I am firmly convinced of that.

    How is the airport doing at the moment and what are the future business prospects?
    The airport has had two difficult years due to the corona pandemic. However, we already had good numbers on certain days in autumn 2021. In October, for example, Edelweiss Air had an occupancy rate of 90 percent. The desire to travel increases. I reckon that the average occupancy this year will be over 70 percent. Of course, this depends on other regions, whether and to what extent the previous travel restrictions are relaxed due to the development of the health and safety situation. I am confident that in 2024 passenger numbers will return to pre-corona levels. The airport invests a great deal in its development, up to one million Swiss francs a day. The entire region benefits from this. Many companies from the airport region have worked on the construction of the circle.

    And what about the sustainability aspects?
    I hope that the path of sustainability will be consistently pursued. This is possible with more efficient aircraft and alternative fuels. It is very important to me that we as a network, as a region and as a society make our contribution to achieving the global climate goals.

    What goals is the FRZ pursuing with the 2022-2025 strategy?
    Within this strategy, information and communication technology (ICT) is very important. For example, we have HP, Isolutions, Microsoft and SAP in the region. Google has its largest location outside of the United States in Zurich. Many data centers are being built in the airport region, almost as many as single-family homes. My vision is that the airport region will become a global ICT hub.

    In February 2022 you launched a so-called "tracker certificate" for the Zurich Airport Region via ZKB. Why?
    There are several thoughts behind this. The airport region has many good and attractive companies, so issuing such a financial product makes sense. If you select 15 to 20 of these successful companies, this results in a very interesting growth profile. The companies contained in the financial product grow and perform above average. Furthermore, it is about advertising for the Zurich airport region. We are the only location and business promoter in Switzerland to have launched such an initiative. For these reasons, we dared to take this step together with the Zürcher Kantonalbank. Now, of course, there is some economic uncertainty because of the unrest in Ukraine. But when the markets have calmed down again, the companies in the ZKB tracker certificate will also show an upward trend.

    The FRZ will celebrate its tenth anniversary in 2022 (…)
    (…) We are very proud that we can celebrate this anniversary with our more than 750 members and the city and community representatives. We will organize something special on the occasion of the Economic Forum, which will again take place in the Salto Natale tent. We were able to win Roland Brack, a very successful guru in online trading, as a keynote speaker. Gian-Luca Bona, longtime CEO of Empa, will honor us as the second keynote speaker.

    Where will the FRZ be in ten years?
    We will continue to be the most personal and digital network in Switzerland. We want to continue to successfully develop the location so that it attracts companies and people. Should I pause for a moment when I am no longer current, I will certainly be happy to attend as many FRZ events as possible. FRZ Zurich Airport Region – that’s my big circle of friends. We want to successfully implement the already mentioned strategy 2022-2025 and of course also grow with the FRZ. For example in the area of sponsoring, where we currently earn around half a million Swiss francs a year. My goal for 2025 is to reach the million mark in this segment and then achieve a total turnover of between three and five million with FRZ. We are currently turning over two million Swiss francs.

    Where do you see room for further real estate projects?
    There are still a multitude of options. I'm thinking of Bachenbülach or the Glasi area in Bülach, as well as the towns and communities to the east of the airport region. There are 15 to 20 major construction projects in the region with a construction volume of over 100 million francs. Everything that is possible from the construction zone is being built over in the area. In Switzerland we have an annual population growth of 40,000 to 50,000. In a few years, Switzerland will have ten million inhabitants. Many of them want to live in an area that is easily accessible. This is particularly important for younger employees. The pressure on the conurbations remains unchanged, that can be clearly seen. Considerations must be made here in Switzerland: What are we going to do with the peripheral regions? It is important to me that the infrastructures in peripheral regions are preserved and are not threatened by emigration. One of my initiatives would be closer cooperation with the Lower Engadine region via the miaEngiadina organization. This is very strong in the digital field. This is an attractive area to work in and perhaps there is also an opportunity for more companies to settle in this unique region of Switzerland.

    Thank you, Mr. Lang, for the interesting discussion.

  • «The real estate industry still has the best years of digitization ahead of it»

    «The real estate industry still has the best years of digitization ahead of it»

    About the person
    As Chief Digital Officer at Steiner AG, Giuseppe Giglio is responsible for digital transformation and the development of new digital products. Previously, he was responsible for the digitization of sales channels and the development of support platforms for private customers at Swisscom.

    Mr. Giglio, what is your job at Steiner AG?
    Together with my team of around 25 people, I am responsible for digital corporate development. Our goal: to keep the company technologically fit and to successfully establish it in new digital markets. A year ago, Steiner AG bundled the competencies for the digital area and gave me responsibility.

    You previously worked outside of the real estate industry. From your point of view, where is digitization in the real estate sector compared to other sectors?
    Other industries were able to benefit from the advantages of digitization earlier. Real estate is still at the beginning of this journey. However, in the many discussions I have had with various companies in our industry, I sense a great willingness to change. There is a kind of spirit of optimism. The real estate sector still has the best years of digitization ahead of it. It was also this circumstance that made me personally decide to switch.

    Was this spirit of optimism stimulated by the corona pandemic?
    The pandemic has certainly put some pressure on pushing digital issues. But I believe that the real estate industry would be at this point even without Corona. Companies don’t want to be left behind and remain competitive.

