ORS Annual Report 2020 English

ORS 

ANNUAL REPORT 

2020 

Neutral, flexible, mindful. 

1

CONTENTS 

ORS believes in the importance of equal opportunity. We use gender-neutral language 

in this Annual Report to refer equally to female, male and non-binary individuals. 

Editorial: ORS’s journey through the year of coronavirus 

ORS Group facts & figures 

2020 milestones – ORS Switzerland 

Laura Mastronardi – day-to-day life in a repatriation centre 

Sophia Egli – a start in life for unaccompanied minor asylum seekers 

2020 milestones – ORS Germany 

Claudia Hänig – coronavirus scare in refugee accommodation 

Claudia Gawlowski – committed to vulnerable refugees 

2020 milestones – ORS Austria 

Nina Trippl – support work is teamwork 

2020 milestones – ORS Italy 

Sabrina Montagna – a rock in stormy situations 

HR & training 

Karolina Trappitsch – personnel management as an opportunity for development 

Annual results 2020 

ORS Advisory Board – interview with Rita Fuhrer 

Group management and management values 

Our values 

Glossary 

Our locations 

4 

6 

8 

12 

14 

16 

20 

22 

24 

28 

30 

34 

36 

38 

40 

44 

46 

48 

50 

54 

2 3

‘I believe in flexible working 

conditions that allow women 

better access to managerial 

positions and enable them 

to bring greater perspective 

and diversity to our 

decision-making 

processes in these key 

roles.’ 

Dear Readers, 

I am delighted to have been asked to introduce the 2020 Annual Report. This year, it focuses 

on women, mothers, management roles and, above all, the female members of the ORS 

team. Gender equality and respect are the cornerstones of our diverse organisation, and 

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

More women in managerial positions 

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

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

are concerned, we women often have a different approach to achieving those goals. 

The discussions surrounding this and the different perspectives are what makes our work 

so interesting – we tend to weigh up more options and consider more diverse possibilities 

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

when we work together. 

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

some way off. In 2020, women made up around 37% of ORS Group employees and 42% of 

managers were female. 

ORS’s journey through the year of coronavirus 

In common with everyone, regardless of organisation or circumstances, our experience 

of 2020 was very much dominated by coronavirus. Our colleagues went above and beyond 

when it came to implementing all the required measures and contingencies. I am proud to 

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

best support, day after day, for those living in our accommodation facilities. 

Despite explanatory videos and other multilingual information materials for the residents, 

an active crisis team and extensive hygiene and protection measures, we were unable to 

keep COVID-19 out of our facilities. May 2020 proved particularly challenging when a mass 

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

required the mobilisation of assistance from all areas of the Group. Thankfully, we managed 

to get the situation under control and learned valuable lessons from the experience. 

2020 also proved very eventful in other areas aside from coronavirus. In Switzerland, we 

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

for refugees, from accommodation to integration in the job market, and running repatriation 

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

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

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

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

the decision to nationalise responsibilities for refugees, we handed over our services 

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

over 90% of our activities. 

Our Annual Report – this year in the capable hands of women 

In this year’s Annual Report, you can learn about our mindset and methods from a woman’s 

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

individuals in our care with the best quality support and integration. 

Carolin Wälz-Fabregon 

Managing Director, ORS Deutschland GmbH 

Member of the Group management team 

Mother of two 

4 5

FACTS & FIGURES 

As at 31 December 2020 

4+2 countries 

CH 

DE 

AT 

IT 

ES 

GR 

Zurich 

Freiburg 

Vienna 

Rome 

Madrid 

Athens 

70+ 

Support facilities 

mandates 

Bed capacity 

10,000+ 

CH 

DE 

AT 

IT 

6,500+ 

4,000+ 

100+ 

200+ 

CH 

DE 

AT 

IT 

60+ 

10 

2 

3 

Number of employees 

1,309 

CH 

DE 

AT 

IT 

815 

439 

7 

48 

Women in managerial positions 

42% 

CH 

DE 

IT 

21% 

49% 

AT 71% 

25% 

6 7

MILESTONES 


06/2020 

Switzerland 


Opening of cantonal 

accommodation for vulnerable 

individuals in Embrach 

(ZH): capacity 50 people 


Opening of the Erlenhof Zurich care 

centre as a cantonal emergency hospital 

for rejected asylum seekers in quarantine: 

capacity 36 people 

Reopening of the Les 

Passereaux centre in Broc (FR): 


New service agreements with 

local authorities come into force 

Opening of Boltigen federal asylum 

centre (BAZ) (BE): 


Opening of the temporary ‘Fridau’ 

transit centre in Egerkingen (SO) 

for resettlement refugees: 



Suspension of the job 

market integration 

programme at training 

restaurants Engel 

in Pratteln (BL) and 

Cittadella (TG) in German-speaking 

Switzerland as a result 

of coronavirus 

Reopening of 

Muttenz BAZ (BL): 



Opening of the Fribourg 

cantonal police canteen, 

‘Le Vidocq’, with 

apprenticeships for 

five asylum seekers 


Expansion of integration services in the 

mandate for the canton of Fribourg with 

a 100% female team of nine integration 

advisers 

All accommodation placed under 

quarantine: Möhlin (AG), Dübendorf 

(ZH) 


Opening of Brugg BAZ (AG): 


ORS approved as SPI- 

TEX-SPITIN organisation: 

ors@home 

JANUARY 

FEBRUARY 

MARCH APRIL MAY JUNE JULY AUGUST SEPTEMBER OCTOBER NOVEMBER DECEMBER 

8 9

MILESTONES 


Switzerland 

ORS Switzerland – impacts of the pandemic 

on asylum support 

ORS felt the effects of the COVID-19 

pandemic in Switzerland. Because 

borders outside Europe were closed, 

there was little migration, which in 

turn meant that asylum accommodation 

was at low capacity. The low 

numbers did, however, offer a better 

opportunity to implement measures 

designed to prevent the spread 

of coronavirus. We worked with our 

partners to develop, adapt and implement 

pandemic plans. We also had to 

set up new, temporary facilities for 

vulnerable groups and for individuals 

who were self-isolating or subject 

to quarantine requirements. ORS 

Switzerland is grateful that the collaboration 

with partners at national, 

cantonal and local level functions so 

well. At the same time, ORS Switzerland 

is proud of its employees. They 

have done sterling work in support, 

medical care and integration without 

being distracted by public pressure 

stirred up by third parties. 

New mandates 

The fact that we were able to take 

on two mandates in the canton of 

Bern (repatriation centres and the 

NaBe mandate to restructure asylum 

and refugee support in the Oberaargau-Emmental 

region) underlines the 

growing importance of the range of 

services we offer the public sector. At 

times, we had to summon up resources 

at very short notice so that temporary 

centres could be opened as part 

of the fight against COVID-19. ORS 

was able to demonstrate its flexibility 

and reliability here and hire over 240 

new employees. 

