Tag: Process

  • New growth momentum through strategic partnership

    New growth momentum through strategic partnership

    With the strategic participation of an entrepreneurial investor, the company is setting the course for the next stage of growth. The new partnership combines capital strength with technological and operational expertise. The aim is to consolidate the company’s market presence in its home market and expand internationally, particularly in the key areas of digitalisation, sustainability and artificial intelligence.

    Future-oriented strategy with a clear focus
    The new growth strategy focuses on three structural drivers: the digital transformation of the property sector, the industry’s growing role in climate protection and the increasing demand for sustainable, connected living spaces. At the same time, the proven corporate DNA remains intact, with the operational team and all partners staying on board and continuing to run the business.

    Technological scaling and international expansion
    Internationalisation will begin with the existing presence in Germany and will be expanded through targeted acquisitions. At the same time, the digital service portfolio will be expanded through the development of proprietary products, the automation of customer processes with “Agentic AI” and the strengthening of the team. The strategic partnership creates the necessary room for manoeuvre in terms of technology, personnel and geography.

    New opportunities for the German site
    There are also new opportunities for the team in Germany. As an agile location within the Group, it benefits from the stability of the company and the opportunities offered by a strategic growth partner. The combination of a proven structure and fresh dynamism should pave the way for successful expansion in a rapidly changing market environment.

  • Successful financing round enables expansion of concrete sensor technology

    Successful financing round enables expansion of concrete sensor technology

    Dietikon-based DuraMon AG successfully completed a financing round totalling 1.6 million Swiss francs for the seed extension in February, according to a press release. The round was led by venture capital and private equity investor QBIT Capital in Zurich, which had already led DuraMon’s seed financing round in June 2023. Sika in Baar, a key investor since June 2023, has extended its commitment by rejoining as a strategic partner alongside Helbling Equities and others, it added. The fresh capital creates the conditions for scaling and expansion beyond the DACH region.

    DuraMon is a spin-off of the Swiss Federal Institute of Technology in Zurich(ETH) that specialises in a new type of sensor technology that ensures long-term stable corrosion monitoring of concrete infrastructure such as bridges, tunnels, multi-storey car parks and parking garages. This enables the early detection and understanding of deterioration processes in concrete structures, according to the press release. This means that the right type of repair can be determined at the right time and in the right place in the structure, allowing building owners to optimise their maintenance strategies and reduce repair costs.

    The newly secured funding will enable DuraMon to automate and optimise key internal processes, namely automated data analysis and sensor installation, according to the press release. There will also be a strong focus on customer development and expanding DuraMon’s market reach beyond the DACH region into other European countries.

  • Digital building starts in the mind

    Digital building starts in the mind

    L’edilizia digitale – soprattutto con l’aiuto del Building Information Modelling (BIM) – sta sfidando molti processi collaudati nel settore edile. La costruzione digitale avviene innanzitutto nella mente e sul computer, dove viene creato un modello virtuale del progetto.

    Sulla base di questa immagine 3D molto dettagliata del futuro edificio, si possono già prendere molte decisioni ed eliminare potenziali problemi. I sostenitori di questo nuovo tipo di costruzione, supportato digitalmente, promettono guadagni di efficienza e di qualità, una riduzione degli errori di costruzione e una logistica di costruzione molto semplificata.

    Edilizia digitale: un piano in 6 punti semplifica il ripensamento

    Tuttavia, il passaggio dall’edilizia analogica a quella digitale è tutt’altro che semplice. Il docente di BFH Adrian Wildenauer lo sa per esperienza personale. Come ingegnere civile, conosce tutti gli aspetti dell’industria edile, dall’acciaio per armature alla modellazione BIM.

    Per le FFS, ha sviluppato un piano in 6 punti per tutto il settore, che intende servire come base per ripensare le operazioni di costruzione da analogiche a digitali. A suo avviso, è fondamentale che tutti gli attori coinvolti nell’edilizia siano coinvolti e facciano progredire il settore insieme.

    Chiarire l’obiettivo e la tabella di marcia

    Nell’edilizia digitale, le basi, le tabelle di marcia, i modelli e l’immagine target sono disponibili a tutti i partecipanti fin dall’inizio. Ciò consente alle imprese di costruzione, ai fornitori, agli architetti e ai clienti di coordinarsi molto prima della cerimonia di posa del terreno e di eliminare i possibili conflitti e le fonti di errore in una fase iniziale. “Dobbiamo coinvolgere tutti i partecipanti alla catena del valore il più presto possibile”, sottolinea Adrian Wildenauer.

    Comunicare con il linguaggio

    I progetti di costruzione digitale richiedono che tutti parlino la stessa lingua. L’industria ottiene questo risultato lavorando ancora di più con standard validi. A partire dai termini rilevanti dell’edilizia digitale e del Building Information Modelling, agli standard della Società Svizzera degli Ingegneri e degli Architetti (sia) o del Centro di Competenza per gli Standard nell’Industria Edile e Immobiliare (crb), fino allo scambio con le associazioni e le società del settore: soprattutto all’inizio, è importante che tutti i soggetti coinvolti si capiscano. Il Glossario nazionale sviluppato congiuntamente, in cui i termini sono stati definiti congiuntamente, aiuta anche in questo caso.