    Where is Steiner AG ahead in terms of digitization?
    Not least because of its modern IT infrastructure, the company was able to adapt very quickly to the new market conditions of the last two years. For example, we were able to immediately send the staff from the offices to the home office without any problems and ensure operations at all times. We came out of the pandemic more successful and stronger. Steiner AG also consistently relied on BIM for its own developments very early on. Today we can draw on more than ten years of experience in this technology and know all the tricks and pitfalls.

    Which digitization topics are currently particularly in demand?
    The energy and climate targets for 2030 challenge the industry along the entire value chain. In this respect, there is a great deal of demand for topics relating to transparency with regard to environmental indicators. In addition, online collaboration platforms – which are already standard in other sectors – are gradually gaining a foothold in the real estate industry.

    To what extent has BIM already established itself today?
    We find that BIM or parts of BIM are very often used in larger projects. We have also registered high demand for renovations and existing buildings in recent months. We have some catching up to do when it comes to smaller projects or explicitly in the area of building operations. Digitization is always associated with process changes and investments – many companies are still cautious here. We need to show decision makers the benefits of BIM and provide evidence.

    What are the advantages of BIM?
    BIM creates the basis for real networking of real estate projects. If applied consistently and consistently, planning errors can be avoided in an early phase – and it is possible to react faster and therefore more cheaply to new general conditions. Digital planning also enables efficient operation. The benefits for building operations are exponentially greater.

    « Artificial intelligence is already indispensable today »

    Can you give an example of Smart Home?
    The best-known examples are the intelligent control of building technology such as lighting, heating and security solutions, such as door locks or alarm systems. Such solutions are now widespread.

    What are the advantages of Smart Home?
    One speaks today of “Ambient Assisted Living”. Smart technology in the living area, for example, allows older people to stay longer in their own apartment or house and lead a self-determined life, even if they have health restrictions. For example, with the help of sensors that register when someone falls over and immediately trigger an alarm. There is also the option of controlling lights/blinds, etc. barrier-free via speech and not via complicated control elements. Last but not least, this topic also harbors a lot of potential on the investor side.

    Which one exactly?
    A smart home can measure and control the consumption of household technology such as heating or cooling, which leads to a reduction in electricity consumption. This results in lower operating costs.

    How and where are future technologies such as Augmented Reality (AR), Virtual Reality (VR), Artificial Intelligence (AI) already being used today?
    AR and VR are currently still niche topics that are often used as marketing tools. They are excellent for visualizing visions and are breeding ground for inspiration.

    AI, on the other hand, is already a reality more often than you think: For example, when determining costs or detecting anomalies in building operation. Since these processes are usually carried out in the background, the user often does not notice that artificial intelligence or an algorithm is involved. If you plan and build digitally today, artificial intelligence has become indispensable.

    What is necessary for AR and VR to also become suitable for everyday use?
    We have to tackle projects with a «digital first mindset». The earlier a project is tackled digitally, the more profitable it becomes overall. We need more practical examples that show that projects with this way of thinking become more successful. VR in particular is helpful in an early phase to improve cooperation and to quickly make critical decisions. I am convinced that AR and VR will prevail in the real estate sector in the next five years.

    Which digitization solutions are most in demand from partners and subcontractors of Steiner AG?
    Many companies are still at the beginning of their digitization journey. That is why training courses, BIM management and real estate inventories for the digital inventory of the real estate portfolio are currently in particularly high demand.

    In your opinion, how will digitization change the industry in the next five years?
    I believe that digitization is bringing us all closer together. Clients, the public and companies work and exchange information on the same platform and actively shape the project. This leads to a democratization of real estate projects, which in turn leads to more successful and sustainable results.

  • «Set planning framework conditions with foresight»

    «Set planning framework conditions with foresight»

    Zur Person
    Balz Halter ist Hauptaktionär und Verwaltungsratspräsident der Halter AG. Die Unternehmensgruppe der Schweizer Bau- und Immobilienwirtschaft beschäftigt rund 320 Mitarbeitende an den Standorten Schlieren, Bern, Basel, Luzern, Lausanne, Genf und St. Gallen. Der Ingenieur ETH und Jurist ist bekannt für Unternehmergeist und Innovationskraft. So hat sein Unternehmen «The Branch», ein Do-Tank und eine Kollaborationsplattform für eine innovative und integrierte Immobilienwelt, initiiert.

    Herr Halter, Ihr Unternehmen ist seit über 100 Jahren am Markt tätig. Was hat sich seither in der Stadtplanung verändert und was ist gleichgeblieben?
    Unverändert ist sicher immer noch die Anziehungskraft von Wirtschaftsmetropolen wie Zürich. Den Drang in die Stadt gab es schon vor 100 Jahren und er ist heute nicht geringer, wahrscheinlich sogar grösser. Es ist immer noch der gleiche Kampf um günstigen Wohnraum. Das wird ein ewiges Thema in allen Städten bleiben. Anders als damals macht man sich heute kaum Gedanken zu einer übergeordneten Stadtplanung und der Frage, wie sich Stadt über ihre politischen Grenzen hinaus entwickeln soll. Mit Aufkommen des Individualverkehrs und Ausbau der S-Bahnen wurde primär in Infrastrukturen gedacht und geplant. Entstanden ist die konturlose Agglomeration, die weder Dorf noch Stadt ist und ihre Identität sucht. Den Herausforderungen des Wachstums und die damit verbundene Not an zahlbaren Wohnraum begegneten unsere Ahnen vor 100 Jahren mit dem internationalen Städtebauwettbewerb Gross-Zürich, der sich weit über die damaligen Stadtgrenzen Zürichs erstreckte. Es wäre höchste Zeit, wieder einen derartigen Wettbewerb angepasst auf die aktuellen Anforderungen und Herausforderungen zu veranstalten.