New service agreements 

ORS was able to offer a standardised 

and modular service agreement to the 

30 or so local authorities that work 

with us in the field of asylum and 

refugee coordination. Following restructuring, 

ORS Switzerland has divested 

itself of loss-making mandates 

and positioned itself as an attractive 

service provider in public tender procedures. 

In spring 2020, coronavirus 

meant that we had to suspend operations 

at the ‘Engel’ restaurant in Pratteln 

and the ‘Cittadella’ restaurant in 

Frauenfeld, along with the associated 

integration programme that trains 

asylum seekers to work in the catering 

industry. However, we were able 

to initiate a refugee project as part 

of our mandate for the canton of Fribourg, 

taking over the management 

of ‘Le Vidocq’, the cantonal police 

canteen. 

Employees step up 

Our employees were not untouched 

by coronavirus. Luckily, however, 

we only saw a few sporadic positive 

Le Vidocq (the Fribourg cantonal 

police canteen) has been run by 

ORS since August 2020. Young 

refugees undergo culinary training 

here and can be integrated into the 

job market. 

cases. Wherever possible, our staff 

switched to working from home. 

The experience showed that flexible 

working can lead to greater personal 

responsibility and can have a positive 

impact on the completion of assignments. 

ORS persevered despite the 

waves of coronavirus and, with almost 

30 years’ experience under our 

belt, we showed that our support, 

accommodation and integration services 

can be relied on whatever the 

circumstances. 

10 11

Laura Mastronardi 

Director Adliswil repatriation 

centre (RKZ) 

Joined ORS CH in 2015 

‘As a manager, I bring my experience 

to the table and work 

with my team to try and make 

the residents’ time with us as 

pleasant as possible.’ 

A container settlement in Adliswil, 

around 10 kilometres outside Zurich, 

is temporary home to individuals 

whose asylum application has been 

officially rejected. The people who 

live here – men, women and families 

with children, a maximum of 140 in 

total – have been instructed to leave 

Switzerland. Laura Mastronardi is 

responsible for managing the centre 

where, despite the asylum seekers’ 

shattered hopes, the focus is on treating 

people with humanity. 

The year 2020 was certainly challenging. 

The conclusion that Laura was 

able to draw from dealing with the 

pandemic and the associated protective 

measures is that optimism, 

flexibility and creativity go a long 

way towards overcoming a problem. 

Good team spirit, support within the 

centres and good communication 

between centre directors are equally 

important in her working environment. 

Laura feels that this is a key 

benefit of working for ORS. She sees 

the fact that she was appointed to run 

the centre in 2020 as a sign of trust of 

the other repatriation centres in the 

Zurich cantonal mandate and longterm 

colleagues from other support 

facilities in Switzerland. She hopes to 

be a good role model and to be able to 

make fair, comprehensible and transparent 

decisions. 

‘Good experiences 

make us stronger. But 

overcoming tricky 

situations that take us 

out of our comfort zone 

can also have a positive 

impact on us.’ 

To unwind and recharge her batteries, 

she likes to spend time in the 

great outdoors and is a keen sportswoman. 

Her personal philosophy is 

one of idyllic coexistence between all 

individuals. 

‘It is only when we 

recognise that there are 

fewer differences 

between us than our 

ego would like to 

believe that we begin to 

treat our fellow human 

beings as equals.’ 

12 13

Sophia Egli 

Social worker, specialising in 

support for unaccompanied minors 

in the canton of Solothurn 


‘Offering young refugees prospects 

and showing them how 

they can make the transition to 

independent living is my biggest 

motivation.’ 

Sophia Egli’s goal is to help young 

people with a migration background 

to tackle the challenges of independent 

living. Based in the canton of 

Solothurn, the social worker and her 

five-strong team support unaccompanied 

minor asylum seekers (UMAs) 

who have fled to Switzerland without 

their parents. They provide financial 

support, serve as legally appointed 

custodians on behalf of the Child and 

Adult Protection Authority (KESB) 

and support the youngsters during 

their time in assisted UMA accommodation 

or with foster families. 

Each youngster brings with them 

their own personal set of experiences 

and resources. 

‘As far as I’m concerned, 

there are no 

hopeless cases. Everyone 

deserves a chance.’ 

The job of UMA coaching is to uncover 

the youngster’s personal situation, 

work with them on their 

prospects and support them on their 

individual journey. If they are to live 

independently in Switzerland, it is 

important to help them to find their 

feet. Structures are needed to provide 

clarity and security while offering 

learning arenas for individual development 

at the same time. 

UMA coaching has been run on these 

principles since 2016. Over 160 UMAs 

have since been helped to develop 

their abilities over short or longer 

periods. In 2020, almost 50 UMAs 

reached such a high level of independence 

in all aspects of life that we 

were able to discharge them from the 

coaching programme. Many go on to 

settle in Switzerland and complete an 

apprenticeship. Car mechanic, joiner 

and logistics specialist are among 

the most popular careers. Where the 

youngsters have undergone extremely 

traumatic experiences or have had 

little education, the integration process 

often takes longer. Flexibility 

and creativity are sometimes needed. 

‘We just keep at it! Step by step. For 

some the steps are bigger, for others 

small,’ explains Egli, who has been 

working at ORS for five years. 

She constantly documents her conversations 

with the youngsters, noting 

down key words and making 

sketches. Thoughts, fears, goals and 

possible solutions gradually materialise. 

Once problems and questions 

are out in the open, they can be examined, 

discussed and worked through 

with the youngsters. 

‘We share the youngsters’ 

joy in their personal 

successes.’ 

Her notes help her to leave her 

thoughts behind in the office at the 

end of the day. 

14 15

MILESTONES 


Germany 


Opening of the temporary accommodation at Bad 

Honnef ZUE (NRW) as a result of coronavirus: 

day-to-day support, hospital ward: 


Opening of Durlacher Allee regional reception 

facility (LEA), Karlsruhe (BW) with accommodation 

and day-to-day support: 

500 spaces regular accommodation + 400 spaces 

short-term stays 


Closure of 

‘Weiche’ integration restaurant 

in Freiburg as a result of 

of coronavirus 

Mass COVID-19 outbreak at 

Sankt Augustin ZUE (NRW) 


Opening of Eggenstein 

reception facility (EA) 

(BW) with accommodation 

and day-to-day 

support: 



Tübingen EA (BW) 

Hospital ward 


Sigmaringen LEA (BW): Separation 

accommodation with dayto-day 

support: 

design occupancy 875 

Closure of Colditzstrasse Berlin 

hostel (GU) 


Closure of the temporary 

Bad Honnef ZUE (NRW) 

JANUARY 

FEBRUARY 


16 

17

MILESTONES 


Germany 

ORS Germany – coronavirus and other 

developments 

Spring 2020 – support under 

COVID-19 conditions 

The outbreak of the coronavirus pandemic 

in March 2020 turned support 

on its head. Within next to no time, 

the teams at ORS Germany had to 

adjust to providing support under 

the strictest hygiene and safety measures. 