    Comunicare con il modello di dati

    Non solo le persone coinvolte dipendono da una comunicazione funzionante, ma anche i sistemi coinvolti. Poiché un modello virtuale del progetto edilizio è centrale per l’edilizia digitale, non c’è modo di evitare lo sviluppo congiunto di un modello di dati consolidato per gli edifici. In questo modo è possibile scambiare facilmente informazioni dal progettista al capomastro. “Trattare i dati è il nostro nuovo linguaggio comune”, spiega Adrian Wildenauer, “dobbiamo impararlo”

    Riutilizzare i componenti

    Un vantaggio dell’edilizia digitale è che non si deve necessariamente reinventare la ruota – o addirittura il progetto edilizio – per ogni progetto. Dopo tutto, molti elementi di una costruzione tornano in uso con ogni progetto. Invece di progettarli, dimensionarli e testarli da zero con ogni progetto, come in precedenza, è sufficiente utilizzare oggetti edili standardizzati. Ad esempio, prima di progettare una porta, ne costruisce un’immagine digitale standardizzata. Questa contiene tutti gli attributi necessari, dalla scelta del materiale alle dimensioni del cilindro, dalle larghezze e altezze delle ante alle strisce di tenuta. Grazie agli oggetti di costruzione standardizzati, le aziende risparmiano tempo nella progettazione di tali oggetti ed evitano errori. Affinché questo funzioni, le aziende devono avere un facile accesso a una raccolta di tali componenti digitali.

    Raccogliere l’esperienza

    La conoscenza nel settore edile è spesso ancora trasmessa in modo molto tradizionale, dal maestro artigiano esperto direttamente agli apprendisti sul cantiere. Nell’edilizia digitale, questa conoscenza, che oggi non è tangibile o documentata, può essere raccolta sistematicamente in cantiere e utilizzata per la formazione. Ma anche le esperienze con l’edilizia digitale stessa possono essere registrate e gli strumenti e i processi digitali possono essere testati per la loro idoneità. Se la gestione digitale dell’edilizia porta a un migliore trasferimento delle conoscenze, il settore è sulla strada giusta, ne è convinto Adrian Wildenauer: “Solo se condividiamo le conoscenze possiamo avere successo insieme”

    Comunicare le basi dell’ordine

    Molti processi nell’edilizia digitale culminano in un ordine, che si tratti della prenotazione di un servizio o dell’acquisto di materiali. Un grande vantaggio della costruzione digitale è che i dati necessari per gli ordini vengono registrati il prima possibile nel modello virtuale del progetto. Tuttavia, affinché qualcosa accada in cantiere, tutti coloro che sono coinvolti nel progetto devono sapere come ottenere e utilizzare i dati degli ordini dal sistema. La formazione e la documentazione adeguate per i dipendenti sono quindi obbligatorie.

    In pratica, diventa chiaro che l’edilizia digitale richiede una cooperazione digitale comune. I sistemi e l’infrastruttura IT sono importanti, ma solo se gli architetti, gli ingegneri civili e le aziende partner sono disposti a lavorare insieme in tutte le aree di competenza. La costruzione digitale non inizia sullo schermo, ma nella mente degli esperti.

  • Lack of understanding of project data

    Lack of understanding of project data

    The CDE is the starting point for consistent data management. It is in the interest of the property owner to have access to the current project information at all times, to avoid incompatibilities and to be able to change access rights. It is all the more surprising that the value of data is still not fully understood. Too often, they are viewed solely from an IT perspective and reduced to their function as measuring instruments.

    Themarket is changing rapidly
    The market for CDE solutions is fast-moving and diverse. Overall, there is a trend towards specialisation, which requires a high level of integration. Independent tools are often bought up by large technology providers or built into existing solutions. This leads to problems when taking over projects that have already been completed. To ensure a smooth exchange of data, it is recommended to use a platform as consistently as possible.

    Rapid innovation unsettles users
    Competition among providers is fierce. New tools are constantly entering the market and functionalities are constantly being developed. The result is a great deal of uncertainty among many building owners and operators, both in terms of selection and application. The rather slow construction and real estate industry meets the short innovation cycles of the technology sector here. Use cases, process flows and responsibilities must therefore be clearly defined before the system is selected in order to avoid disappointment.

    And who owns the data?
    The question of data sovereignty is central: Who owns the data in the CDE and who is entitled to it when the construction project is finished and the building is handed over for operation? Current practice shows that this question is often neglected. It is therefore essential that the building owner specifies the set-up, orders the CDE according to his own ideas and regulates the ownership of the data at an early stage.

