ORS Annual Report 2020 English

ORS Annual Report 2020 in English

ORS Annual Report 2020 in English


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<strong>ORS</strong><br />


<strong>2020</strong><br />

Neutral, flexible, mindful.<br />



<strong>ORS</strong> believes in the importance of equal opportunity. We use gender-neutral language<br />

in this <strong>Annual</strong> <strong>Report</strong> to refer equally to female, male and non-binary individuals.<br />

Editorial: <strong>ORS</strong>’s journey through the year of coronavirus<br />

<strong>ORS</strong> Group facts & figures<br />

<strong>2020</strong> milestones – <strong>ORS</strong> Switzerland<br />

Laura Mastronardi – day-to-day life in a repatriation centre<br />

Sophia Egli – a start in life for unaccompanied minor asylum seekers<br />

<strong>2020</strong> milestones – <strong>ORS</strong> Germany<br />

Claudia Hänig – coronavirus scare in refugee accommodation<br />

Claudia Gawlowski – committed to vulnerable refugees<br />

<strong>2020</strong> milestones – <strong>ORS</strong> Austria<br />

Nina Trippl – support work is teamwork<br />

<strong>2020</strong> milestones – <strong>ORS</strong> Italy<br />

Sabrina Montagna – a rock in stormy situations<br />

HR & training<br />

Karolina Trappitsch – personnel management as an opportunity for development<br />

<strong>Annual</strong> results <strong>2020</strong><br />

<strong>ORS</strong> Advisory Board – interview with Rita Fuhrer<br />

Group management and management values<br />

Our values<br />

Glossary<br />

Our locations<br />

4<br />

6<br />

8<br />

12<br />

14<br />

16<br />

20<br />

22<br />

24<br />

28<br />

30<br />

34<br />

36<br />

38<br />

40<br />

44<br />

46<br />

48<br />

50<br />

54<br />

2 3

‘I believe in flexible working<br />

conditions that allow women<br />

better access to managerial<br />

positions and enable them<br />

to bring greater perspective<br />

and diversity to our<br />

decision-making<br />

processes in these key<br />

roles.’<br />

Dear Readers,<br />

I am delighted to have been asked to introduce the <strong>2020</strong> <strong>Annual</strong> <strong>Report</strong>. This year, it focuses<br />

on women, mothers, management roles and, above all, the female members of the <strong>ORS</strong><br />

team. Gender equality and respect are the cornerstones of our diverse organisation, and<br />

we expect an equal balance of power between men and women at all levels and in all roles.<br />

More women in managerial positions<br />

Being the only woman on the Group management team, as I am at present, is not always<br />

easy. While it does not tend to take us long to reach a consensus where goals and commitment<br />

are concerned, we women often have a different approach to achieving those goals.<br />

The discussions surrounding this and the different perspectives are what makes our work<br />

so interesting – we tend to weigh up more options and consider more diverse possibilities<br />

in our teams where there is a balanced mix of men and women. We are more productive<br />

when we work together.<br />

Our goal is for half of all managerial positions to be filled by women by 2025. We are still<br />

some way off. In <strong>2020</strong>, women made up around 37% of <strong>ORS</strong> Group employees and 42% of<br />

managers were female.<br />

<strong>ORS</strong>’s journey through the year of coronavirus<br />

In common with everyone, regardless of organisation or circumstances, our experience<br />

of <strong>2020</strong> was very much dominated by coronavirus. Our colleagues went above and beyond<br />

when it came to implementing all the required measures and contingencies. I am proud to<br />

see that, one year on, everyone is still very much on the ball and committed to providing the<br />

best support, day after day, for those living in our accommodation facilities.<br />

Despite explanatory videos and other multilingual information materials for the residents,<br />

an active crisis team and extensive hygiene and protection measures, we were unable to<br />

keep COVID-19 out of our facilities. May <strong>2020</strong> proved particularly challenging when a mass<br />

outbreak took hold in the Sankt Augustin central refugee facility (ZUE) in Germany, which<br />

required the mobilisation of assistance from all areas of the Group. Thankfully, we managed<br />

to get the situation under control and learned valuable lessons from the experience.<br />

<strong>2020</strong> also proved very eventful in other areas aside from coronavirus. In Switzerland, we<br />

started work on our major mandates in the canton of Bern. These involve providing support<br />

for refugees, from accommodation to integration in the job market, and running repatriation<br />

centres. In Italy, we were able to stabilise our mandates on Sardinia – something<br />

we certainly had not taken for granted given the difficult security situation. In Germany,<br />

we began work in a new district in Baden-Württemberg with the opening of two reception<br />

facilities in Karlsruhe. In contrast, we have to report a significant downturn in Austria. Following<br />

the decision to nationalise responsibilities for refugees, we handed over our services<br />

to the state-run agency at the end of November and, after nine years, had to discontinue<br />

over 90% of our activities.<br />

Our <strong>Annual</strong> <strong>Report</strong> – this year in the capable hands of women<br />

In this year’s <strong>Annual</strong> <strong>Report</strong>, you can learn about our mindset and methods from a woman’s<br />

perspective and gain insight into a world in which we work day in, day out to provide the<br />