    Gibt es hier vielleicht einen Wechsel durch die aufkommende Elektromobilität?
    Wir wissen, dass sich etwas verändern wird, aber wir sehen noch zu wenig klar, was da auf uns zukommt. Wie und wann sich Konzepte des Selbstfahrens, motorisierter Individualverkehr im Sharing-Modell kommen wird, wissen wir noch nicht. Wie dieser im Zusammenspiel mit öffentlichen Verkehrsträgern wie Tram, Bus und Bahn funktionieren oder diese sogar teilweise ersetzen werden, können wir noch nicht abschätzen. Es ist jedenfalls anzunehmen, dass diese Entwicklungen Auswirkungen auf die Stadtplanung haben werden, insbesondere auf den öffentlichen Raum. Möglicherweise werden weniger Parkplätze als Umschlagplätze gefragt sein.

    Im Wandel der Mobilität, von der Pferdekutsche bis zum Automobil und vielleicht sogar bis zur künftigen Drohne als individuelles Verkehrsmittel, muss man wie früher auch schon die Strukturen grosszügig planen, dann kann sich Vieles ergeben. Wir sehen gerade vor der Tür in Schlieren mit der Limmattalbahn oder auch im Glatttal die Wiedergeburt der Strassenbahn. Das ist möglich, wenn öffentliche Räume zur Verfügung stehen. Deshalb wäre es falsch, grundsätzlich von einem Paradigmenwechsel auszugehen.

    Faktor Flugzeug und Flughafen – wie strahlt das auf die Region Zürich und die Immobilienprojekte aus?
    Der Flughafen ist ein Treiber für Arbeitsplätze, Wohlstand und Prosperität. Wir verdanken wohl dem Airport Zürich auch, dass Zürich die Wirtschaftsmetropole in der Schweiz ist. Es war damals ein strategischer Entscheid, den Landesflughafen im Gebiet des damaligen Waffenplatzes Kloten-Bülach anzusiedeln. Davon profitieren wir alle heute in hohem Mass. Wir müssen diesen Vorteil weiter nutzen und dem Flughafen mit seiner Hub-Funktion Sorge tragen, so dass er direkte Verbindungen in alle Welt auch nach Corona bieten wird. Das Reisen wird wieder zunehmen, wenn auch nicht in dem rasanten Tempo, wie wir es zuvor erlebt haben. Der Flughafen Zürich hat eine enorm grosse Bedeutung und ich hoffe, dass das auch so bleibt.

    Braucht es einen Flughafenausbau, und falls ja, wie und wann?
    Im Wettbewerb der Volkswirtschaften ist die Schweiz als Binnenland und Exportnation auf diese Stärke angewiesen. Wir müssen den Flughafen als langfristiges Projekt verstehen, dass sich wandelnden Bedürfnissen anpassen kann und muss. Deshalb müssen wir planerisch und regulatorisch die Basis schaffen, dass ein weiterer Ausbau möglich bleiben wird. Ob das dann wirklich geschieht, steht auf einem anderen Blatt. Das können und müssen wir nicht heute oder morgen entscheiden. Aber die Rahmenbedingungen müssen mit Weitsicht gesetzt werden.

    Im Moment sind Lärm und Nachhaltigkeit sowie fossile Brennstoffe grosse Themen. Dank Fortschritt bei neuen Antriebsmodellen und bei der Energiegewinnung wird es auch in der Flugindustrie zu Veränderungen kommen. Es wird andere Kraftstoffe geben, die nachhaltiger sind. Die Lärmbelastung durch den Luftverkehr wird von Jahr zu Jahr weiter sinken. Auch deshalb können und sollten wir Weichen stellen, um einen Airport-Ausbau zu ermöglichen und Wachstum zuzulassen.

    In der Flughafenregion sind Sie zuhause und haben bereits eine Vielzahl an Projektentwicklungen mit Ihrer AG realisiert. Die jüngste in dieser Reihe ist eine Neuüberbauung in Wetzikon in unmittelbarer Nähe zum Bahnhof. Was ist hier der aktuelle Stand und was entsteht dort genau?
    Das Zentrum Metropol, so der Name des Projektes, ist in meinen Augen ein wegweisendes Vorhaben, das als Modell für Zentrumsüberbauungen in Subzentren dienen könnte. Aus der Sicht des Stadtentwicklers ist es deshalb spannend, weil wir es mit der Um- und Neunutzung eines Einkaufszentrums zu tun haben. Shoppingcenter kennt man aus den 1960er und 1970er Jahren und mit dem Projekt Metropol erfolgt in Wetzikon eine Neuinterpretation dieses Modells. Geplant ist ein neuartiges Einkaufskonzept, das auch nach aussen strahlt. Wir bauen einen Stadtbaustein, der die verschiedenen öffentlichen Räume vernetzt und das Leben dort unterstützt. Wir interpretieren Stadt quasi neu. Es wird nicht mehr ein in sich geschlossenes System sein, sondern ein offener, zugänglicher und vielfältiger Ort für alle. Die Nutzungen werden gemischt sein: neben Retail- entstehen Dienstleistungsflächen, Wohnungen sowie Angebote für Coworking und neue Formen des Zusammenarbeitens. Wir streben einen guten Mix an, so dass der Ort lebt, nicht nur zu Büro- oder Geschäftszeiten. Wetzikon soll an Attraktivität gewinnen, gegenüber den grossen Zentren Zürich und Winterthur, so dass die Leute in ihrer Stadt bleiben.