Activities for residents, particularly 

children, were temporarily 

suspended, cohorts were formed and 

one of the few highlights of the day, 

the shared mealtimes, had to be abandoned, 

with residents eating in their 

rooms instead. 

The biggest challenge for the organisation 

came at the Sankt Augustin 

ZUE, where over 200 residents and 23 

team members were infected. Thanks 

to support from staff from other facilities 

and from Switzerland and 

Austria, we were given the all-clear a 

few weeks later. The ORS integration 

restaurant ‘Die WEICHE Freiburg’ 

was a victim of the economic impact 

of the coronavirus and has not reopened. 

New accommodation 2020 

In spring 2020, ORS Germany was 

awarded the contract for the Durlacher 

Allee LEA in Karlsruhe and 

the Eggenstein-Leopoldshafen reception 

facility (EA). Since May, ORS has 

been actively supporting up to 1,000 

refugees on behalf of the administrative 

authority in Karlsruhe. Shortly 

afterwards, we opened the Bad-Honnef 

ZUE in North Rhine-Westphalia, 

a temporary facility designed to open 

for a fixed term of six months to provide 

care for up to 200 vulnerable 

individuals during the coronavirus 

pandemic. Since September, the ORS 

mandate at the Tübingen EA has been 

extended to include the operation of a 

hospital ward. 

And finally, at the end of the year, 

separate accommodation was added 

at the Sigmaringen LEA to serve as 

a distribution and quarantine centre, 

staffed by an additional team. 

Efficiency boost for all 

teams at headquarters 

While we are pleased to report growth 

in Germany, ORS is now at its capacity 

limits in organisational terms. 

New approaches are required, including 

digitalisation. The introduction 

of a digital application management 

system, a central procurement and 

contract management system and 

programmes to simplify time management 

and shift planning are key 

steps when it comes to efficiency. 

Additional contracts and closures 

In addition to the Bad Honnef 

ZUE, we said goodbye to the team 

in Berlin at the end of the year. 

The support mandate in the capital 

has been transferred to one of 

our competitors. However, ORS 

has been awarded the contract for 

three new accommodation facilities 

with even greater responsibility: the 

Düren ZUE in North Rhine-Westphalia 

from 1 March 2021 plus Hermeskeil 

and Kusel reception centres 

for asylum seekers (AfA) in Rhineland-Palatinate 

from 1 April 2021. 

18 19

Claudia Hänig 

Operations manager 

Sankt Augustin ZUE 

Joined ORS DE in 2019 

‘With enough self-belief, the 

question of whether you’re going 

to succeed becomes less about 

impossible challenges and more 

of about self-fulfilling prophecies.’ 

In a refugee centre, many of the residents 

and staff come from countries 

with a highly patriarchal tradition. 

This means that you have to work 

doubly hard to assert yourself as a 

woman in management. Claudia faces 

this challenge on a daily basis as 

operations manager at the Sankt Augustin 

ZUE in North Rhine-Westphalia. 

When the facility experienced 

a coronavirus outbreak in spring 2020 

and the virus brought the lives of the 

400 or so residents to a halt, Claudia 

proved her worth as a walking symbol 

of the new society in which the refugees 

find themselves. 

An issue that affected everyone in 

2020, but particularly those at the 

Sankt Augustin ZUE, was COV- 

ID-19. Following a mass outbreak 

and full quarantining of a large section 

of the regular staff, the resolute 

core of remaining employees, supported 

by ORS staff from other locations 

and with external assistance 

from the emergency services, had to 

pull together and weather this difficult 

time. ‘In a situation like that, 

it is vital to be able to rely on one 

another and support each other,’ the 

operations manager explains. Claudia 

is convinced that the ability to 

master mammoth tasks such as this 

is not gender specific. She believes 

that the way we deal with situations 

like this has much more to do 

with our experience and character. 

‘With enough self-belief, the question 

of whether you’re going to succeed 

becomes less about impossible challenges 

and more about self-fulfilling 

prophecies.’ You need to have a 

thick skin in some situations, which 

is why it is important to maintain a 

good work-life balance and have a 

strong network of friends and family 

for support. 

‘Successful outcomes 

and being part of the 

positive development 

of a resident’s fate 

through your team’s 

efforts hold much more 

weight than frustrating 

day-to-day 

situations.’ 

The joyful moments she witnesses 

in her work fill her with renewed 

energy and are the main reason she 

is able to tackle the job with new 

zest and enthusiasm day after day, 

she explains, describing one such 

moment when a war-torn family 

was finally reunited after what 

seemed like an endless wait. 

20 21

The medical station at the Tübingen 

reception facility (EA) was designed 

for displaced people who are in particular 

need of protection. The background 

stories that the staff heard 

from those in their care in 2020 were 

often chilling. ‘In the year of the pandemic, 

we were occupied on a daily 

basis with totally different issues,’ reports 

Claudia Gawlowski, head of the 

medical station at Tübingen EA. 

Human trafficking, forced prostitution, 

violence, discrimination and 

persecution on the grounds of ethnicity 

or religion were all issues that 

staff encountered daily in the medical 

station at Tübingen EA. The residents 

come from different continents 

and their personal stories demand 

intensive and tactful support. A psychiatrist 

visits the reception facility 

once a week and a psychologist twice 

a week to talk to residents about their 

experiences. During the year of the 

pandemic, Claudia and her team of 

three continued to tend to the mental 

and sometimes physical wounds of 

the residents. 

ORS, describes her role at the reception 

facility. 

‘The residents often 

see me as the 

caring mum.’ 

Along with her team, she ensures 

that the residents are provided with 

medical care, quickly and directly. 

The team has to deal with a range 

of backstories, some of which pack 

a punch. Within the team, Claudia 

is not just the boss but also a friend 

and confidant. When planning shifts, 

she is particularly concerned about 

ensuring a balance between career 

and family. It can be a tightrope walk, 

however, as shift work demands flexibility 

from all parties. ‘Together we’re 

a team, through thick and thin!’ An 

inveterate worker, she does not distinguish 

between emancipation at 

work and at home. The care professions 

and nursing tend to be predominantly 

female. She is a firm believer 

that emancipation is equally important 

on both sides. 