individuals in our care with the best quality support and integration.<br />

Carolin Wälz-Fabregon<br />

Managing Director, <strong>ORS</strong> Deutschland GmbH<br />

Member of the Group management team<br />

Mother of two<br />

4 5


As at 31 December <strong>2020</strong><br />

4+2 countries<br />

CH<br />

DE<br />

AT<br />

IT<br />

ES<br />

GR<br />

Zurich<br />

Freiburg<br />

Vienna<br />

Rome<br />

Madrid<br />

Athens<br />

70+<br />

Support facilities<br />

mandates<br />

Bed capacity<br />

10,000+<br />

CH<br />

DE<br />

AT<br />

IT<br />

6,500+<br />

4,000+<br />

100+<br />

200+<br />

CH<br />

DE<br />

AT<br />

IT<br />

60+<br />

10<br />

2<br />

3<br />

Number of employees<br />

1,309<br />

CH<br />

DE<br />

AT<br />

IT<br />

815<br />

439<br />

7<br />

48<br />

Women in managerial positions<br />

42%<br />

CH<br />

DE<br />

IT<br />

21%<br />

49%<br />

AT 71%<br />

25%<br />

6 7


<strong>2020</strong><br />

06/<strong>2020</strong><br />

Switzerland<br />

03/<strong>2020</strong><br />

Opening of cantonal<br />

accommodation for vulnerable<br />

individuals in Embrach<br />

(ZH): capacity 50 people<br />

04/<strong>2020</strong><br />

Opening of the Erlenhof Zurich care<br />

centre as a cantonal emergency hospital<br />

for rejected asylum seekers in quarantine:<br />

capacity 36 people<br />

Reopening of the Les<br />

Passereaux centre in Broc (FR):<br />

capacity 60 people<br />

New service agreements with<br />

local authorities come into force<br />

Opening of Boltigen federal asylum<br />

centre (BAZ) (BE):<br />

capacity 120 people<br />

Opening of the temporary ‘Fridau’<br />

transit centre in Egerkingen (SO)<br />

for resettlement refugees:<br />

capacity 40 people<br />

05/<strong>2020</strong><br />

Suspension of the job<br />

market integration<br />

programme at training<br />

restaurants Engel<br />

in Pratteln (BL) and<br />

Cittadella (TG) in German-speaking<br />

Switzerland as a result<br />

of coronavirus<br />

Reopening of<br />

Muttenz BAZ (BL):<br />

capacity 250 people<br />

08/<strong>2020</strong><br />

Opening of the Fribourg<br />

cantonal police canteen,<br />

‘Le Vidocq’, with<br />

apprenticeships for<br />

five asylum seekers<br />

10/<strong>2020</strong><br />

Expansion of integration services in the<br />

mandate for the canton of Fribourg with<br />

a 100% female team of nine integration<br />

advisers<br />

All accommodation placed under<br />

quarantine: Möhlin (AG), Dübendorf<br />

(ZH)<br />

11/<strong>2020</strong><br />

Opening of Brugg BAZ (AG):<br />

capacity 220 people<br />

<strong>ORS</strong> approved as SPI-<br />

TEX-SPITIN organisation:<br />

ors@home<br />




8 9


<strong>2020</strong><br />

Switzerland<br />

<strong>ORS</strong> Switzerland – impacts of the pandemic<br />

on asylum support<br />

<strong>ORS</strong> felt the effects of the COVID-19<br />

pandemic in Switzerland. Because<br />

borders outside Europe were closed,<br />

there was little migration, which in<br />

turn meant that asylum accommodation<br />

was at low capacity. The low<br />

numbers did, however, offer a better<br />

opportunity to implement measures<br />

designed to prevent the spread<br />

of coronavirus. We worked with our<br />

partners to develop, adapt and implement<br />

pandemic plans. We also had to<br />

set up new, temporary facilities for<br />

vulnerable groups and for individuals<br />

who were self-isolating or subject<br />

to quarantine requirements. <strong>ORS</strong><br />

Switzerland is grateful that the collaboration<br />

with partners at national,<br />

cantonal and local level functions so<br />

well. At the same time, <strong>ORS</strong> Switzerland<br />

is proud of its employees. They<br />

have done sterling work in support,<br />

medical care and integration without<br />

being distracted by public pressure<br />

stirred up by third parties.<br />

New mandates<br />

The fact that we were able to take<br />

on two mandates in the canton of<br />

Bern (repatriation centres and the<br />

NaBe mandate to restructure asylum<br />

and refugee support in the Oberaargau-Emmental<br />

region) underlines the<br />

growing importance of the range of<br />

services we offer the public sector. At<br />

times, we had to summon up resources<br />

at very short notice so that temporary<br />

centres could be opened as part<br />

of the fight against COVID-19. <strong>ORS</strong><br />

was able to demonstrate its flexibility<br />

and reliability here and hire over 240<br />

new employees.<br />

New service agreements<br />

<strong>ORS</strong> was able to offer a standardised<br />

and modular service agreement to the<br />

30 or so local authorities that work<br />

with us in the field of asylum and<br />

refugee coordination. Following restructuring,<br />

<strong>ORS</strong> Switzerland has divested<br />

itself of loss-making mandates<br />

and positioned itself as an attractive<br />

service provider in public tender procedures.<br />

In spring <strong>2020</strong>, coronavirus<br />

meant that we had to suspend operations<br />

at the ‘Engel’ restaurant in Pratteln<br />

and the ‘Cittadella’ restaurant in<br />

Frauenfeld, along with the associated<br />

integration programme that trains<br />

asylum seekers to work in the catering<br />

industry. However, we were able<br />

to initiate a refugee project as part<br />

of our mandate for the canton of Fribourg,<br />

taking over the management<br />

of ‘Le Vidocq’, the cantonal police<br />

canteen.<br />

Employees step up<br />

Our employees were not untouched<br />

by coronavirus. Luckily, however,<br />

we only saw a few sporadic positive<br />

Le Vidocq (the Fribourg cantonal<br />

police canteen) has been run by<br />

<strong>ORS</strong> since August <strong>2020</strong>. Young<br />

refugees undergo culinary training<br />

here and can be integrated into the<br />

job market.<br />

cases. Wherever possible, our staff<br />

switched to working from home.<br />

The experience showed that flexible<br />

working can lead to greater personal<br />

responsibility and can have a positive<br />

impact on the completion of assignments.<br />

<strong>ORS</strong> persevered despite the<br />

waves of coronavirus and, with almost<br />

30 years’ experience under our<br />

belt, we showed that our support,<br />

accommodation and integration services<br />

can be relied on whatever the<br />

circumstances.<br />

10 11

Laura Mastronardi<br />

Director Adliswil repatriation<br />

centre (RKZ)<br />

Joined <strong>ORS</strong> CH in 2015<br />

‘As a manager, I bring my experience<br />

to the table and work<br />

with my team to try and make<br />

the residents’ time with us as<br />

pleasant as possible.’<br />

A container settlement in Adliswil,<br />

around 10 kilometres outside Zurich,<br />

is temporary home to individuals<br />

whose asylum application has been<br />

officially rejected. The people who<br />

live here – men, women and families<br />

with children, a maximum of 140 in<br />

total – have been instructed to leave<br />

Switzerland. Laura Mastronardi is<br />

responsible for managing the centre<br />

where, despite the asylum seekers’<br />

shattered hopes, the focus is on treating<br />

people with humanity.<br />

The year <strong>2020</strong> was certainly challenging.<br />

The conclusion that Laura was<br />

able to draw from dealing with the<br />

pandemic and the associated protective<br />

measures is that optimism,<br />

flexibility and creativity go a long<br />

way towards overcoming a problem.<br />

Good team spirit, support within the<br />

centres and good communication<br />

between centre directors are equally<br />

important in her working environment.<br />

Laura feels that this is a key<br />

benefit of working for <strong>ORS</strong>. She sees<br />

the fact that she was appointed to run<br />

the centre in <strong>2020</strong> as a sign of trust of<br />

the other repatriation centres in the<br />

Zurich cantonal mandate and longterm<br />

colleagues from other support<br />

facilities in Switzerland. She hopes to<br />

be a good role model and to be able to<br />

make fair, comprehensible and transparent<br />

decisions.<br />

‘Good experiences<br />

make us stronger. But<br />

overcoming tricky<br />

situations that take us<br />

out of our comfort zone<br />

can also have a positive<br />

impact on us.’<br />

To unwind and recharge her batteries,<br />

she likes to spend time in the<br />

great outdoors and is a keen sportswoman.<br />

Her personal philosophy is<br />

one of idyllic coexistence between all<br />

individuals.<br />

‘It is only when we<br />

recognise that there are<br />

fewer differences<br />

between us than our<br />

ego would like to<br />

believe that we begin to<br />

treat our fellow human<br />

beings as equals.’<br />

12 13

Sophia Egli<br />

Social worker, specialising in<br />

support for unaccompanied minors<br />

in the canton of Solothurn<br />

Joined <strong>ORS</strong> CH in 2016<br />

‘Offering young refugees prospects<br />

and showing them how<br />

they can make the transition to<br />

independent living is my biggest<br />

motivation.’<br />

Sophia Egli’s goal is to help young<br />

people with a migration background<br />

to tackle the challenges of independent<br />

living. Based in the canton of<br />

Solothurn, the social worker and her<br />

five-strong team support unaccompanied<br />

minor asylum seekers (UMAs)<br />

who have fled to Switzerland without<br />

their parents. They provide financial<br />

support, serve as legally appointed<br />

custodians on behalf of the Child and<br />

Adult Protection Authority (KESB)<br />

and support the youngsters during<br />

their time in assisted UMA accommodation<br />