    Stichwort «Digitales Planen und Bauen»: Mit Raumgleiter besitzt Halter hier eine wegweisende und innovative Schwestergesellschaft. Was wird heutzutage noch analog gemacht und was bereits alles digital?
    Raumgleiter ist ein Pionier im Bereich Virtualisierung, digitaler Planungs- und Bauprozesse auf der Basis von 3D-Modellen, respektive des digitalen Zwillings eines Gebäudes. An diesen Themen arbeiten wir bei Raumgleiter, aber eigentlich in allen Unternehmen unserer Gruppe. Doch: Immobilien sind und bleiben real. Deshalb ist deren Realisierung und auch vieles im Betrieb analog und wird es auch in Zukunft bleiben. Die Digitalisierung hilft uns jedoch, die heute sehr komplexen, hoch fragmentierten Bau- und Betriebsprozesse neu zu gestalten. Das Ziel muss sein, dass Gebäude effizienter und nachhaltiger erstellt und betrieben werden können, in hoher Qualität und ausgerichtet auf die tatsächlichen Bedürfnisse ihrer Nutzer. Wir stehen noch am Anfang: die Digitalisierung bietet unserer Industrie jedoch ein enormes Potenzial.

    Welche Rolle spielt dabei der von Ihnen mitinitiierte Do-Tank «The Branch»?
    Im Branch kommen viele verschiedene Beteiligte aus der Bau- und Immobilienwirtschaft zusammen: Unternehmer, Dienstleister, Bauherren, Investoren und finanzierende Institute. Wir als Halter-Gruppe sind auf Planer und Unternehmer angewiesen, wenn es um die Entwicklung und Realisierung von Gebäuden geht. Deshalb müssen wir Partner haben, die denken wie wir und die bereit sind, neue Prozesse, Produkte und Tools zu entwickeln und auszuprobieren. Deshalb laden wir Gleichgesinnte aus der Branche ein, auf unserem Weg in die Digitalisierung mitzumachen und durch innovative Konzepte neue Geschäftsmodelle, Berufsbilder und Plattformen zu schaffen und zu gestalten. Wir sind ein Do-Tank. Es geht nicht nur darum nachzudenken, sondern konkret zu handeln. Das können gemeinsame Pilotprojekte sein oder sogar gemeinsame Unternehmungen. Diese Initiative ist auf sehr offene Ohren gestossen. Wir haben enormen Zulauf von Bauunternehmern, Zulieferern, institutionellen und privaten Investoren und Planern. Wir sind auf einem sehr guten Weg, ein neues Verständnis und neue Denkmodelle in unsere Industrie hineinzubringen. Ziel ist es, über die Innovation hinaus unsere Wirkung zu verbessern, insbesondere auch bezüglich Nachhaltigkeitsaspekten und einer zirkulären Wirtschaft.

    Vieles in der Digitalisierung hängt scheinbar von gemeinsamen Standards ab. Sollten diese national oder besser international sein?
    Ich glaube, man überschätzt die Möglichkeiten einer Standardisierung, eines technokratischen Ansatzes in einer Zeit der sich rasch wandelnden technischen Möglichkeiten. Es ist verführerisch zu sagen, wir handeln alle gleich und wir denken alle gleich. Aber die Bauindustrie ist extrem regional und wenn man diese international und global betrachtet, findet man so viele unterschiedliche Kulturen, Usancen, aber auch Normen und Standards. Man kann sehr viel Energien verschwenden, wenn man versucht, den einen gemeinsamen Standard zu bauen. Man muss sich vielmehr an der Denkweise der Softwareindustrie orientieren. Dort ist nicht die Frage, ob alles nach dem gleichen Modell funktioniert, sondern wie kann man das «Handover» zwischen den verschiedenen Lösungen mit den richtigen Programmierschnitt- stellen hinbekommen. Am Ende werden sich aus diesen technischen Innovationen auch gewisse Industriestandards formieren. Diese sind dann nicht kraft Definition entstanden, sondern aus Bewährtem im Arbeitsalltag.

    Wie schaut Raumplanung und Stadtentwicklung in 20, 50 oder gar 100 Jahren dann aus?
    Ich bin kein «Digital Native» und keiner, der sich in den «Metaverses» herumtreibt. Aber auch zukünftige Generationen werden reale Geschöpfe bleiben und in der analogen Welt leben. Daran wird sich nichts ändern. Deshalb lohnt sich ein Blick zurück und zu schauen, wie Städte vor 100 Jahren gebaut wurden. Sie sind damals menschengerecht geplant und realisiert worden. Wir leben noch heute in diesen Städten und schätzen gerade diese bewährten Stadtstrukturen und Quartiere sehr. Natürlich verändern sich Möglichkeiten und Bedürfnisse. Die Grundstrukturen funktionieren aber noch, die wesentlichen Elemente, die Stadt ausmachen, bleiben die gleichen. Das ist vor allem am öffentlichen Raum abzulesen, den man früher mit Grosszügigkeit und Weitsichtigkeit, aber auch zuweilen mit einer gewissen ‘Verengtheit’ geplant hat. Das sind heute spezifische Qualitäten, die wir sehr schätzen.