Claudia Gawlowski 

Head of the medical station at 

Tübingen EA 

Joined ORS DE in 2019 

‘I’m a great believer in team 

spirit. Together, we are strong 

and can overcome even the most 

difficult of situations.’ 

The centre mainly houses women and 

physical conflicts are rare. It is the 

mental suffering of the residents that 

preoccupies the whole team at the 

Tübingen EA medical station. Touching 

scenes regularly play out, with 

staff sitting on the floor and crying 

with residents or celebrating a birth 

or a residence permit with thunderous 

applause and tears of joy. 

This is how Claudia, who worked for 

years in geriatric care before joining 

22 23

MILESTONES 


Austria 


Introduction of temperature 

measurement to control access 

Termination of work for the 

state of Lower Austria 


BMI terminates individual 

and framework 

contracts for federal 

primary care 


Opening of the emergency 

accommodation in Villach 

and Vienna: 



Contract negotiations 

with BMI & BBU for 

the transfer of operations 


Federal mandate expires 

Retrospective ‘9 years of ORS 

success in Austria’ 


Nina Trippl takes charge of the ORS 

team Assisted Living in Styria and 

Carinthia 

On behalf of the ORS Group, ORS 

Austria presents a donation to the Greek 

women’s aid organisation ‘MELISSA’ 


Contracts extended with the 

states of Styria and Carinthia 

JANUARY 

FEBRUARY 


24 

25

MILESTONES 


Austria 

ORS Austria – accepting watershed moments as 

an opportunity for refugee care 

The year 2020 marks a special turning 

point in the development of ORS Austria: 

after nine successful years of support 

work at national level, the staterun 

Federal Agency for Reception and 

Support Services (BBU) took over primary 

care in the federal centres at the 

beginning of December. Renationalisation 

was decided by an act of parliament 

in 2019. On 1 December, as part of the 

transition process, 297 employees were 

transferred to the state-run BBU and 

their jobs continue to be safeguarded. 

In the months leading up to this, ORS 

Austria faced coronavirus-related challenges 

and, with the support of the ORS 

Group’s crisis management team, managed 

to achieve notable results through 

its innovations. Special measures relating 

to tackling the COVID-19 pandemic 

include: 

Special communication initiatives 

in various languages: 

COVID-19 newsletter, YouTube videos 

with codes of conduct for residents in the 

facilities, social distancing and hygiene 

rules outlined on posters and flyers. 

These communication tools were created 

in-house with the assistance of 

our employees and, as such, were rolled 

out rapidly – while other organisations 

where still working on their preparations. 

Strict implementation of health 

authority guidelines: 

• The facilities began taking temperatures 

as early as January 2020. Our staff 

began wearing masks early on, despite 

the shortage of supplies of PPE. This 

successfully protected employees from 

infection when carrying out support 

work. 

• Deployment of an ORS Group crisis 

team with regular feedback on experiences 

and introduction of protective 

measures. 

• Adaptation of the asylum administration 

programme to document medical 

and organisational measures (officially 

required isolation, quarantine, etc.). 

• Identification of people in medical 

risk groups and their exemption from 

support work. 

• Introduction of working from home 

for administrative work. Thanks, in 

particular, to the support of our internal 

IT department, we did not experience 

any loss in efficiency. 

Focus on regional support services 

The extension of our contract for activities 

for the states of Styria and Carinthia 

provided a positive conclusion to 

the year 2020. The rescinding of our 

mandates marks a watershed. ORS 

Austria firmly believes that we will continue 

to serve as a reliable partner and 

set standards in care and support for 

Solidarity: ORS Austria donates 

women’s clothing to Green women’s 

aid group MELISSA. 

asylum seekers and refugees in Austria. 

Solidarity 

The ORS Group continued to observe 

the refugee situation in Greece in 2020. 

Work was concluded on the foundation 

of a – currently non-operative – national 

subsidiary, headquartered in Athens. 

At the invitation of the Greek migration 

minister, a group of ORS experts 

is to visit the island of Lesbos to see 

the situation following the fire at the 

‘Moria’ container village for themselves. 

26 27

Nina Trippl 

Team leader for support work 

in Styria & Carinthia 

Joined ORS AT in 2015 

‘Talking to one another and 

learning from each other enriches 

our experience. It has taught 

me not to be the kind of manager 

who doesn’t want to delegate 

tasks and demands perfection.’ 

In 2020, Nina Trippl saw the number 

of her colleagues reduced from over 

300 to less than 20. The withdrawal 

from responsibility for support at 

national level left many unanswered 

questions. The realignment of ORS 

Austria, with Nina as new team leader 

for support work in the states of 

Styria and Carinthia, marks a new beginning. 

‘Onwards and upwards’ is Nina Trippl’s 

motto for the year. On the one 

hand, it sums up our perseverance 

in our commitment to refugees, despite 

the coronavirus restrictions. 

On the other hand, the phrase also 

reflects her optimism for the future 

of ORS, which had to regroup once 

the support work for the Austrian 

Ministry of the Interior expired. 

Saying goodbye to long-term colleagues 

was not easy. 

The social support workers in her 

team are often alone, travelling to 

assist the refugees and also tend not 

to be fazed when the unforeseen happens. 

As team leader, she regularly 

sets aside time to catch up. The demands 

and expectations that both 

partners and asylum seekers place on 

support are many and varied. Day-today 

circumstances require a professional 

understanding of how to deal 

with on-site and remote issues. 

‘Talking to one another and learning 

from each other enriches our experience. 

It has taught me not to be the 

kind of manager who doesn’t want 

to delegate tasks and demands perfection,’ 

explains the team leader, 

who has been employed by ORS for 

just under six years. Even if women 

are now represented in many areas 

previously dominated by men, she 

feels that there is still room for improvement 

where equal opportunity 

is concerned. With reference to her 

role at ORS, however, she does not 

believe that gender is a pivotal factor 

when it comes to management 

positions, or that she faces greater 

or different challenges as a result. 

And so it’s ‘onwards and upwards’. 

She is setting about her new responsibilities 

as team leader and 

has a positive view of what the future 

will bring. 

‘The best recipe for 

overcoming stressful 

situations in support 

is continuity, your own 

experience and talking 

to other members 

of the team.’ 