or with foster families.<br />

Each youngster brings with them<br />

their own personal set of experiences<br />

and resources.<br />

‘As far as I’m concerned,<br />

there are no<br />

hopeless cases. Everyone<br />

deserves a chance.’<br />

The job of UMA coaching is to uncover<br />

the youngster’s personal situation,<br />

work with them on their<br />

prospects and support them on their<br />

individual journey. If they are to live<br />

independently in Switzerland, it is<br />

important to help them to find their<br />

feet. Structures are needed to provide<br />

clarity and security while offering<br />

learning arenas for individual development<br />

at the same time.<br />

UMA coaching has been run on these<br />

principles since 2016. Over 160 UMAs<br />

have since been helped to develop<br />

their abilities over short or longer<br />

periods. In <strong>2020</strong>, almost 50 UMAs<br />

reached such a high level of independence<br />

in all aspects of life that we<br />

were able to discharge them from the<br />

coaching programme. Many go on to<br />

settle in Switzerland and complete an<br />

apprenticeship. Car mechanic, joiner<br />

and logistics specialist are among<br />

the most popular careers. Where the<br />

youngsters have undergone extremely<br />

traumatic experiences or have had<br />

little education, the integration process<br />

often takes longer. Flexibility<br />

and creativity are sometimes needed.<br />

‘We just keep at it! Step by step. For<br />

some the steps are bigger, for others<br />

small,’ explains Egli, who has been<br />

working at <strong>ORS</strong> for five years.<br />

She constantly documents her conversations<br />

with the youngsters, noting<br />

down key words and making<br />

sketches. Thoughts, fears, goals and<br />

possible solutions gradually materialise.<br />

Once problems and questions<br />

are out in the open, they can be examined,<br />

discussed and worked through<br />

with the youngsters.<br />

‘We share the youngsters’<br />

joy in their personal<br />

successes.’<br />

Her notes help her to leave her<br />

thoughts behind in the office at the<br />

end of the day.<br />

14 15


<strong>2020</strong><br />

Germany<br />

05/<strong>2020</strong><br />

Opening of the temporary accommodation at Bad<br />

Honnef ZUE (NRW) as a result of coronavirus:<br />

day-to-day support, hospital ward:<br />

capacity 193 people<br />

Opening of Durlacher Allee regional reception<br />

facility (LEA), Karlsruhe (BW) with accommodation<br />

and day-to-day support:<br />

500 spaces regular accommodation + 400 spaces<br />

short-term stays<br />

03/<strong>2020</strong><br />

Closure of<br />

‘Weiche’ integration restaurant<br />

in Freiburg as a result of<br />

of coronavirus<br />

Mass COVID-19 outbreak at<br />

Sankt Augustin ZUE (NRW)<br />

04/<strong>2020</strong><br />

Opening of Eggenstein<br />

reception facility (EA)<br />

(BW) with accommodation<br />

and day-to-day<br />

support:<br />

capacity 500 people<br />

09/<strong>2020</strong><br />

Tübingen EA (BW)<br />

Hospital ward<br />

12/<strong>2020</strong><br />

Sigmaringen LEA (BW): Separation<br />

accommodation with dayto-day<br />

support:<br />

design occupancy 875<br />

Closure of Colditzstrasse Berlin<br />

hostel (GU)<br />

11/<strong>2020</strong><br />

Closure of the temporary<br />

Bad Honnef ZUE (NRW)<br />




16<br />



<strong>2020</strong><br />

Germany<br />

<strong>ORS</strong> Germany – coronavirus and other<br />

developments<br />

Spring <strong>2020</strong> – support under<br />

COVID-19 conditions<br />

The outbreak of the coronavirus pandemic<br />

in March <strong>2020</strong> turned support<br />

on its head. Within next to no time,<br />

the teams at <strong>ORS</strong> Germany had to<br />

adjust to providing support under<br />

the strictest hygiene and safety measures.<br />

Activities for residents, particularly<br />

children, were temporarily<br />

suspended, cohorts were formed and<br />

one of the few highlights of the day,<br />

the shared mealtimes, had to be abandoned,<br />

with residents eating in their<br />

rooms instead.<br />

The biggest challenge for the organisation<br />

came at the Sankt Augustin<br />

ZUE, where over 200 residents and 23<br />

team members were infected. Thanks<br />

to support from staff from other facilities<br />

and from Switzerland and<br />

Austria, we were given the all-clear a<br />

few weeks later. The <strong>ORS</strong> integration<br />

restaurant ‘Die WEICHE Freiburg’<br />

was a victim of the economic impact<br />

of the coronavirus and has not reopened.<br />

New accommodation <strong>2020</strong><br />

In spring <strong>2020</strong>, <strong>ORS</strong> Germany was<br />

awarded the contract for the Durlacher<br />

Allee LEA in Karlsruhe and<br />

the Eggenstein-Leopoldshafen reception<br />

facility (EA). Since May, <strong>ORS</strong> has<br />

been actively supporting up to 1,000<br />

refugees on behalf of the administrative<br />

authority in Karlsruhe. Shortly<br />

afterwards, we opened the Bad-Honnef<br />

ZUE in North Rhine-Westphalia,<br />

a temporary facility designed to open<br />

for a fixed term of six months to provide<br />

care for up to 200 vulnerable<br />

individuals during the coronavirus<br />

pandemic. Since September, the <strong>ORS</strong><br />

mandate at the Tübingen EA has been<br />

extended to include the operation of a<br />

hospital ward.<br />

And finally, at the end of the year,<br />

separate accommodation was added<br />

at the Sigmaringen LEA to serve as<br />

a distribution and quarantine centre,<br />

staffed by an additional team.<br />

Efficiency boost for all<br />

teams at headquarters<br />

While we are pleased to report growth<br />

in Germany, <strong>ORS</strong> is now at its capacity<br />

limits in organisational terms.<br />

New approaches are required, including<br />

digitalisation. The introduction<br />

of a digital application management<br />

system, a central procurement and<br />

contract management system and<br />

programmes to simplify time management<br />

and shift planning are key<br />

steps when it comes to efficiency.<br />

Additional contracts and closures<br />

In addition to the Bad Honnef<br />

ZUE, we said goodbye to the team<br />

in Berlin at the end of the year.<br />

The support mandate in the capital<br />

has been transferred to one of<br />

our competitors. However, <strong>ORS</strong><br />

has been awarded the contract for<br />

three new accommodation facilities<br />

with even greater responsibility: the<br />

Düren ZUE in North Rhine-Westphalia<br />

from 1 March 2021 plus Hermeskeil<br />

and Kusel reception centres<br />

for asylum seekers (AfA) in Rhineland-Palatinate<br />

from 1 April 2021.<br />

18 19

Claudia Hänig<br />

Operations manager<br />

Sankt Augustin ZUE<br />

Joined <strong>ORS</strong> DE in 2019<br />

‘With enough self-belief, the<br />

question of whether you’re going<br />

to succeed becomes less about<br />

impossible challenges and more<br />

of about self-fulfilling prophecies.’<br />

In a refugee centre, many of the residents<br />

and staff come from countries<br />

with a highly patriarchal tradition.<br />

This means that you have to work<br />

doubly hard to assert yourself as a<br />

woman in management. Claudia faces<br />

this challenge on a daily basis as<br />

operations manager at the Sankt Augustin<br />

ZUE in North Rhine-Westphalia.<br />

When the facility experienced<br />

a coronavirus outbreak in spring <strong>2020</strong><br />

and the virus brought the lives of the<br />

400 or so residents to a halt, Claudia<br />

proved her worth as a walking symbol<br />

of the new society in which the refugees<br />

find themselves.<br />

An issue that affected everyone in<br />

<strong>2020</strong>, but particularly those at the<br />

Sankt Augustin ZUE, was COV-<br />

ID-19. Following a mass outbreak<br />

and full quarantining of a large section<br />

of the regular staff, the resolute<br />

core of remaining employees, supported<br />

by <strong>ORS</strong> staff from other locations<br />

and with external assistance<br />

from the emergency services, had to<br />

pull together and weather this difficult<br />

time. ‘In a situation like that,<br />

it is vital to be able to rely on one<br />

another and support each other,’ the<br />

operations manager explains. Claudia<br />

is convinced that the ability to<br />

master mammoth tasks such as this<br />

is not gender specific. She believes<br />

that the way we deal with situations<br />

like this has much more to do<br />

with our experience and character.<br />

‘With enough self-belief, the question<br />

of whether you’re going to succeed<br />

becomes less about impossible challenges<br />

and more about self-fulfilling<br />

prophecies.’ You need to have a<br />

thick skin in some situations, which<br />

is why it is important to maintain a<br />

good work-life balance and have a<br />

strong network of friends and family<br />

for support.<br />

‘Successful outcomes<br />

and being part of the<br />

positive development<br />

of a resident’s fate<br />

through your team’s<br />

efforts hold much more<br />

weight than frustrating<br />

day-to-day<br />

situations.’<br />

The joyful moments she witnesses<br />

in her work fill her with renewed<br />

energy and are the main reason she<br />

is able to tackle the job with new<br />

zest and enthusiasm day after day,<br />

she explains, describing one such<br />

moment when a war-torn family<br />

was finally reunited after what<br />

seemed like an endless wait.<br />

20 21

The medical station at the Tübingen<br />

reception facility (EA) was designed<br />

for displaced people who are in particular<br />