    Wenn man Bilder vom Zürcher Bellevue vor 100 Jahren anschaut: Das war ein riesiger Platz, wo nicht viel passierte. Irgendwann kam das Tram, die Pferdekutschen verschwanden und dann sind die Autos, Zweiräder und Busse dazugekommen. Das konnte alles aufgenommen werden und funktionierte. Man muss offen sein für künftige neue Bedürfnisse und auch neue technologische Möglichkeiten. Grosszügige öffentliche Räumen schaffen Identität, Flexibilität und die Chance neue Entwicklungen zuzulassen. Das ist eine Qualität, die auch den Menschen gerecht wird und die die Attraktivität der Stadt ausmacht. Wenn wir an den bewährten Grundelementen weiterarbeiten, wird die Stadt in 100 Jahren zwar grösser und vielzähliger, aber nicht deutlich anders ausschauen. Gewisse Flächen und Räume werden anders bespielt werden als heute. Aber die Anziehungskraft von Städten wird bleiben.

  • «A generalist training is well suited for a job as a location promoter»

    «A generalist training is well suited for a job as a location promoter»

    Location promoters maintain a network that ranges from companies to educational and research institutions, specialist organizations and public institutions to creative personalities. On the one hand, they promote the location through image campaigns, trade fair appearances and through personal contact with investors. On the other hand, they are committed to innovation, support company settlements, support SMEs and start-ups and thus promote continuous development, the variety of industries and the innovative strength of a business location.

    In Switzerland, around 300 people carry out the work of location promoters. There is currently no recognized professional qualification and no uniform training. The Swiss Association for Location Management (SVSM) is in the process of defining the job profile and coordinating and standardizing the training. In doing so, it relies on cooperation with universities, technical colleges and consulting firms.

    Immo!invest spoke to two experienced professionals to find out which talents and qualities are advantageous for the job of location promoter, where the challenges lie and what they advise for those starting their careers.

    To person
    Albert Schweizer has been head of real estate for the city of Schlieren since 1998 and has also been the promoter of the location since 1999. He completed an apprenticeship as a craftsman, obtained a diploma in real estate management in the very first SVIT training and completed his master's degree in real estate management at the FHS St. Gallen in 2004 as a real estate economist. From 1984 to 1998, Schweizer built up the management/purchase/sale department at a larger general contractor in eastern Switzerland. Today he is a founding member (2001) and board member of the SVSM as well as a board member of Bio-Technopark Schlieren, Start-Smart-Schlieren, IG Rietbach and Healthtechpark Zurich-Schlieren.

    How does your day-to-day work look like, described in five sentences?
    In my job as Head of Real Estate and Location Promotion for the city of Schlieren, a high level of flexibility is required above all. Since I work in a cluster system, I constantly delegate tasks to those responsible. In addition, I oversee up to 15 parallel projects that require a lot of my time and attention. For this reason, I am not always immediately available at short notice.

    What training is suitable for practicing the profession of location promoter?
     I have a master's degree in real estate from the St. Gallen University of Applied Sciences. I have also been active in the real estate scene for around 40 years. Basically, I am of the opinion that general training in the real estate sector is very well suited to working as a municipal location promoter.

    Which talents and qualities are important?
    Far-sightedness, sustainability and especially perseverance are certainly of great advantage. You have to like people and real estate and you are forced to do all the required work from A to Z yourself.

    What do you value most about your job?
    The work in the background and the chance to be able to make a difference personally.

    Where do you see the biggest challenges?
    Like so many professions, ours will change completely and become more digital. You need a very large network. Internationality and the associated languages will be a major topic in the future.

    In your opinion, how else will the job profile of location promoters change in the future?
    I think that in future there will be a need for uniform vocational training, or at least one course for the profession of location promoter with a corresponding qualification.

    What advice would you give to young professionals in order to successfully gain a foothold in their profession?
    Above all, young real estate professionals should look at job advertisements from location promoters and continue their education.

    What milestones and highlights have you achieved and experienced in your professional life so far?
    I was able to make a significant contribution to the fact that the city of Schlieren can look back from 650 company settlements in 2000 to 1200 in 2021. This pleasing development also created around 5,000 new jobs. In the city of Schlieren, I was able to successfully and sustainably introduce the biotechnology, start-up funding and medical/healthtech clusters.

    To person
    Mario Epp completed his Masters in International Affairs and Governance at the University of St. Gallen (HSG) in 2018. After his internship at the Swiss Embassy in Baku, he worked as a project manager at Limmatstadt. Most recently, he was a campaign employee for the FDP before the Uri native took over his current job as project manager for location promotion for the canton of Uri in December 2021.

    What training is suitable for practicing the profession of location promoter?
    The activity as a location promoter covers a wide range. That's why a generalist education, like the one I was able to enjoy at the University of St. Gallen (HSG) in International Affairs and Governance, is a great advantage. In my opinion, there is no such thing as perfect training: you don't learn how to promote a location during your studies, but through practice. I consider economic affinity, good project management skills and sociability to be key requirements.

    What do you value most about your job?
    The diversity and in more ways than one: You meet a wide range of personalities with different backgrounds from all sectors. The field of activity is just as varied: it ranges from site visits with those interested in relocating to networking events to economic policy analyses. Hardly any day is like the other. Above all, I am convinced that Uri as a business location is wrongly underestimated. For the benefit of the population and economy of Uri, I can contribute to making even better use of the canton's potential. I really appreciate doing such a meaningful job.