28 29

MILESTONES 



Start of operation of the repatriation centre 

Macomer CPR: capacity 50 people 

Arrival of the first residents 


Questore (local police commissioner) 

of Nuoro and ‘Garante’ (ombudsperson 

for the rights of detainees) visit 

Macomer CPR. Positive feedback on 

management of the centre 


Contract awarded and, 

five days later, launch 

of the reception centre 

Monastir CAS: 



Direct award of the 

mandate to take over 

transport services 

for refugees arriving 

illegally by boat 

Members of parliament 

and a general in 

the Italian 

army visit Macomer 

repatriation centre 

(CPR) and give very 

positive feedback 


First COVID-19 case 

in Monastir reception 

centre (CAS) 

Several riots, protests 

and damage to property 

by refugees at Macomer 

CPR + Monastir CAS 


Admission and support for 

45 boat refugees who tested 

positive for COVID-19 


High occupancy of 260 people 

(220 of them boat refugees) at 

Monastir CAS 


Italy 

United Nations High Commissioner for 

Refugees (UNHCR) visits Macomer CPR 

and reports to the Italian interior ministry. 

Positive feedback on management of the 

centre and recommendation that other 

repatriation centres in Italy adopt various 

ORS services 

JANUARY 

FEBRUARY 


30 

31

MILESTONES 


Italy 

ORS Italy – professionalism in uncertain times 

thanks to committed employees 

Operative support work in Sardinia 

finally got the green light at the beginning 

of 2020. ORS Italy was able to 

open the repatriation centre Macomer 

CPR in January 2020 and in April, 

mid-pandemic, the reception centre 

Monastir CAS. From the outset, the 

tensions caused in the centres by the 

coronavirus situation meant that we 

had to be mindful of the health and 

the safety of both residents and staff. 

Riots and protests by the residents 

have been part and parcel of life at 

the centres since and require professional 

handling by our staff. 

ORS Italy is also subject to regular 

criticism in the media, although this 

criticism often fails to make a distinction 

between operative support 

work and the political system. 

Six days to set up a centre 

At the express wish of the Prefecture 

of Cagliari, the Monastir reception 

centre was opened six days after 

the contract was awarded. It is only 

thanks to good organisation and the 

brave commitment of the regional 

management and staff that we managed 

to pull off this Herculean task. 

Following various visits from politicians, 

officials, government representatives 

and the UNHCR, ORS 

Italy is delighted at the positive feedback 

on the support provided for the 

residents and the professional way in 

which the centres are run. 

Point of contact for boat refugees 

Just under 80 coronavirus patients 

were cared for by ORS’s own support 

and medical staff. The ORS team 

was also the first point of contact for 

around 1,200 boat refugees arriving 

on European soil. We did experience 

some critical situations, where 

quarantine regulations and limited 

freedom of movement provoked tremendous 

potential for aggression, 

but have been able to get these under 

control. The ‘mediations’ carried 

out in particular by the female staff 

have helped engender understanding 

among the residents and a willingness 

to cooperate. Talking, listening 

and showing empathy has paid off. 

The women in particular deserve recognition 

for their invaluable work. 

32 33

Sabrina Montagna 

Regional manager Sardinia 

Joined ORS IT in 2018 

‘I find the refugees’ stories very 

moving, even though I can’t 

change anything for them. I 

want my professional work to 

leave them feeling that they’ve 

been treated with humanity.’ 

Sabrina Montagna: her name says 

it all. A trained psychologist, she is 

a rock for those around her and is 

not easily ruffled by the day-to-day 

problems that arise when supporting 

refugees. More than once, the ORS 

regional manager for Sardinia has 

been able to calm angry residents and 

earned their applause for her efforts. 

‘The best decisions 

include both a rational 

and an emotional 

basis.’ 

‘I want the refugees to feel in their 

hearts that they’ve been treated with 

humanity.’ Hearing this wish expressed 

by a woman who regularly 

faces abusive language and threats 

as she goes about her work and has 

to ensure the safety of her staff is 

remarkable. Her determination and 

strength are appreciated in Sardinia. 

She sees being a woman as a strength. 

Yet she modestly claims that her 

commitment is nothing out of the 

ordinary. She feels that we all benefit 

when we treat people with respect 

and learn from each other. 

Everyone deserves a chance – regardless 

of gender. She can never forget 

the message left by a person she knew 

who committed suicide after losing 

their job: ‘I can no longer look my 

family in the face because I can’t take 

care of them any more.’ 

When time allows, Sabrina likes to 

drive down to the sea and look out at 

the horizon. The sea is like life – deep, 

calm, then choppy and stormy again. 

She loves the smell of the sea and the 

colours remind her of her work: the 

blue of the sea is the blue of ORS. 

Sabrina sees herself as a link between 

ORS management and the staff at the 

two facilities. On site, she also acts 

as an intermediary for the security 

forces and authorities where the interests 

of the centres are concerned. 

At times, she wishes they could do 

something about the typically slow 

reaction times in Italy. So when she 

sees the possibility of a solution, she 

likes to take the lead herself. 

‘I let people measure 

my work by my actions. 

To the critics, I say 

come and visit, help 

out and see for yourselves 

what day-to-day 

life at the centre is like.’ 

Last year she surpassed her career development 

goals. She is proud of her 

team and always keeps track of the 

big picture, even in stormy times. 

34 35

Die SQS bescheinigt hiermit, dass nachstehend genannte Organisation über ein Managementsystem 

verfügt, das den Anforderungen der aufgeführten normativen Grundlage entspricht. 

Geltungsbereich 

Normative Grundlage 

Reg.-Nr. H60180 Gültigkeit 25. 09. 2019 – 17. 12. 2021 

Ausgabe 04. 03. 2021 

sqs.ch 

A. Grisard, Präsidentin SQS 

Schweizerische Vereinigung für 

Qualitäts- und Management-Systeme (SQS) 

Bernstrasse 103, 3052 Zollikofen, Schweiz 

F. Müller, CEO SQS 

Swiss Made 

Die SQS bescheinigt hiermit, dass nachstehend genannte Organisation 

über ein Managementsystem verfügt, das den Anforderungen der aufgeführten 

normativen Grundlage entspricht. 




Ausgabe 04. 03. 2021 

sqs.ch 






Swiss Made 

Zertifiziertes 

Management- 

System 





Reg.-Nr. H60179 Gültigkeit 31.03.2020 – 30.03.2023 

Ausgabe 04.03.2021 

sqs.ch 






Swiss Made 






Ausgabe 04. 03. 2021 

sqs.ch 






Swiss Made 

HR & TRAINING 

Employment contracts, sick notes, 

pay slips, recruitment, training, time 

sheets and references – just some of 

the key components of the job for 

our HR departments. At the onset of 

the coronavirus pandemic, our HR 

specialists found themselves bombarded 

with questions from staff and 

management. Every concern, no matter 

how small, was taken seriously. 

Throughout the year, the staff were 

provided with regular updates on hygiene 

and distancing measures, official 

directives relating to work, etc. 

Switching employees in interdepartmental 

roles to working from home 

presented a particular headache in 

terms of organisation and infrastructure. 