need of protection. The background<br />

stories that the staff heard<br />

from those in their care in <strong>2020</strong> were<br />

often chilling. ‘In the year of the pandemic,<br />

we were occupied on a daily<br />

basis with totally different issues,’ reports<br />

Claudia Gawlowski, head of the<br />

medical station at Tübingen EA.<br />

Human trafficking, forced prostitution,<br />

violence, discrimination and<br />

persecution on the grounds of ethnicity<br />

or religion were all issues that<br />

staff encountered daily in the medical<br />

station at Tübingen EA. The residents<br />

come from different continents<br />

and their personal stories demand<br />

intensive and tactful support. A psychiatrist<br />

visits the reception facility<br />

once a week and a psychologist twice<br />

a week to talk to residents about their<br />

experiences. During the year of the<br />

pandemic, Claudia and her team of<br />

three continued to tend to the mental<br />

and sometimes physical wounds of<br />

the residents.<br />

<strong>ORS</strong>, describes her role at the reception<br />

facility.<br />

‘The residents often<br />

see me as the<br />

caring mum.’<br />

Along with her team, she ensures<br />

that the residents are provided with<br />

medical care, quickly and directly.<br />

The team has to deal with a range<br />

of backstories, some of which pack<br />

a punch. Within the team, Claudia<br />

is not just the boss but also a friend<br />

and confidant. When planning shifts,<br />

she is particularly concerned about<br />

ensuring a balance between career<br />

and family. It can be a tightrope walk,<br />

however, as shift work demands flexibility<br />

from all parties. ‘Together we’re<br />

a team, through thick and thin!’ An<br />

inveterate worker, she does not distinguish<br />

between emancipation at<br />

work and at home. The care professions<br />

and nursing tend to be predominantly<br />

female. She is a firm believer<br />

that emancipation is equally important<br />

on both sides.<br />

Claudia Gawlowski<br />

Head of the medical station at<br />

Tübingen EA<br />

Joined <strong>ORS</strong> DE in 2019<br />

‘I’m a great believer in team<br />

spirit. Together, we are strong<br />

and can overcome even the most<br />

difficult of situations.’<br />

The centre mainly houses women and<br />

physical conflicts are rare. It is the<br />

mental suffering of the residents that<br />

preoccupies the whole team at the<br />

Tübingen EA medical station. Touching<br />

scenes regularly play out, with<br />

staff sitting on the floor and crying<br />

with residents or celebrating a birth<br />

or a residence permit with thunderous<br />

applause and tears of joy.<br />

This is how Claudia, who worked for<br />

years in geriatric care before joining<br />

22 23


<strong>2020</strong><br />

Austria<br />

01/<strong>2020</strong><br />

Introduction of temperature<br />

measurement to control access<br />

Termination of work for the<br />

state of Lower Austria<br />

02/<strong>2020</strong><br />

BMI terminates individual<br />

and framework<br />

contracts for federal<br />

primary care<br />

06/<strong>2020</strong><br />

Opening of the emergency<br />

accommodation in Villach<br />

and Vienna:<br />

capacity 450 people<br />

05/<strong>2020</strong><br />

Contract negotiations<br />

with BMI & BBU for<br />

the transfer of operations<br />

11/<strong>2020</strong><br />

Federal mandate expires<br />

Retrospective ‘9 years of <strong>ORS</strong><br />

success in Austria’<br />

10/<strong>2020</strong><br />

Nina Trippl takes charge of the <strong>ORS</strong><br />

team Assisted Living in Styria and<br />

Carinthia<br />

On behalf of the <strong>ORS</strong> Group, <strong>ORS</strong><br />

Austria presents a donation to the Greek<br />

women’s aid organisation ‘MELISSA’<br />

12/<strong>2020</strong><br />

Contracts extended with the<br />

states of Styria and Carinthia<br />




24<br />



<strong>2020</strong><br />

Austria<br />

<strong>ORS</strong> Austria – accepting watershed moments as<br />

an opportunity for refugee care<br />

The year <strong>2020</strong> marks a special turning<br />

point in the development of <strong>ORS</strong> Austria:<br />

after nine successful years of support<br />

work at national level, the staterun<br />

Federal Agency for Reception and<br />

Support Services (BBU) took over primary<br />

care in the federal centres at the<br />

beginning of December. Renationalisation<br />

was decided by an act of parliament<br />

in 2019. On 1 December, as part of the<br />

transition process, 297 employees were<br />

transferred to the state-run BBU and<br />

their jobs continue to be safeguarded.<br />

In the months leading up to this, <strong>ORS</strong><br />

Austria faced coronavirus-related challenges<br />

and, with the support of the <strong>ORS</strong><br />

Group’s crisis management team, managed<br />

to achieve notable results through<br />

its innovations. Special measures relating<br />

to tackling the COVID-19 pandemic<br />

include:<br />

Special communication initiatives<br />

in various languages:<br />

COVID-19 newsletter, YouTube videos<br />

with codes of conduct for residents in the<br />

facilities, social distancing and hygiene<br />

rules outlined on posters and flyers.<br />

These communication tools were created<br />

in-house with the assistance of<br />

our employees and, as such, were rolled<br />

out rapidly – while other organisations<br />

where still working on their preparations.<br />

Strict implementation of health<br />

authority guidelines:<br />

• The facilities began taking temperatures<br />

as early as January <strong>2020</strong>. Our staff<br />

began wearing masks early on, despite<br />

the shortage of supplies of PPE. This<br />

successfully protected employees from<br />

infection when carrying out support<br />

work.<br />

• Deployment of an <strong>ORS</strong> Group crisis<br />

team with regular feedback on experiences<br />

and introduction of protective<br />

measures.<br />

• Adaptation of the asylum administration<br />

programme to document medical<br />

and organisational measures (officially<br />

required isolation, quarantine, etc.).<br />

• Identification of people in medical<br />

risk groups and their exemption from<br />

support work.<br />

• Introduction of working from home<br />

for administrative work. Thanks, in<br />

particular, to the support of our internal<br />

IT department, we did not experience<br />

any loss in efficiency.<br />

Focus on regional support services<br />

The extension of our contract for activities<br />

for the states of Styria and Carinthia<br />

provided a positive conclusion to<br />

the year <strong>2020</strong>. The rescinding of our<br />

mandates marks a watershed. <strong>ORS</strong><br />

Austria firmly believes that we will continue<br />

to serve as a reliable partner and<br />

set standards in care and support for<br />

Solidarity: <strong>ORS</strong> Austria donates<br />

women’s clothing to Green women’s<br />

aid group MELISSA.<br />

asylum seekers and refugees in Austria.<br />

Solidarity<br />

The <strong>ORS</strong> Group continued to observe<br />

the refugee situation in Greece in <strong>2020</strong>.<br />

Work was concluded on the foundation<br />

of a – currently non-operative – national<br />

subsidiary, headquartered in Athens.<br />

At the invitation of the Greek migration<br />

minister, a group of <strong>ORS</strong> experts<br />

is to visit the island of Lesbos to see<br />

the situation following the fire at the<br />

‘Moria’ container village for themselves.<br />

26 27

Nina Trippl<br />

Team leader for support work<br />

in Styria & Carinthia<br />

Joined <strong>ORS</strong> AT in 2015<br />

‘Talking to one another and<br />

learning from each other enriches<br />

our experience. It has taught<br />

me not to be the kind of manager<br />

who doesn’t want to delegate<br />

tasks and demands perfection.’<br />

In <strong>2020</strong>, Nina Trippl saw the number<br />

of her colleagues reduced from over<br />

300 to less than 20. The withdrawal<br />

from responsibility for support at<br />

national level left many unanswered<br />

questions. The realignment of <strong>ORS</strong><br />

Austria, with Nina as new team leader<br />

for support work in the states of<br />

Styria and Carinthia, marks a new beginning.<br />

‘Onwards and upwards’ is Nina Trippl’s<br />

motto for the year. On the one<br />

hand, it sums up our perseverance<br />

in our commitment to refugees, despite<br />

the coronavirus restrictions.<br />

On the other hand, the phrase also<br />

reflects her optimism for the future<br />

of <strong>ORS</strong>, which had to regroup once<br />

the support work for the Austrian<br />

Ministry of the Interior expired.<br />

Saying goodbye to long-term colleagues<br />

was not easy.<br />

The social support workers in her<br />

team are often alone, travelling to<br />

assist the refugees and also tend not<br />

to be fazed when the unforeseen happens.<br />

As team leader, she regularly<br />

sets aside time to catch up. The demands<br />

and expectations that both<br />

partners and asylum seekers place on<br />

support are many and varied. Day-today<br />

circumstances require a professional<br />

understanding of how to deal<br />

with on-site and remote issues.<br />

‘Talking to one another and learning<br />

from each other enriches our experience.<br />

It has taught me not to be the<br />

kind of manager who doesn’t want<br />

to delegate tasks and demands perfection,’<br />

explains the team leader,<br />

who has been employed by <strong>ORS</strong> for<br />

just under six years. Even if women<br />

are now represented in many areas<br />

previously dominated by men, she<br />