    Where do you see the biggest challenges?
    This certainly includes focusing on the essentials. The inquiries and concerns that are brought to the location promotion are just as varied as the profession. Assessing and prioritizing what is most likely to benefit the Uri location is a challenge.

    In your opinion, how will the job profile of location promoters develop and change in the future?
    With the emerging global minimum taxation, Switzerland is losing a location argument that should not be underestimated. But fortunately, Switzerland and especially Uri have other convincing locational advantages. As a result, I assume that competition for new business in Switzerland will intensify. In addition, fueled by digitization and the home office trend, soft factors such as the quality of living and leisure time are increasingly becoming the focus. However, soft factors are more difficult to convey. I therefore assume that the role of location promoter will become even more important and that the profession will continue to gain importance as a result.

    What advice would you give to young professionals in order to successfully gain a foothold in their profession?
    Knowing the trade of the location promoter is one thing. But what is just as important: Passion for your location. Without this passion, it will be difficult to attract companies and people to the location. I'm lucky here: I have strong ties to my home canton. That makes it easier to get people interested in the attractive Gotthard canton.

    What milestones and highlights have you achieved and experienced in your professional life so far?
    The Uri Startup Week, which will take place for the first time in autumn, should certainly be highlighted here. In this way, the location promotion wants to inspire young companies and knowledge workers for the Uri location and emphasize its advantages. Another highlight is my work for the Swiss embassy in Baku, where I gained insights into diplomacy for a year and was also able to inform Azerbaijanis about Switzerland and get them excited about our country.

  • Swissolar President Jürg Grossen in conversation

    Swissolar President Jürg Grossen in conversation

    In the last year, the expansion of photovoltaics has reached a new record. Will this boom last longer?
    Jürg Grossen: It still has to increase significantly, we have to expand two to three times faster than we have up to now. This is not an easy task. It needs the right funding instruments and incentives, then we can do it.

    Which instruments are you thinking of?
    Grossen: A mix of different measures. We must continue the one-time payment for new solar systems and see that there is enough money in the pot. Today, the extension is limited by the financial resources. We can prevent this by making the grid surcharge fund more flexible and allowing it to temporarily become indebted. And through a slight increase in the network surcharge – the statutory fee per kilowatt hour of electricity consumed.

    In addition, we need incentives to further increase self-consumption of self-produced solar power. Today, under certain conditions, you can join forces within your neighborhood to use solar power together. We must expand these mergers. For example, to regional energy communities, which can also use the local distribution grid for a reduced grid fee. Last but not least, there needs to be a certain level of standardization in the purchase fees for solar power producers. Today in Switzerland, depending on the distribution network operator, there is a fee of between 3 and 20 centimes per kilowatt hour. This is difficult to explain.

    All models for the Swiss energy mix 2050 now assume that photovoltaics will become the second pillar of energy supply alongside hydropower. Why has solar energy been given such weight?
    Grossen: On the one hand, the prices for solar modules have fallen sharply and their performance has steadily improved. This makes the production of solar power cheaper. On the other hand, we have learned in recent years how much photovoltaics can contribute to the power supply. As an apprentice in the late 1980s, I installed solar systems on SAC huts. My boss at the time was convinced that PV systems could never be operated profitably on the grid. He died believing that. In our business, we only started planning PV projects again in the last 15 years, and over time we have seen that a huge contribution can be made – especially in combination with e-mobility. In addition, the PV electricity is produced exactly where it is needed, in the building.

    In the future, Switzerland will primarily lack winter electricity. With which concepts can photovoltaics make a greater contribution to closing this gap?
    We achieve the main share with systems on buildings in the mountain regions and in the Mittelland. The systems already supply 30 percent of the electricity in winter, and even more can be achieved with better orientation and the use of facades and balconies. In the mountains, the yield is twice as high in winter, but the costs are much higher for systems outside of residential areas. Therefore, one should primarily use the existing infrastructure – for example dams, cable car stations or hotels.

    We will have far too much solar power in summer in the future. We have to convert it into synthetic gases or fuels.

    And turn it back into electricity in winter?
    Yes, sensibly in combined heat and power plants, where heat is also generated in winter. With a pure conversion back to electricity, the energy loss is very high. Some of it will also be used as hydrogen, which will reduce losses. For example in trucks or construction machinery.

    You said that we need to expand two or three times faster. It is already difficult to find solar technicians today. How do we recruit the necessary skilled workers?
    With Swissolar, we will start a program that will make it easier for career changers to enter this professional field. Because there will be industries that will need far fewer staff in the future, such as car garages, gas stations or the oil heating industry. It would be great if we could recruit these specialists for solar expansion. In addition, we want to establish training with a federal certificate of proficiency, so that training is possible straight from school.

    The shortage of skilled workers is a major challenge. But we can also become even better as an industry. The assembly of solar systems must become more “industrial”. For the homeowner, it should not make a significant difference whether they have a roof built with or without solar modules.

    The energy policy discussions in recent months have revolved primarily around security of supply and impending gaps. How do you assess the situation?
    I am very glad that this discussion is finally coming to light. Because it is important and justified. The panic that some are spreading is unjustified. We will not be able to solve the problems with new nuclear power plants. In addition to building up a storage reserve for the winter, we have to start with the demand side in particular. Studies say that in the worst case, there could be a power cut for around fifty hours a year. There are enough consumers who would be willing to reduce their electricity consumption for a short period of time if they were compensated for it. So it's not just about additional production, but also about intelligent power consumption. In the future, electric cars will also be able to play a major role here. Because we will not only charge batteries, we will also be able to use them flexibly as storage. This is still not given enough consideration in the whole discussion on security of supply.