But processes have been established 

in the meantime and online 

meetings are now routine. The opening 

of nine accommodation facilities, 

some of them at short notice, while 

staff absenteeism was slightly up as 

a result of coronavirus, led to an increase 

in new appointments. In Switzerland 

alone, 589 new people were 

recruited and 631 staff reallocated 

internally to different operations. 

Thanks to the introduction of digital 

HR programmes, the workflow was 

simplified and resources were deployed 

more efficiently. 

During the pandemic, we had to move 

our programme of internal and external 

training online within the space 

of two months. We managed to run 

most of the basic and introductory 

courses. There were never any gaps in 

the transfer of useful knowledge for 

everyday support work. Sadly, however, 

some of our specialist courses had 

to be cancelled. 

Together with the executive managers 

on the ground, the Human Resources 

department ensures that staff 

are deployed where their strengths 

and personality are most needed. 

Colleagues identify best with the job 

in hand when they are supported and 

motivated. Looking back at 2020, a 

year dominated by coronavirus, we 

are proud of our team of over 1,300 

colleagues and very grateful for their 

efforts. They have worked day in, day 

out on behalf of our partners to offer 

asylum seekers and refugees the best 

possible support services. They deserve 

our thanks. 

4421_1 / Juni 2019 / Version 2.0 

ISO 29990:2010 

Zertifikat 

ORS Management AG 

Röschibachstrasse 22 

8037 Zürich 

Schweiz 

Weitere Standorte gemäss Appendix 

Dienstleistungen auf Corporate Level 

für die Gesellschaften ORS Service AG, 

ORS Integration AG, ORS Deutschland GmbH, 

ORS Italia S.r.l., ORS España Servicios Sociales S.L., 

ORS Service GmbH und ORS Integration GmbH 

by 

Lerndienstleistungen 

für die Aus- und Weiterbildung 

Certified Management Systems 

Switzerland 

5341_1 / Juni 2019 / Version 2.0 

SVOAM:2010 

Zertifikat 



8037 Zürich 

Schweiz 


by 


Switzerland 

SVOAM 

AOMAS 

Erbringung von Dienstleistungen zur Integration 

in den (ersten) Arbeitsmarkt 

Arbeitsmarktmassnahmen 

Women at ORS 

37% 

CH 

Women in managerial positions 

42% 

CH 

Our quality management 

ORS services and management processes are regularly audited by the leading 

Swiss organisation for certification and assessment services (SQS). We have 

been awarded the following certifications: 

4020_1 / Juni 2019 / Version 2.0 

ISO 9001:2015 

Zertifikat 



8037 Zürich 

Schweiz 


Dienstleistungen auf Corporate Level 

für die Gesellschaften ORS Service AG, 

ORS Integration AG, ORS Deutschland GmbH, 

ORS Italia S.r.l., ORS España Servicios Sociales S.L., 


by 

Qualitätsmanagementsystem 


Switzerland 

DE 

IT 

42% 

49% 

AT 33% 

DE 

IT 

25% 

21% 

49% 

AT 71% 

25% 

6421_1 / Juni 2019 / Version 2.0 

eduQua:2012 

Zertifikat 



8037 Zürich 

Schweiz 


Dienstleistungen auf Corporate Level für die 

Gesellschaften ORS Service AG, ORS Integration AG, 

ORS Deutschland GmbH, ORS Italia S.r.l., 


by 

Schweizerisches Qualitätszertifikat 

für Weiterbildungsinstitutionen 


Switzerland 

36 

37

Karolina Trappitsch 

Head of HR and member of the senior 

management team ORS Switzerland 


‘Supporting staff and allowing them room 

for personal development stimulates talent 

and has a positive effect on the culture 

of the organisation as a whole. My 

HR team and I are committed to ensuring 

that this happens.’ 

In summer 2020, Karolina Trappitsch 

took over management of the HR department 

at ORS Switzerland. Along 

with her 12-strong team (10 women 

and 2 men), she is the point of contact 

for current and future staff when it 

comes to personnel-related matters. 

She is also responsible for training 

and professional development and 

coordinates HR issues for the entire 

ORS Group, across all national borders 

and linguistic divides. She is a 

member of the senior management 

team and certainly does not consider 

her role there as tokenism. As a woman, 

she knows how to assert herself 

and makes sure that work issues are 

also considered from a female perspective. 

The HR professional joined 

ORS 20 years ago and will begin a 

part-time postgraduate course in autumn 

2021 to qualify as a personnel 

manager. 

As a 23-year-old, Karolina Trappitsch 

visited many of the world’s popular 

tourist regions as a tour guide and 

has rather negative memories of her 

negotiations with hotel managers 

back then. ‘They thought they could 

rip me off just because I’m a woman.’ 

With hindsight, the experiences 

served to make her stronger and more 

self-confident. She doesn’t avoid conflicts 

and addresses problems head 

on, with the aim of finding common 

ground. 

At ORS too, her work during the 

coronavirus pandemic focussed on a 

solution-oriented approach. The regulations 

governing working practices 

had to be clarified and staff informed. 

Coronavirus meant that there was 

an increased need for staff cover. 

Employer branding and recruitment 

measures therefore had to be implemented. 

As head of personnel, she feels it is 

important to show staff at every level 

of the organisation that their work 

is appreciated and that this appreciation 

should involve more than just 

words of praise. She is keen to retain 

a space for interaction in person and 

would like to see colleagues rewarded 

for their work during the pandemic 

with various benefits. 

‘I believe that a key part 

of a good work-life 

balance is the fair 

division of household 

chores and carer roles 

between men and women.’ 

The demand is clear: there should be 

more opportunities for men to work 

part-time in the modern working environment. 

Where men and women 

work, she feels it is also vital to share 

the household chores. She also believes 

in equal opportunity at work 

and is delighted that ORS has been 

endorsed by the Federal Office for 

Gender Equality. She enjoys being a 

woman. But she is intrigued by the 

idea of spending a day as a man to 

better understand the male thoughts 

that women sometimes have problems 

relating to. 

38 39

ANNUAL RESULTS 


Finances 

Review and outlook 

Asylum applications in Europe were 

down 30% on the previous year in 

2020. This downturn is directly connected 

to the COVID-19 pandemic 

and the measures taken to stop the 

spread of the virus. Operations in 

the facilities we run were made significantly 

more difficult by the pandemic 

and in some instances involved 

a great deal of extra work for the national 

ORS organisations. Nevertheless, 

we succeeded in stabilising the 

profitability of the ORS Group and 

exceeded the budgeted turnover. We 

can therefore see a positive trend in 

the year-on-year comparison of our 

operating profit. 