    User-friendliness leaves a lot to be desired
    The project CDE solutions examined by pom+ can be roughly divided into two groups: Either they are expert tools with extensive functions or simple applications with limited possibilities. Common to both groups is a lack of usability. Almost 45 per cent of the tools examined were rated three or less on the five-point scale. The problem here is that CDEs are not only used by technology-savvy people – they have to address the whole team. Manufacturers should pay more attention to this in their further development. Joachim Baldegger, head of the study and Head of Service Unit Future Lab, summarises: “Modern construction means thinking about operations already in the construction project and ordering the right data. Common Data Environments play a central role in this. However, there is still a long way to go, because many tools have gaps in their functional scope and can only deal with data to a limited extent or record it in a structured way. Only when this is ensured can data from the project be efficiently transferred to the target systems of the property owners and added value generated.”

  • Image of the future Upper Valais “We grow together”

    Image of the future Upper Valais “We grow together”

    The Upper Valais has been experiencing strong economic growth for several years and with it exceptional immigration. People from 119 nations live in the region today. In 2021 alone, more than 6500 people moved to Upper Valais. The region’s development is additionally influenced by global trends such as the increasing tendency towards urbanisation, new family and life models as well as a transformation of the working world through digitalisation. “In such a phase of change, it is helpful to have a common vision that everyone can orientate themselves by,” says Reinhard Imboden, President of the Upper Valais Region Association. “To ensure that such a vision of the future actually meets the needs of the population and is supported by them, everyone was invited to share their concerns and wishes, but also their priorities. Two broad-based population surveys and a carefully compiled impulse group led to the Upper Valais vision of the future that we have today.”

    Vision for the future
    Throughout the process, the fields of action for Upper Valais became clearer. On the one hand, there were the already strongly felt challenges that many other regions in Switzerland are currently facing: The population is concerned about ensuring basic medical care and coping with the shortage of skilled workers. With regard to the future of education, the population is focusing on digital and language skills and practical teaching. In the area of mobility, the public transport network and non-motorised traffic routes are to be expanded. The people of Upper Valais also see an urgent need for action in dealing with climate change. “The Valais has a high availability of renewable energy sources. The circular economy used to be the rule rather than the exception in our region. We thus have two strong levers for a more ecologically sustainable development of our region. This is something that the population wants to put to good use,” explains Tamar Hosennen, Managing Director of the RWO. The people of Upper Valais also identified the positive development of the mountain villages as an important field of action.

    The vision of the future is made available to all interested actors from politics, business and society as orientation and inspiration for their own strategy processes

  • Innovation Park Zurich wins Angst+Pfister as investor

    Innovation Park Zurich wins Angst+Pfister as investor

    The Innovation Park Zurich(IPZ) has gained Angst+Pfister as an investor. The globally active Zurich-based manufacturer of high-performance components and engineering solutions has acquired a significant stake in IPZ Property AG, which is responsible for realising the project, the Zurich Innovation Park Foundation informs in a statement. “For the first time, a well-known industrial partner from Switzerland is participating as an investor in the Innovation Park Zurich,” foundation president Peter Bodmer is quoted there.

    For Christof Domeisen, CEO and Delegate of the Board of Directors of Angst+Pfister, the Zurich Innovation Park is “by far the most exciting development project in Switzerland”. His company is convinced “that the close interlocking of research and development in one place creates an ideal platform to be successful in the future”. Domeisen sees precisely these conditions fulfilled at the Zurich Innovation Park on the grounds of the Dübendorf airfield.

    The implementation of the project has successfully completed its political process with the now legally binding approval of the commitment credit by the Zurich Cantonal Council. Next, the Swiss Federal Institute of Technology Zurich and the University of Zurich are to take over the existing aircraft hangars on the site. An architectural competition is already underway for the new buildings in the first phase of development. In addition, “more and more companies are interested in locating on the IPZ,” explains Andrea Claudio Thöny, head of IPZ Property AG. “Since the political decisions have been made, things are now moving ahead quickly.”

  • CEO leaves Flughafen Zürich AG

    CEO leaves Flughafen Zürich AG

    Flughafen Zürich AG is facing a change in its leadership: CEO Stephan Widrig is stepping down from his post at the end of April after 23 years with the company. According to a media release, he will take over as CEO of Allreal Holding AG from May 1, 2023. During his tenure at Flughafen Zürich AG, Widrig was in charge of real estate management and, as a member of the Executive Board, was responsible for all non-aviation business areas, including real estate. At Allreal, he succeeds Roger Herzog, who announced his resignation earlier in the day, according to a statement.

    “After almost 15 years on the executive board of Flughafen Zürich AG and in my ninth year as CEO, it seems sensible to me to pass on the management baton,” Widrig is quoted as saying. “The timing is favorable as all business units are in stable and competent hands, the pandemic is well overcome and the strategic focus for the next years is clear.”

    As Flughafen AG points out, the company has experienced strong growth phases under Widrig’s leadership. He said he successfully diversified the business model and led the airport “safely and economically independently through the historically unprecedented crisis in aviation caused by the Corona pandemic.”

    Chairman of the Board of Directors Andreas Schmid thanks Widrig for his “great, dedicated and long-standing commitment”. Flughafen AG now intends to initiate the process to identify a successor.