    Many were very surprised at how quickly e-mobility has grown over the past two years. You are an electric car driver from the very beginning. Also surprised?
    Not at all. But pleased and relieved. I bought an electric car in 2010 and saw how many kilometers I could drive with just a few PV modules. That was awesome. And the cars have gotten a lot better since then. Today, comfort in e-cars is better than in combustion-powered cars. We owe that to Elon Musk, who showed the industry how it can be done with Tesla.

    What developments do you expect in the field of batteries?
    I have become cautious with such forecasts. When it comes to PV modules and computer chips over the last few decades, we've always heard: it can't get any better or smaller. And we were repeatedly taught better by technological developments. That's why I don't see any hard limits as a matter of principle. Energy density and weight will be much better and electric cars will be cheaper than combustion engines in a few years.

    One more thing is important to me. In the future, we will have to use the batteries more than once: ten years in the car, at least ten years in the building and only then for recycling. We don't need new batteries from the factory in the buildings or the district storage facilities, but can rely on batteries that have been discarded from the e-vehicles.

    In your scenarios, you assume a significant improvement in energy efficiency. This topic has receded somewhat into the background in recent years. Do we need another awareness-raising campaign like the one we did when Federal Councilor Adolf Ogi demonstrated how we could cook eggs while saving energy? Or does technology solve all problems?
    It's certainly not wrong to keep reminding people to use energy efficiently, but it's not primarily about making sacrifices. I still cook my breakfast egg according to the Ogi principle. That was a great idea. However, one must not forget that a great deal has happened in the field of energy efficiency. Today we need significantly less energy per capita. Consumption has become decoupled from population and economic growth. Total energy consumption has also fallen significantly in the last ten years and is now lower than it was in 1990. In addition, the energy efficiency of electronic devices has improved by 30 to 60 percent. And the end of the road has not yet been reached. The currently higher energy prices will certainly also help to make energy efficiency even more attractive.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    «
    an interest
    Many countries cannot afford to increase
    »

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

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

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

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

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

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

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

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

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

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

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

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

    «
    CO2-arme
    Baumaterialien, flexiblere
    Umnutzungen
    »

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    «
    inflexible
    complicate regulations
    the building at
    Duration
    »

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

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

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

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

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

  • Pestalozzi sees construction as a modern and digital industry

    Pestalozzi sees construction as a modern and digital industry

    A corporate mission statement has been developed for the Pestalozzi Group. In an interview with “ KMU Magazin ”, Matthias Pestalozzi names the main areas: corporate culture of continuity, development of digitization and networking, and cross-generational corporate management. The delegate of the board of directors to the company's management is quoted as saying that the most interesting and most important aspect of the formulation of the mission statement was the broad discussion with the employees who worked on it in workshop teams. Pestalozzi: "In the end there weren't many differences to the old model, but it is formulated in more detail, especially the topic: How do we work together?" One consequence is that the company has introduced the you culture.

    Pestalozzi, who runs the family business founded in 1763 in the ninth generation, emphasizes in the interview the importance of digitization for the company that specializes in trading in everything related to construction. Digitization and networking are a "huge topic, we are constantly working on it". Digitization is important in customer contact. The group has invested a lot in the e-shop in recent years to enable digital orders. Around 40 percent of orders for finished products already go through electronic trading. Digital marketing has also been expanded, with the use of platforms such as LinkedIn or the distribution of a newsletter. According to Pestalozzi, security problems in the digital sector are often underestimated, especially by SMEs. At Pestalozzi, employees are therefore trained on an ongoing basis.

    The Pestalozzi Group wanted to motivate young people to train in the building and construction industry with the 39th prize awarded this year for good apprenticeship qualifications. It is often difficult to find apprentices there. The pen prize is awarded in the building envelope, building services, metal construction and metal processing sectors.

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

    "Best overall package thanks to the Spirit of Zug"

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

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

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

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

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

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

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

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

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

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

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

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

  • "The city of Zug should become greener"

    "The city of Zug should become greener"

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

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

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

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

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

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

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

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

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

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

  • CO2 reduction is driving the real estate market

    CO2 reduction is driving the real estate market

    In an interview , the new Vice Chairman of the Board of Directors of Herzog Kull Group Holding AG ( HKG ) puts buildings, structural measures and sustainable building management in the focus of the discussion about reducing CO2 emissions. "With increasing penalties for CO2 emissions, owners of real estate portfolios are increasingly coming under pressure," Beat Huber is quoted as saying. Investors, but also tenants, would place higher demands on energy efficiency and ecological energy supply. Electricity from your own roof and ecological heat supply would be standard in many buildings in the future.

    Huber, who is a proven energy specialist, expects that the new CO2 law will certainly accelerate development in Switzerland. Because of the lower energy costs here compared to other countries, cost savings were not a particular issue in the past. That has changed due to the pressure to save CO2. In Switzerland there are currently a lot of efforts, new services and companies around the topic of building technology.

    In Huber's opinion, financial incentives or taxes in the event of excessively high CO2 values will mean that in the future a property with a solar system and ecological heat supply will no longer be a particularly attractive offer. Instead, you will be “punished by investors and tenants if you cannot offer or have implemented this,” Huber is quoted as saying. These expectations will trigger many investments in real estate and areas. “Large property portfolio owners are currently analyzing their properties with regard to reducing CO2 and making funds available.” He sees great potential for corresponding services, such as those already offered by HKG.