Switzerland 

In 2020, around 11,000 asylum applications 

were made in Switzerland, 

representing a drop of just under 23% 

against the previous year. This places 

the decline in asylum applications in 

Switzerland significantly below the 

European average of 32%. The fall in 

asylum applications led to a reduction 

in the overnight accommodation 

figures. 

ORS Switzerland’s share of the ORS 

Group’s total turnover stands at 56%. 

Collective accommodation has been 

added to the cantonal mandates, tra- 

ditionally the area with the highest 

turnover for Switzerland, since the 

reporting year. In early summer/summer 

2020, ORS took over the operation 

of the repatriation centres in the 

canton of Bern as well as the support 

and integration of asylum seekers and 

recognised refugees in the Oberaargau 

region as part of the Bern cantonal 

mandate (NA-BE). 

For the coming year, we anticipate 

that the upturn in turnover will be 

slight given the expected stagnation 

in asylum applications in the first 

half of 2021 as a result of the continuing 

COVID-19 pandemic. 

Germany 

In comparison with the previous year, 

Germany has also seen a drop in the 

number of initial applications from 

asylum seekers (2020: 102,581 | 2019: 

142,509). This situation has led to major 

volatility in the market. 

Despite the ongoing decline in initial 

and follow-up applications, ORS 

Deutschland GmbH was able to consolidate 

its position in the market 

and achieve the planned growth by 

acquiring additional mandates. 

Because the COVID-19 pandemic is 

still ongoing, we expect that initial 

and follow-up applications will continue 

to stagnate in 2021. We are nevertheless 

anticipating further growth 

in Germany, largely as a result of the 

additional mandates we have already 

acquired. 

Austria 

Bucking the general trend in Europe, 

asylum applications in Austria rose 

by around 13% last year in comparison 

with 2019. The pandemic and 

the associated transport restrictions 

led to increased capacity utilisation 

in the facilities run by ORS, forcing 

the Federal Ministry of the Interior 

(BM.I) to increase the overall capacity 

of federal support facilities by adding 

further locations over the course of 

the year. 

These circumstances led us to exceed 

the budgeted result for Austria, and 

turnover rose in comparison with 

2019. The significant additional costs 

associated with the protection and 

hygiene measures, however, resulted 

in a slightly lower profit-turnover ratio. 

Despite the trend in asylum applications, 

turnover in 2021 is set to fall 

to a very low level following the nationalisation 

of the mandate with the 

BM.I. From a strategic point of view, 

it is important to us to hold on to 

Austria as a location. 

Italy 

In 2020, ORS Italia S.r.l. took over 

its first two mandates on Sardinia. 

The launch of operations in Italy was 

made significantly more difficult by 

the global pandemic situation. The 

combination of the pandemic and 

a change in government held up all 

bidding processes. As a result, we 

were unable to implement our growth 

strategy in Italy as planned. 

The focus for the coming year is on 

profitable growth and, with it, expansion 

of our position in the market. 

Sources 

Asylum Statistics 2020 – State Secretariat for Migration (SEM), Bern-Wabern, 1 February 2021 

BMI Asylum Statistics 2020 

Federal Office for Migration and Refugees, key asylum figures 2020 

40 41

ANNUAL RESULTS 


71,884 CHF Switzerland 

19,898 CHF 

Finances 

Germany 

Turnover per country (in thousand CHF) 2020 2019 

127,529CHF Total 

Switzerland 71,884 87,832 

Austria 34,285 31,758 

Germany 19,898 13,135 

Italy 1,462 - 

Total 127,529 132,726 

Operating profit* 1,322 1,774 

34,285 CHF 

Austria 

1,462 CHF 

Italy 

Turnover split Switzerland (in thousand CHF) 

SEM 24,148 26,183 

Collective accommodation 25,383 23,615 

Local mandates 20,108 34,931 

Integration 2,245 2,754 

Special charge - 348 

Total ORS Switzerland 71,884 87,832 

* Operating profit before exceptional items relating to other periods 

The consolidated annual statement for 2020 was prepared in accordance with Swiss GAAP FER guidelines 

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

‘Dealing with numbers 

is meticulous work. I am 

convinced that in the 

world of finance, soft 

skills are becoming more 

and more important for 

the successful implementation 

of interdisciplinary 

projects.’ 

As Head of Group Accounting, Beatrice Greger works with the national accounting 

teams to ensure the numbers add up. She believes that the team 

members’ qualifications and the quality of their work are more important 

than their gender, nationality or age. 

42 

43

ADVISORY BOARD 

Our Advisory Board is a professional body that advises ORS on current and future migration 

issues. It recommends approaches for implementing the strategy and developing 

the business. It is composed of prominent political figures, entrepreneurs and migration 

experts from the DACH region: 

Rita Fuhrer: accompanying ORS on the 

Advisory Board 

As a teenager, Rita Fuhrer wanted to become a handicrafts teacher. Then a job at a 

health insurance organisation took her into politics and, from 1995 to 2010, she served 

as a parliamentarian for the canton of Zurich, where she was responsible for social and 

security policies. Political setbacks and health issues did not prevent her from campaigning 

for greater subsidiarity between the public and private sector. Since 2017, the 

ex-politician has served on the ORS Advisory Board, along with five other individuals 

from the worlds of politics and business. 

Ruth Metzler-Arnold (President) 

Former Federal Councillor (CH), 

Minister of Justice and Police, President 

Switzerland Global Enterprise, 

member of several boards of 

directors, member of the University 

Council, University of St. Gallen (CH) 

Erwin Jutzet 

Former member of the cantonal 

government of Fribourg, Department 

of Security and Justice and 

the National Council (Switzerland) 

Thomas Bäumer 

CEO of Colosseum Dental Germany, 

former CEO of Adecco Germany and 

Austria, committee member of the 

Confederation of German Employers’ 

Associations (BDA, DE) 

Dr Michael Spindelegger 

Former Vice-Chancellor and Foreign 

Minister of Austria (AT), General 

Director of the International 

Centre for Migration Policy Development 

(ICMPD) 

Rita Fuhrer 

Former member of the cantonal 

government of Zurich, Department 

of Social Affairs and Security (CH) 

and former Minister of Economic 

Affairs (CH) 

Dr h.c. Fritz Schramma 

Former Lord Mayor of the City of 

Cologne and President of the German 

Association of Towns and Municipalities 

(DStGB). 

What motivated you to join the Advisory 

Board? 

I have been very familiar with the issues involved 

in supporting and accommodating 

asylum seekers ever since I began working 

as a parliamentarian back in 1995. Since 

then there have been huge developments 

– from a legislative point of view, from the 

point of view of the support organisations’ 

human resource requirements, in the individual 

nature of the support and in the attitude 

of society. These developments are still 

ongoing. The challenges remain gargantuan. 