feels that there is still room for improvement<br />

where equal opportunity<br />

is concerned. With reference to her<br />

role at <strong>ORS</strong>, however, she does not<br />

believe that gender is a pivotal factor<br />

when it comes to management<br />

positions, or that she faces greater<br />

or different challenges as a result.<br />

And so it’s ‘onwards and upwards’.<br />

She is setting about her new responsibilities<br />

as team leader and<br />

has a positive view of what the future<br />

will bring.<br />

‘The best recipe for<br />

overcoming stressful<br />

situations in support<br />

is continuity, your own<br />

experience and talking<br />

to other members<br />

of the team.’<br />

28 29


<strong>2020</strong><br />

01/<strong>2020</strong><br />

Start of operation of the repatriation centre<br />

Macomer CPR: capacity 50 people<br />

Arrival of the first residents<br />

02/<strong>2020</strong><br />

Questore (local police commissioner)<br />

of Nuoro and ‘Garante’ (ombudsperson<br />

for the rights of detainees) visit<br />

Macomer CPR. Positive feedback on<br />

management of the centre<br />

03/<strong>2020</strong><br />

Contract awarded and,<br />

five days later, launch<br />

of the reception centre<br />

Monastir CAS:<br />

capacity 150 people<br />

05/<strong>2020</strong><br />

Direct award of the<br />

mandate to take over<br />

transport services<br />

for refugees arriving<br />

illegally by boat<br />

Members of parliament<br />

and a general in<br />

the Italian<br />

army visit Macomer<br />

repatriation centre<br />

(CPR) and give very<br />

positive feedback<br />

06/<strong>2020</strong><br />

First COVID-19 case<br />

in Monastir reception<br />

centre (CAS)<br />

Several riots, protests<br />

and damage to property<br />

by refugees at Macomer<br />

CPR + Monastir CAS<br />

08/<strong>2020</strong><br />

Admission and support for<br />

45 boat refugees who tested<br />

positive for COVID-19<br />

9/<strong>2020</strong><br />

High occupancy of 260 people<br />

(220 of them boat refugees) at<br />

Monastir CAS<br />

10/<strong>2020</strong><br />

Italy<br />

United Nations High Commissioner for<br />

Refugees (UNHCR) visits Macomer CPR<br />

and reports to the Italian interior ministry.<br />

Positive feedback on management of the<br />

centre and recommendation that other<br />

repatriation centres in Italy adopt various<br />

<strong>ORS</strong> services<br />




30<br />



<strong>2020</strong><br />

Italy<br />

<strong>ORS</strong> Italy – professionalism in uncertain times<br />

thanks to committed employees<br />

Operative support work in Sardinia<br />

finally got the green light at the beginning<br />

of <strong>2020</strong>. <strong>ORS</strong> Italy was able to<br />

open the repatriation centre Macomer<br />

CPR in January <strong>2020</strong> and in April,<br />

mid-pandemic, the reception centre<br />

Monastir CAS. From the outset, the<br />

tensions caused in the centres by the<br />

coronavirus situation meant that we<br />

had to be mindful of the health and<br />

the safety of both residents and staff.<br />

Riots and protests by the residents<br />

have been part and parcel of life at<br />

the centres since and require professional<br />

handling by our staff.<br />

<strong>ORS</strong> Italy is also subject to regular<br />

criticism in the media, although this<br />

criticism often fails to make a distinction<br />

between operative support<br />

work and the political system.<br />

Six days to set up a centre<br />

At the express wish of the Prefecture<br />

of Cagliari, the Monastir reception<br />

centre was opened six days after<br />

the contract was awarded. It is only<br />

thanks to good organisation and the<br />

brave commitment of the regional<br />

management and staff that we managed<br />

to pull off this Herculean task.<br />

Following various visits from politicians,<br />

officials, government representatives<br />

and the UNHCR, <strong>ORS</strong><br />

Italy is delighted at the positive feedback<br />

on the support provided for the<br />

residents and the professional way in<br />

which the centres are run.<br />

Point of contact for boat refugees<br />

Just under 80 coronavirus patients<br />

were cared for by <strong>ORS</strong>’s own support<br />

and medical staff. The <strong>ORS</strong> team<br />

was also the first point of contact for<br />

around 1,200 boat refugees arriving<br />

on European soil. We did experience<br />

some critical situations, where<br />

quarantine regulations and limited<br />

freedom of movement provoked tremendous<br />

potential for aggression,<br />

but have been able to get these under<br />

control. The ‘mediations’ carried<br />

out in particular by the female staff<br />

have helped engender understanding<br />

among the residents and a willingness<br />

to cooperate. Talking, listening<br />

and showing empathy has paid off.<br />

The women in particular deserve recognition<br />

for their invaluable work.<br />

32 33

Sabrina Montagna<br />

Regional manager Sardinia<br />

Joined <strong>ORS</strong> IT in 2018<br />

‘I find the refugees’ stories very<br />

moving, even though I can’t<br />

change anything for them. I<br />

want my professional work to<br />

leave them feeling that they’ve<br />

been treated with humanity.’<br />

Sabrina Montagna: her name says<br />

it all. A trained psychologist, she is<br />

a rock for those around her and is<br />

not easily ruffled by the day-to-day<br />

problems that arise when supporting<br />

refugees. More than once, the <strong>ORS</strong><br />

regional manager for Sardinia has<br />

been able to calm angry residents and<br />

earned their applause for her efforts.<br />

‘The best decisions<br />

include both a rational<br />

and an emotional<br />

basis.’<br />

‘I want the refugees to feel in their<br />

hearts that they’ve been treated with<br />

humanity.’ Hearing this wish expressed<br />

by a woman who regularly<br />

faces abusive language and threats<br />

as she goes about her work and has<br />

to ensure the safety of her staff is<br />

remarkable. Her determination and<br />

strength are appreciated in Sardinia.<br />

She sees being a woman as a strength.<br />

Yet she modestly claims that her<br />

commitment is nothing out of the<br />

ordinary. She feels that we all benefit<br />

when we treat people with respect<br />

and learn from each other.<br />

Everyone deserves a chance – regardless<br />

of gender. She can never forget<br />

the message left by a person she knew<br />

who committed suicide after losing<br />

their job: ‘I can no longer look my<br />

family in the face because I can’t take<br />

care of them any more.’<br />

When time allows, Sabrina likes to<br />

drive down to the sea and look out at<br />

the horizon. The sea is like life – deep,<br />

calm, then choppy and stormy again.<br />

She loves the smell of the sea and the<br />

colours remind her of her work: the<br />

blue of the sea is the blue of <strong>ORS</strong>.<br />

Sabrina sees herself as a link between<br />

<strong>ORS</strong> management and the staff at the<br />

two facilities. On site, she also acts<br />

as an intermediary for the security<br />

forces and authorities where the interests<br />

of the centres are concerned.<br />

At times, she wishes they could do<br />

something about the typically slow<br />

reaction times in Italy. So when she<br />

sees the possibility of a solution, she<br />

likes to take the lead herself.<br />

‘I let people measure<br />

my work by my actions.<br />

To the critics, I say<br />

come and visit, help<br />

out and see for yourselves<br />

what day-to-day<br />

life at the centre is like.’<br />

Last year she surpassed her career development<br />

goals. She is proud of her<br />

team and always keeps track of the<br />

big picture, even in stormy times.<br />

34 35

Die SQS bescheinigt hiermit, dass nachstehend genannte Organisation über ein Managementsystem<br />

verfügt, das den Anforderungen der aufgeführten normativen Grundlage entspricht.<br />

Geltungsbereich<br />

Normative Grundlage<br />

Reg.-Nr. H60180 Gültigkeit 25. 09. 2019 – 17. 12. 2021<br />

Ausgabe 04. 03. 2021<br />

sqs.ch<br />

A. Grisard, Präsidentin SQS<br />

Schweizerische Vereinigung für<br />

Qualitäts- und Management-Systeme (SQS)<br />

Bernstrasse 103, 3052 Zollikofen, Schweiz<br />

F. Müller, CEO SQS<br />

Swiss Made<br />

Die SQS bescheinigt hiermit, dass nachstehend genannte Organisation<br />

über ein Managementsystem verfügt, das den Anforderungen der aufgeführten<br />

normativen Grundlage entspricht.<br />

Geltungsbereich<br />

Normative Grundlage<br />

Reg.-Nr. H60549 Gültigkeit 04. 03. 2021 – 28. 02. 2022<br />

Ausgabe 04. 03. 2021<br />

sqs.ch<br />

A. Grisard, Präsidentin SQS<br />

Schweizerische Vereinigung für<br />

Qualitäts- und Management-Systeme (SQS)<br />

Bernstrasse 103, 3052 Zollikofen, Schweiz<br />

F. Müller, CEO SQS<br />

Swiss Made<br />

Zertifiziertes<br />

Management-<br />

System<br />

Die SQS bescheinigt hiermit, dass nachstehend genannte Organisation über ein Managementsystem<br />

verfügt, das den Anforderungen der aufgeführten normativen Grundlage entspricht.<br />

Geltungsbereich<br />

Normative Grundlage<br />

Reg.-Nr. H60179 Gültigkeit 31.03.<strong>2020</strong> – 30.03.2023<br />

Ausgabe 04.03.2021<br />

sqs.ch<br />

A. Grisard, Präsidentin SQS<br />

Schweizerische Vereinigung für<br />

Qualitäts- und Management-Systeme (SQS)<br />

Bernstrasse 103, 3052 Zollikofen, Schweiz<br />

F. Müller, CEO SQS<br />

Swiss Made<br />

Die SQS bescheinigt hiermit, dass nachstehend genannte Organisation über ein Managementsystem<br />

verfügt, das den Anforderungen der aufgeführten normativen Grundlage entspricht.<br />