  • All industry participants must be ready for change

    All industry participants must be ready for change

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

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

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

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


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

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

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

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

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

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

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

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

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

  • «Together we can achieve more»

    «Together we can achieve more»

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

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

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

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

    "Switzerland offers stability and reliability."

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

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

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

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

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

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

    "The competition has increased."

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

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

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

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

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

  • "You have to offer your customers alternatives"

    "You have to offer your customers alternatives"

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

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

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

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

    "Immo21 takes place in a larger hall."

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

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

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

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

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

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

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

    "The Limmattal is more than an alternative to Zurich"

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

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

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

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

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


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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

    Does the operation of a hotel require high investments?

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

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

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

    Does your association financially support the renovation of hotels?

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

    This means?

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

    What other challenges need to be tackled?

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

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

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

  • Seamless mineral coverings in warm colors

    Seamless mineral coverings in warm colors

    • Wall coverings in
      Patina – color WR06, floor coverings in Legno + Color medium WR02.
    • Wall coverings in Cementoresina Wall – color WR09, floor coverings in Legno + Color small WR09.
    • Wall coverings in cement
      crudo Wall – color WR06, floor coverings in Cementocrudo – color WR06.

    Emilio Stecher AG has opened a new, innovative exhibition for interior design. In addition to their well-known domestic and foreign natural stones, they also show ceramic and artificial stones today. What particularly fascinates me, however, are the seamless mineral coverings, which are particularly eye-catching in the homely atmosphere with their warm colors. To show such a new product is rather unusual for a traditional natural stone company. How did that happen?

    My son Emilio junior, the fourth generation of our company, completed a stage in the construction chemicals company Kerakoll in Sassuolo, Italy. This company distinguishes itself with its Green Label especially for ecological products. Its CEO and owner in the person of Gianluca Sghedoni has already been entrepreneur of the year in Italy twice. Emilio then enthusiastically told me about “Kerakoll Design House”.

    Why did you agree to your son and turn the finished plans for your exhibition completely upside down?

    Actually, it is not a classic stone. I then drove to Modena with my project manager Luigi Gioiello, who was in charge of this exhibition, to visit this fascinating exhibition in particular. Mr. Gioiello designed the exhibition based on his vast experience, precisely with the architect's wishes, which he advises on a daily basis. The people in charge at Kerakoll explained the philosophy and the entire 10-year development period to us: The atmosphere of the Warm Collection is the result of exclusive and sophisticated research into textures, surfaces and colors in the unmistakable style of the star architect and designer Piero Lissoni. Mr Gioiello was delighted. It was the icing on the cake, which was actually still missing in his finished concept. He was happy to redraw everything and integrated this excellent product in perfect harmony with our traditional stones.

    But I also see structures and various surface treatments. How about that?

    It is correct, it is also from smooth layers like silk to irregular, naturally grained surfaces. And finally, it is also a guaranteed visual experience: from the mineral grains to the refinement of the classic "handmade" by the processor to the reaction effects of the light, which creates a fascinating and elegant atmosphere.

    Can “Kerakoll Design House” be used anywhere, in wet and dry areas for new buildings and renovations?

    It is a classic product for exclusive interior design. Since it applies 2-3.5 mm depending on the product, it is the ideal solution in the field of renovations. Existing healthy surfaces can be coated with it. Especially for buildings from the 60s or 70s, which were often equipped with panels, which were made with asbestos
    containing construction adhesives have been added, there is no need for laborious picking out and disposal with special contamination. The thin application and the subsequent seamless appearance create completely new rooms in a state-of-the-art outfit. It is ingenious that wet rooms can also be equipped. The dream of every architect to design rooms or bathrooms without joints can be realized here. "Kerakoll Design House" is a product that also integrates our natural stones and can therefore be combined in an innovative way. A new interior design style is born.

    Is the processing demanding and expensive and which craftsmen do it?

    In fact, it is not a product that is sold based on price. In general, the product is used by experienced stucco workers, plasterers or specially trained painters.

    After around four years, what kind of assessment can you draw of successfully completed properties? What do your customers, architects and users say about it? Was your concept of the integrated exhibition understood? Are the only 10 colors of the "Kerakoll Design House" sufficient for the high demands of today's discerning customers?

    We have received a very good response from our customers and visitors. Our excellent advice, which is really also competent, also contributes to this, and this is very much appreciated by the visitors. The 10 warm and appealing colors are a comprehensive design project, which can also be combined with various surface treatments. The various products such as “Cementoresina”, “Cementoex”, “Cementocrudo”, additional continuous Microresina wall surfaces, which Wallcrete, Wallpaper and Microresina Wall and, thanks to the individual handwriting of the user, have special notes, make the product never seem boring. On the contrary, the additional decorative coatings such as paint, patina, decor up to the Invisible skirting allow huge combination options, which are perfectly coordinated in the “Warm Collection” color palette. This just leads to a total work of art, which the signature of Pie-
    ro Lissoni and from the very experienced stucco
    dear Mr. Antonio Pungitore (who has many years of experience in restoration and plastering
    Work can look back) has been implemented excellently by our customers. Nevertheless, each object is individual and could always be combined to suit the customer's taste. ■

    Emilio Stecher

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

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

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

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

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

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

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

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

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

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

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