So I am happy to help wherever I can. 

Are there any areas of your work that you find 

particularly challenging as a woman? 

I have always had to prove that I am just 

as strong and experienced as a man. I have 

battled to try and ensure that a woman’s life 

experience and professional experience are 

respected as a matter of course. Why should 

having been in the military and led a platoon 

of recruits prove your management 

skills but having brought up three sons, as 

I have, apparently doesn’t? 

As a general rule: can women do more to influence 

decisions? 

A person’s perception has a lot to do with 

their own experience. That’s why women 

and men can listen to the same issues but 

hear different things, set different priorities 

as a result and often prefer different solutions. 

When you look at it like that, I can 

have a major influence on decisions if, as a 

woman, I view my own suggestions as just as 

valid and correct as those of a man and am 

prepared to back them up with conviction. 

If you could change anything in the course of 

gender history and equal rights, what would 

it be? 

Any change takes time. Despite the fact that 

equal rights have been enshrined in law for 

some time now, they’re not always reflected 

in everyday practice. The genders don’t 

have to be exactly the same, but it is important 

that they respect and value one another. 

When my daughter-in-law, who can 

manoeuvre any vehicle with a large trailer 

better than most men, takes her car to the 

garage because of a faulty turbo cable and 

the car mechanic explains to her that she’s 

probably just jammed the floor mat under 

the accelerator, that’s down to a lack of respect 

not a lack of equality. 

So if I could change anything, I’d demand 

honest acknowledgement of other people’s 

life experiences and unprejudiced respect. 

That would have made the journey towards 

the goal of equal rights simpler and shorter 

and, of course, it would have prevented a lot 

of distress. 

44 

45

GROUP MANAGEMENT 

Jürg Rötheli 

CEO ORS Group 

We lead mindfully and 

promote diversity among 

our teams. 

Shared values through successful leadership 

The continuing positive development of our organisation is also reflected in 

the new management values. These were drafted at the Leaders’ Conference 

in Zurich in October 2019 in consultation with 40 managers from all the different 

national companies. They build on the company values ‘neutral, flexible, 

mindful’. 

We weigh up situations carefully, make decisions rapidly 

and act in a sustainable, resource-aware manner. 

Carolin Wälz-Fabregon 

Managing Director 

ORS Germany 

Claude Gumy 

Deputy Managing Director 

ORS Switzerland 

Maurizio Reppucci 


ORS Italy and Spain 

Wilhelm Brunner 


ORS Austria & New Markets 

We trust in our colleagues’ 

skills and demonstrate this 

by delegating responsibility 

to them. 

We communicate respectfully 

and openly. We listen to 

others and share information 

promptly. 

Martin Nyfeler 

CFO ORS Group 

Lutz Hahn 

Head of Communications 

& Public Affairs 

46 

47

OUR 

VALUES 

neutral 

We are politically and religiously neutral. We provide competent 

and reliable services to support and integrate refugees. We 

are approachable and committed without sacrificing objectivity. 

We work transparently, and we proactively and critically 

evaluate the quality of our services. 

flexible 

We offer a care-free package for authorities and society. 

Our years of international experience enables us to call on 

proven processes. This means that we can act in an agile 

and cost-effective manner. We respond quickly and efficiently 

to short-term changes with effective solutions for 

our partners and the people in our care. 

mindful 

People are at the heart of our work and we seek to communicate 

eye to eye. Our goal is to broaden perspectives and create 

added value, both for refugees and the local population. 

We always set ourselves the highest goals and pursue them 

with decency, modesty and care. 

48 

49

GLOSSARY 

Abbreviations – Switzerland 

NaBe – restructuring of asylum and refugee support in the canton of Bern 

SPITEX – organisation for outpatient help and care 

BAZ – federal asylum centre 

RKZ/RZB – repatriation centre 

KU – collective accommodation 

MNA/UMA – unaccompanied minor asylum seeker 

SEM – State Secretariat for Migration 

Cantons 

Abbreviations – Austria 

BM.I – Federal Ministry of the Interior 

BBU – Federal Agency for Reception and Support Services 

Abbreviations – Italy 

UNHCR – United Nations High Commissioner for Refugees 

CAS – reception centre 

CPR – repatriation centre 

AG – canton of Aargau 

BE – canton of Bern 

BL – canton of Basel-Landschaft 

FR – canton of Fribourg 

SO – canton of Solothurn 

TG – canton of Thurgau 

ZH – canton of Zurich 

Abbreviations – Germany 

BU – support centre 

LEA – regional reception facility 

ZUE – central refugee facility 

EA – reception facility 

AfA – reception facilities for asylum seekers 

GU – hostel 

German states 

BW – Baden-Württemberg 

NRW – North Rhine-Westphalia 

RP – Rhineland-Palatinate 

50 51

52 

53

OUR LOCATIONS 

CONTACTS 

As at May 2021 

Head office 

Accommodation 

EU office 

Belgium 

Switzerland 

Austria 

Italy 

Germany 

Switzerland 



8037 Zurich, Switzerland 

Tel. +41 (0)44 386 67 67 

info@ors.ch 

www.ors-group.org 

ORS Service AG 


8037 Zurich, Switzerland 

Tel. +41 (0)44 386 67 67 

info@ors.ch 

www.ors-schweiz.ch 

Germany 

ORS Deutschland GmbH 

Güterhallenstrasse 4 

79106 Freiburg im Breisgau, Germany 

Tel. +49 (0)761 769 931 20 

info@orsdeutschland.de 

www.ors-deutschland.de 

Austria 

ORS Service GmbH 

Mooslackengasse 17 

1190 Vienna, Austria 

Tel. +43 1 25301 62362 

info@orsservice.at 

www.ors-austria.at 

Italy 

ORS Italia S. r. l. 

Piazza Annibaliano 18 

00198 Rome, Italy 

info@ors-italia.com 

www.ors-italia.it 

Spain 

ORS España 

Servicios Sociales S.L. 

Avenida Felipe II, 17 

1° oficina 1 

28009 Madrid, Spain 

www.ors-espana.es 

Greece 

ORS Greece Monoprosopi 

A.E. 280 Kifisias Avenue 

15232 Chalandri, Greece 

www.ors-greece.org 

EU 

ORS Group 

14b Rue de la Science 

1040 Brussels, Belgium 

Tel. +32 2 880 3783 


Imprint 

Spain 

Greece 

Publisher 

ORS Management AG, Zurich 

June 2021 

© ORS Management AG, Zurich 

Concept and design 

Lena Striegel & Ellinor Amini 

ORS Deutschland GmbH 

Marketing & Communications 

Editor 

Lutz Hahn 

Head of Communications 


54 55


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