Geltungsbereich<br />

Normative Grundlage<br />

Reg.-Nr. H60181 Gültigkeit 18. 03. 2019 – 17. 03. 2022<br />

Ausgabe 04. 03. 2021<br />

sqs.ch<br />

A. Grisard, Präsidentin SQS<br />

Schweizerische Vereinigung für<br />

Qualitäts- und Management-Systeme (SQS)<br />

Bernstrasse 103, 3052 Zollikofen, Schweiz<br />

F. Müller, CEO SQS<br />

Swiss Made<br />


Employment contracts, sick notes,<br />

pay slips, recruitment, training, time<br />

sheets and references – just some of<br />

the key components of the job for<br />

our HR departments. At the onset of<br />

the coronavirus pandemic, our HR<br />

specialists found themselves bombarded<br />

with questions from staff and<br />

management. Every concern, no matter<br />

how small, was taken seriously.<br />

Throughout the year, the staff were<br />

provided with regular updates on hygiene<br />

and distancing measures, official<br />

directives relating to work, etc.<br />

Switching employees in interdepartmental<br />

roles to working from home<br />

presented a particular headache in<br />

terms of organisation and infrastructure.<br />

But processes have been established<br />

in the meantime and online<br />

meetings are now routine. The opening<br />

of nine accommodation facilities,<br />

some of them at short notice, while<br />

staff absenteeism was slightly up as<br />

a result of coronavirus, led to an increase<br />

in new appointments. In Switzerland<br />

alone, 589 new people were<br />

recruited and 631 staff reallocated<br />

internally to different operations.<br />

Thanks to the introduction of digital<br />

HR programmes, the workflow was<br />

simplified and resources were deployed<br />

more efficiently.<br />

During the pandemic, we had to move<br />

our programme of internal and external<br />

training online within the space<br />

of two months. We managed to run<br />

most of the basic and introductory<br />

courses. There were never any gaps in<br />

the transfer of useful knowledge for<br />

everyday support work. Sadly, however,<br />

some of our specialist courses had<br />

to be cancelled.<br />

Together with the executive managers<br />

on the ground, the Human Resources<br />

department ensures that staff<br />

are deployed where their strengths<br />

and personality are most needed.<br />

Colleagues identify best with the job<br />

in hand when they are supported and<br />

motivated. Looking back at <strong>2020</strong>, a<br />

year dominated by coronavirus, we<br />

are proud of our team of over 1,300<br />

colleagues and very grateful for their<br />

efforts. They have worked day in, day<br />

out on behalf of our partners to offer<br />

asylum seekers and refugees the best<br />

possible support services. They deserve<br />

our thanks.<br />

4421_1 / Juni 2019 / Version 2.0<br />

ISO 29990:2010<br />

Zertifikat<br />

<strong>ORS</strong> Management AG<br />

Röschibachstrasse 22<br />

8037 Zürich<br />

Schweiz<br />

Weitere Standorte gemäss Appendix<br />

Dienstleistungen auf Corporate Level<br />

für die Gesellschaften <strong>ORS</strong> Service AG,<br />

<strong>ORS</strong> Integration AG, <strong>ORS</strong> Deutschland GmbH,<br />

<strong>ORS</strong> Italia S.r.l., <strong>ORS</strong> España Servicios Sociales S.L.,<br />

<strong>ORS</strong> Service GmbH und <strong>ORS</strong> Integration GmbH<br />

by<br />

Lerndienstleistungen<br />

für die Aus- und Weiterbildung<br />

Certified Management Systems<br />

Switzerland<br />

5341_1 / Juni 2019 / Version 2.0<br />

SVOAM:2010<br />

Zertifikat<br />

<strong>ORS</strong> Management AG<br />

Röschibachstrasse 22<br />

8037 Zürich<br />

Schweiz<br />

Weitere Standorte gemäss Appendix<br />

by<br />

Certified Management Systems<br />

Switzerland<br />

SVOAM<br />

AOMAS<br />

Erbringung von Dienstleistungen zur Integration<br />

in den (ersten) Arbeitsmarkt<br />

Arbeitsmarktmassnahmen<br />

Women at <strong>ORS</strong><br />

37%<br />

CH<br />

Women in managerial positions<br />

42%<br />

CH<br />

Our quality management<br />

<strong>ORS</strong> services and management processes are regularly audited by the leading<br />

Swiss organisation for certification and assessment services (SQS). We have<br />

been awarded the following certifications:<br />

4020_1 / Juni 2019 / Version 2.0<br />

ISO 9001:2015<br />

Zertifikat<br />

<strong>ORS</strong> Management AG<br />

Röschibachstrasse 22<br />

8037 Zürich<br />

Schweiz<br />

Weitere Standorte gemäss Appendix<br />

Dienstleistungen auf Corporate Level<br />

für die Gesellschaften <strong>ORS</strong> Service AG,<br />

<strong>ORS</strong> Integration AG, <strong>ORS</strong> Deutschland GmbH,<br />

<strong>ORS</strong> Italia S.r.l., <strong>ORS</strong> España Servicios Sociales S.L.,<br />

<strong>ORS</strong> Service GmbH und <strong>ORS</strong> Integration GmbH<br />

by<br />

Qualitätsmanagementsystem<br />

Certified Management Systems<br />

Switzerland<br />

DE<br />

IT<br />

42%<br />

49%<br />

AT 33%<br />

DE<br />

IT<br />

25%<br />

21%<br />

49%<br />

AT 71%<br />

25%<br />

6421_1 / Juni 2019 / Version 2.0<br />

eduQua:2012<br />

Zertifikat<br />

<strong>ORS</strong> Management AG<br />

Röschibachstrasse 22<br />

8037 Zürich<br />

Schweiz<br />

Weitere Standorte gemäss Appendix<br />

Dienstleistungen auf Corporate Level für die<br />

Gesellschaften <strong>ORS</strong> Service AG, <strong>ORS</strong> Integration AG,<br />

<strong>ORS</strong> Deutschland GmbH, <strong>ORS</strong> Italia S.r.l.,<br />

<strong>ORS</strong> Service GmbH und <strong>ORS</strong> Integration GmbH<br />

by<br />

Schweizerisches Qualitätszertifikat<br />

für Weiterbildungsinstitutionen<br />

Certified Management Systems<br />

Switzerland<br />

36<br />


Karolina Trappitsch<br />

Head of HR and member of the senior<br />

management team <strong>ORS</strong> Switzerland<br />

Joined <strong>ORS</strong> CH in 2001<br />

‘Supporting staff and allowing them room<br />

for personal development stimulates talent<br />

and has a positive effect on the culture<br />

of the organisation as a whole. My<br />

HR team and I are committed to ensuring<br />

that this happens.’<br />

In summer <strong>2020</strong>, Karolina Trappitsch<br />

took over management of the HR department<br />

at <strong>ORS</strong> Switzerland. Along<br />

with her 12-strong team (10 women<br />

and 2 men), she is the point of contact<br />

for current and future staff when it<br />

comes to personnel-related matters.<br />

She is also responsible for training<br />

and professional development and<br />

coordinates HR issues for the entire<br />

<strong>ORS</strong> Group, across all national borders<br />

and linguistic divides. She is a<br />

member of the senior management<br />

team and certainly does not consider<br />

her role there as tokenism. As a woman,<br />

she knows how to assert herself<br />

and makes sure that work issues are<br />

also considered from a female perspective.<br />

The HR professional joined<br />

<strong>ORS</strong> 20 years ago and will begin a<br />

part-time postgraduate course in autumn<br />

2021 to qualify as a personnel<br />

manager.<br />

As a 23-year-old, Karolina Trappitsch<br />

visited many of the world’s popular<br />

tourist regions as a tour guide and<br />

has rather negative memories of her<br />

negotiations with hotel managers<br />

back then. ‘They thought they could<br />

rip me off just because I’m a woman.’<br />

With hindsight, the experiences<br />

served to make her stronger and more<br />

self-confident. She doesn’t avoid conflicts<br />

and addresses problems head<br />

on, with the aim of finding common<br />

ground.<br />

At <strong>ORS</strong> too, her work during the<br />

coronavirus pandemic focussed on a<br />

solution-oriented approach. The regulations<br />

governing working practices<br />

had to be clarified and staff informed.<br />

Coronavirus meant that there was<br />

an increased need for staff cover.<br />

Employer branding and recruitment<br />

measures therefore had to be implemented.<br />

As head of personnel, she feels it is<br />

important to show staff at every level<br />

of the organisation that their work<br />

is appreciated and that this appreciation<br />

should involve more than just<br />

words of praise. She is keen to retain<br />

a space for interaction in person and<br />

would like to see colleagues rewarded<br />

for their work during the pandemic<br />

with various benefits.<br />

‘I believe that a key part<br />

of a good work-life<br />

balance is the fair<br />

division of household<br />

chores and carer roles<br />

between men and women.’<br />

The demand is clear: there should be<br />

more opportunities for men to work<br />

part-time in the modern working environment.<br />

Where men and women<br />

work, she feels it is also vital to share<br />

the household chores. She also believes<br />

in equal opportunity at work<br />

and is delighted that <strong>ORS</strong> has been<br />

endorsed by the Federal Office for<br />

Gender Equality. She enjoys being a<br />

woman. But she is intrigued by the<br />

idea of spending a day as a man to<br />

better understand the male thoughts<br />

that women sometimes have problems<br />

relating to.<br />

38 39


<strong>2020</strong><br />

Finances<br />

Review and outlook<br />

Asylum applications in Europe were<br />

down 30% on the previous year in<br />

<strong>2020</strong>. This downturn is directly connected<br />

to the COVID-19 pandemic<br />

and the measures taken to stop the<br />

spread of the virus. Operations in<br />

the facilities we run were made significantly<br />

more difficult by the pandemic<br />

and in some instances involved<br />

a great deal of extra work for the national<br />

<strong>ORS</strong> organisations. Nevertheless,<br />

we succeeded in stabilising the<br />

profitability of the <strong>ORS</strong> Group and<br />

exceeded the budgeted turnover. We<br />

can therefore see a positive trend in<br />

the year-on-year comparison of our<br />

operating profit.<br />

Switzerland<br />

In <strong>2020</strong>, around 11,000 asylum applications<br />

were made in Switzerland,<br />

representing a drop of just under 23%<br />

against the previous year. This places<br />

the decline in asylum applications in<br />

Switzerland significantly below the<br />

European average of 32%. The fall in<br />

asylum applications led to a reduction<br />

in the overnight accommodation<br />

figures.<br />

<strong>ORS</strong> Switzerland’s share of the <strong>ORS</strong><br />

Group’s total turnover stands at 56%.<br />

Collective accommodation has been<br />

added to the cantonal mandates, tra-<br />

ditionally the area with the highest<br />

turnover for Switzerland, since the<br />

reporting year. In early summer/summer<br />

<strong>2020</strong>, <strong>ORS</strong> took over the operation<br />

of the repatriation centres in the<br />

canton of Bern as well as the support<br />

and integration of asylum seekers and<br />

recognised refugees in the Oberaargau<br />

region as part of the Bern cantonal<br />

mandate (NA-BE).<br />

For the coming year, we anticipate<br />

that the upturn in turnover will be<br />

slight given the expected stagnation<br />

in asylum applications in the first<br />

half of 2021 as a result of the continuing<br />

COVID-19 pandemic.<br />

Germany<br />

In comparison with the previous year,<br />

Germany has also seen a drop in the<br />

number of initial applications from<br />

asylum seekers (<strong>2020</strong>: 102,581 | 2019:<br />

142,509). This situation has led to major<br />

volatility in the market.<br />

Despite the ongoing decline in initial<br />

and follow-up applications, <strong>ORS</strong><br />

Deutschland GmbH was able to consolidate<br />

its position in the market<br />

and achieve the planned growth by<br />

acquiring additional mandates.<br />

Because the COVID-19 pandemic is<br />

still ongoing, we expect that initial<br />

and follow-up applications will continue<br />

to stagnate in 2021. We are nevertheless<br />

anticipating further growth<br />

in Germany, largely as a result of the<br />

additional mandates we have already<br />

acquired.<br />

Austria<br />

Bucking the general trend in Europe,<br />

asylum applications in Austria rose<br />

by around 13% last year in comparison<br />

with 2019. The pandemic and<br />

the associated transport restrictions<br />

led to increased capacity utilisation<br />

in the facilities run by <strong>ORS</strong>, forcing<br />

the Federal Ministry of the Interior<br />

(BM.I) to increase the overall capacity<br />

of federal support facilities by adding<br />

further locations over the course of<br />

the year.<br />

These circumstances led us to exceed<br />

the budgeted result for Austria, and<br />

turnover rose in comparison with<br />

2019. The significant additional costs<br />

associated with the protection and<br />

hygiene measures, however, resulted<br />

in a slightly lower profit-turnover ratio.<br />

Despite the trend in asylum applications,<br />

turnover in 2021 is set to fall<br />

to a very low level following the nationalisation<br />

of the mandate with the<br />

BM.I. From a strategic point of view,<br />

it is important to us to hold on to<br />

Austria as a location.<br />

Italy<br />

In <strong>2020</strong>, <strong>ORS</strong> Italia S.r.l. took over<br />

its first two mandates on Sardinia.<br />

The launch of operations in Italy was<br />

made significantly more difficult by<br />

the global pandemic situation. The<br />

combination of the pandemic and<br />

a change in government held up all<br />

bidding processes. As a result, we<br />

were unable to implement our growth<br />

strategy in Italy as planned.<br />

The focus for the coming year is on<br />

profitable growth and, with it, expansion<br />

of our position in the market.<br />

Sources<br />

Asylum Statistics <strong>2020</strong> – State Secretariat for Migration (SEM), Bern-Wabern, 1 February 2021<br />

BMI Asylum Statistics <strong>2020</strong><br />

Federal Office for Migration and Refugees, key asylum figures <strong>2020</strong><br />

40 41


<strong>2020</strong><br />

71,884 CHF Switzerland<br />

19,898 CHF<br />

Finances<br />

Germany<br />

Turnover per country (in thousand CHF) <strong>2020</strong> 2019<br />

127,529CHF Total<br />

Switzerland 71,884 87,832<br />

Austria 34,285 31,758<br />

Germany 19,898 13,135<br />

Italy 1,462 -<br />

Total 127,529 132,726<br />

Operating profit* 1,322 1,774<br />

34,285 CHF<br />

Austria<br />

1,462 CHF<br />

Italy<br />

Turnover split Switzerland (in thousand CHF)<br />

SEM 24,148 26,183<br />

Collective accommodation 25,383 23,615<br />

Local mandates 20,108 34,931<br />

Integration 2,245 2,754<br />

Special charge - 348<br />

Total <strong>ORS</strong> Switzerland 71,884 87,832<br />

* Operating profit before exceptional items relating to other periods<br />

The consolidated annual statement for <strong>2020</strong> was prepared in accordance with Swiss GAAP FER guidelines<br />

and audited by Baker Tilly OBT. The auditor’s report contains no findings of discrepancies.<br />

‘Dealing with numbers<br />

is meticulous work. I am<br />

convinced that in the<br />

world of finance, soft<br />

skills are becoming more<br />

and more important for<br />

the successful implementation<br />

of interdisciplinary<br />

projects.’<br />

As Head of Group Accounting, Beatrice Greger works with the national accounting<br />

teams to ensure the numbers add up. She believes that the team<br />

members’ qualifications and the quality of their work are more important<br />

than their gender, nationality or age.<br />

42<br />



Our Advisory Board is a professional body that advises <strong>ORS</strong> on current and future migration<br />

issues. It recommends approaches for implementing the strategy and developing<br />

the business. It is composed of prominent political figures, entrepreneurs and migration<br />

experts from the DACH region:<br />

Rita Fuhrer: accompanying <strong>ORS</strong> on the<br />

Advisory Board<br />

As a teenager, Rita Fuhrer wanted to become a handicrafts teacher. Then a job at a<br />

health insurance organisation took her into politics and, from 1995 to 2010, she served<br />

as a parliamentarian for the canton of Zurich, where she was responsible for social and<br />

security policies. Political setbacks and health issues did not prevent her from campaigning<br />

for greater subsidiarity between the public and private sector. Since 2017, the<br />

ex-politician has served on the <strong>ORS</strong> Advisory Board, along with five other individuals<br />

from the worlds of politics and business.<br />

Ruth Metzler-Arnold (President)<br />

Former Federal Councillor (CH),<br />

Minister of Justice and Police, President<br />

Switzerland Global Enterprise,<br />

member of several boards of<br />

directors, member of the University<br />

Council, University of St. Gallen (CH)<br />

Erwin Jutzet<br />

Former member of the cantonal<br />

government of Fribourg, Department<br />

of Security and Justice and<br />

the National Council (Switzerland)<br />

Thomas Bäumer<br />

CEO of Colosseum Dental Germany,<br />

former CEO of Adecco Germany and<br />

Austria, committee member of the<br />

Confederation of German Employers’<br />

Associations (BDA, DE)<br />

Dr Michael Spindelegger<br />

Former Vice-Chancellor and Foreign<br />

Minister of Austria (AT), General<br />

Director of the International<br />

Centre for Migration Policy Development<br />

(ICMPD)<br />

Rita Fuhrer<br />

Former member of the cantonal<br />

government of Zurich, Department<br />

of Social Affairs and Security (CH)<br />

and former Minister of Economic<br />

Affairs (CH)<br />

Dr h.c. Fritz Schramma<br />

Former Lord Mayor of the City of<br />

Cologne and President of the German<br />

Association of Towns and Municipalities<br />

(DStGB).<br />

What motivated you to join the Advisory<br />

Board?<br />

I have been very familiar with the issues involved<br />

in supporting and accommodating<br />

asylum seekers ever since I began working<br />

as a parliamentarian back in 1995. Since<br />

then there have been huge developments<br />

– from a legislative point of view, from the<br />

point of view of the support organisations’<br />

human resource requirements, in the individual<br />

nature of the support and in the attitude<br />

of society. These developments are still<br />

ongoing. The challenges remain gargantuan.<br />

So I am happy to help wherever I can.<br />

Are there any areas of your work that you find<br />

particularly challenging as a woman?<br />

I have always had to prove that I am just<br />

as strong and experienced as a man. I have<br />

battled to try and ensure that a woman’s life<br />

experience and professional experience are<br />

respected as a matter of course. Why should<br />

having been in the military and led a platoon<br />

of recruits prove your management<br />

skills but having brought up three sons, as<br />

I have, apparently doesn’t?<br />

As a general rule: can women do more to influence<br />

decisions?<br />

A person’s perception has a lot to do with<br />

their own experience. That’s why women<br />

and men can listen to the same issues but<br />

hear different things, set different priorities<br />

as a result and often prefer different solutions.<br />

When you look at it like that, I can<br />

have a major influence on decisions if, as a<br />

woman, I view my own suggestions as just as<br />

valid and correct as those of a man and am<br />

prepared to back them up with conviction.<br />

If you could change anything in the course of<br />

gender history and equal rights, what would<br />

it be?<br />

Any change takes time. Despite the fact that<br />

equal rights have been enshrined in law for<br />

some time now, they’re not always reflected<br />

in everyday practice. The genders don’t<br />

have to be exactly the same, but it is important<br />

that they respect and value one another.<br />

When my daughter-in-law, who can<br />

manoeuvre any vehicle with a large trailer<br />

better than most men, takes her car to the<br />

garage because of a faulty turbo cable and<br />

the car mechanic explains to her that she’s<br />

probably just jammed the floor mat under<br />

the accelerator, that’s down to a lack of respect<br />

not a lack of equality.<br />

So if I could change anything, I’d demand<br />

honest acknowledgement of other people’s<br />

life experiences and unprejudiced respect.<br />

That would have made the journey towards<br />

the goal of equal rights simpler and shorter<br />

and, of course, it would have prevented a lot<br />

of distress.<br />

44<br />



Jürg Rötheli<br />

CEO <strong>ORS</strong> Group<br />

We lead mindfully and<br />

promote diversity among<br />

our teams.<br />

Shared values through successful leadership<br />

The continuing positive development of our organisation is also reflected in<br />

the new management values. These were drafted at the Leaders’ Conference<br />

in Zurich in October 2019 in consultation with 40 managers from all the different<br />

national companies. They build on the company values ‘neutral, flexible,<br />

mindful’.<br />

We weigh up situations carefully, make decisions rapidly<br />

and act in a sustainable, resource-aware manner.<br />

Carolin Wälz-Fabregon<br />

Managing Director<br />

<strong>ORS</strong> Germany<br />

Claude Gumy<br />

Deputy Managing Director<br />

<strong>ORS</strong> Switzerland<br />

Maurizio Reppucci<br />

Managing Director<br />

<strong>ORS</strong> Italy and Spain<br />

Wilhelm Brunner<br />

Managing Director<br />

<strong>ORS</strong> Austria & New Markets<br />

We trust in our colleagues’<br />

skills and demonstrate this<br />

by delegating responsibility<br />

to them.<br />

We communicate respectfully<br />

and openly. We listen to<br />

others and share information<br />

promptly.<br />

Martin Nyfeler<br />

CFO <strong>ORS</strong> Group<br />

Lutz Hahn<br />

Head of Communications<br />

& Public Affairs<br />

46<br />


OUR<br />

VALUES<br />

neutral<br />

We are politically and religiously neutral. We provide competent<br />

and reliable services to support and integrate refugees. We<br />

are approachable and committed without sacrificing objectivity.<br />

We work transparently, and we proactively and critically<br />

evaluate the quality of our services.<br />

flexible<br />

We offer a care-free package for authorities and society.<br />

Our years of international experience enables us to call on<br />

proven processes. This means that we can act in an agile<br />

and cost-effective manner. We respond quickly and efficiently<br />

to short-term changes with effective solutions for<br />

our partners and the people in our care.<br />

mindful<br />

People are at the heart of our work and we seek to communicate<br />

eye to eye. Our goal is to broaden perspectives and create<br />

added value, both for refugees and the local population.<br />

We always set ourselves the highest goals and pursue them<br />

with decency, modesty and care.<br />

48<br />



Abbreviations – Switzerland<br />

NaBe – restructuring of asylum and refugee support in the canton of Bern<br />

SPITEX – organisation for outpatient help and care<br />

BAZ – federal asylum centre<br />

RKZ/RZB – repatriation centre<br />

KU – collective accommodation<br />

MNA/UMA – unaccompanied minor asylum seeker<br />

SEM – State Secretariat for Migration<br />

Cantons<br />

Abbreviations – Austria<br />

BM.I – Federal Ministry of the Interior<br />

BBU – Federal Agency for Reception and Support Services<br />

Abbreviations – Italy<br />

UNHCR – United Nations High Commissioner for Refugees<br />

CAS – reception centre<br />

CPR – repatriation centre<br />

AG – canton of Aargau<br />

BE – canton of Bern<br />

BL – canton of Basel-Landschaft<br />

FR – canton of Fribourg<br />

SO – canton of Solothurn<br />

TG – canton of Thurgau<br />

ZH – canton of Zurich<br />

Abbreviations – Germany<br />

BU – support centre<br />

LEA – regional reception facility<br />

ZUE – central refugee facility<br />

EA – reception facility<br />

AfA – reception facilities for asylum seekers<br />

GU – hostel<br />

German states<br />

BW – Baden-Württemberg<br />

NRW – North Rhine-Westphalia<br />

RP – Rhineland-Palatinate<br />

50 51

52<br />




As at May 2021<br />

Head office<br />

Accommodation<br />

EU office<br />

Belgium<br />

Switzerland<br />

Austria<br />

Italy<br />

Germany<br />

Switzerland<br />

<strong>ORS</strong> Management AG<br />

Röschibachstrasse 22<br />

8037 Zurich, Switzerland<br />

Tel. +41 (0)44 386 67 67<br />

info@ors.ch<br />

www.ors-group.org<br />

<strong>ORS</strong> Service AG<br />

Röschibachstrasse 22<br />

8037 Zurich, Switzerland<br />

Tel. +41 (0)44 386 67 67<br />

info@ors.ch<br />

www.ors-schweiz.ch<br />

Germany<br />

<strong>ORS</strong> Deutschland GmbH<br />

Güterhallenstrasse 4<br />

79106 Freiburg im Breisgau, Germany<br />

Tel. +49 (0)761 769 931 20<br />

info@orsdeutschland.de<br />

www.ors-deutschland.de<br />

Austria<br />

<strong>ORS</strong> Service GmbH<br />

Mooslackengasse 17<br />

1190 Vienna, Austria<br />

Tel. +43 1 25301 62362<br />

info@orsservice.at<br />

www.ors-austria.at<br />

Italy<br />

<strong>ORS</strong> Italia S. r. l.<br />

Piazza Annibaliano 18<br />

00198 Rome, Italy<br />

info@ors-italia.com<br />

www.ors-italia.it<br />

Spain<br />

<strong>ORS</strong> España<br />

Servicios Sociales S.L.<br />

Avenida Felipe II, 17<br />

1° oficina 1<br />

28009 Madrid, Spain<br />

www.ors-espana.es<br />

Greece<br />

<strong>ORS</strong> Greece Monoprosopi<br />

A.E. 280 Kifisias Avenue<br />

15232 Chalandri, Greece<br />

www.ors-greece.org<br />

EU<br />

<strong>ORS</strong> Group<br />

14b Rue de la Science<br />

1040 Brussels, Belgium<br />

Tel. +32 2 880 3783<br />

www.ors-group.org<br />

Imprint<br />

Spain<br />

Greece<br />

Publisher<br />

<strong>ORS</strong> Management AG, Zurich<br />

June 2021<br />

© <strong>ORS</strong> Management AG, Zurich<br />

Concept and design<br />

Lena Striegel & Ellinor Amini<br />

<strong>ORS</strong> Deutschland GmbH<br />

Marketing & Communications<br />

Editor<br />

Lutz Hahn<br />

Head of Communications<br />

<strong>ORS</strong> Management AG<br />

54 55

www.ors-group.org<br />


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