Digital hazard monitoring of natural forces helps the real estate industry with risk management

18.02.2025

An extraordinary number of property owners had to contend with natural disasters in 2024. According to Munich Re, the damage caused worldwide reached a record level of 340 billion US dollars last year, but only around 40% of this was insured. Whether it’s flooding after continuous rainfall or flash floods and mudslides after thunderstorms, anyone whose property is located on a slope, for example, may be living dangerously. This is by no means about scaremongering but about being aware of impending risks and taking appropriate precautions. But how can this be achieved? The new digital hazard monitoring system from SMG Real Estate and IAZI tackles precisely this problem and helps property owners and those who are on their way to becoming one.

Fortunately, the days when people were defenceless against the forces of nature are long gone. And yet even in modern society, there is still the threat of various forces of nature that can cause major damage. As climate change progresses, it is not only extreme weather events that are becoming increasingly talked about but also the costs of the associated damage. Several such events over the past year in Switzerland alone – including the washed-away motorway bridge in Misox or the flooding in the Maggia Valley – illustrate this once again.

Address dangers, raise awareness and protect against risk
Anyone who owns or wants to buy a property is primarily concerned with criteria such as the amount of space available, the condition of the building structure and, of course, affordability. When it comes to location, often only the view and the availability of shops, doctors’ surgeries, childcare facilities or public transport connections are taken into account. At the same time, however, any risks resulting from the geographical location are usually ignored. However, it is precisely this careless misjudgement that can have serious consequences under certain circumstances.

According to the Federal Office for the Environment, a good 7% of the Swiss population live in places that can be affected by avalanches, landslides, rockfalls or rockslides. More than 20% are even exposed to the risk of flooding. The dangers resulting from forces of nature are often overlooked or at least underestimated. As a result, some property owners have painfully learnt over time that it would have made sense to consider the risks at an early stage to actively prevent existential risks with the right precautions, appropriate structural changes, and additional insurance. Recognising the potential danger is therefore crucial. This is where IAZI comes in, having stood for expertise in property valuation for over 30 years. As part of its wide range of property-related services, IAZI has made it its mission to present potential natural hazards transparently for all players in the property sector. “We have been working flat out on a digital hazard monitoring system that enables a comprehensive assessment of natural risks both before the property purchase and during the ongoing portfolio valuation,” explains Roman Ballmer, Deputy CEO at IAZI.  

Digital hazard monitoring transparently maps eight forces of nature
This is made possible by linking a wide variety of national, cantonal, and proprietary data sources, which is unique in this form in the Swiss market. This gives property professionals a valuable tool for providing their clients with reliable, well-founded advice on this aspect of a property. Monitoring also gives property managers an ongoing overview of the values and risks of the portfolio under management.

Specifically, IAZI’s data-based solution provides information on the relevant natural hazards such as flooding, surface runoff, hail, storms, rockfalls, earthquakes, avalanches and landslides for every location in Switzerland. All risks are divided into different hazard classes and colours based on the standardised values of the public authorities, with particular attention being paid to the hazard classifications ‘significant’ and ‘medium’. While financial institutions are increasingly required to provide regulatory risk reporting, existing and future homeowners will now also benefit from the transparency this creates. Roman Ballmer also emphasises this development: “In addition to renovation and financing issues, the long-term definition of a property strategy also includes taking into account and proactively hedging against nature-related climate risks”.

Sebastian Sinemus
Senior Communications Manager Real Estate & Media Spokesperson

[email protected]
+41 79 819 21 50

Marta Andreoni

Head of Design for Automotive

Introduce yourself and your role at SMG

I’m Marta Andreoni, Head of Design at SMG Automotive. I lead the design and UX writing team shaping AutoScout24 user experience. 

In my role, I wear many hats. My main focus is ensuring we stay true to our vision “simplifying people’s lives and connecting humans through innovative digital platforms” and our brand promise, “make it happen”. I challenge my team to think user-first, push for innovation, ease of use for our customers and make forward-thinking decisions, even within business and technological constraints.

 A big part of my role is supporting each designer’s growth, motivation, and career development. Through one-on-one coaching, mentoring, group work, and projects, I help my colleagues set and achieve their goals while fostering new learning opportunities.

What helps you feel empowered and confident in your role?

If I had to mention one thing I would say “being proactive” has been key to feeling more empowered. I enjoy solving problems, so when issues or opportunities arise, be it in the product, market or the team, I get curious and I proactively investigate the reasons and try to bring inputs to be discussed with others, this makes me feel I can be part of the process or solution and my point of view is going to be taken seriously. My optimism also plays a role, giving me confidence that even the most complex challenges can be solved. 

Besides, having trust from other managers and colleagues makes me feel in a safe environment where I can take ownership on topics I’m passionate about. 

What’s one thing SMG does well in fostering an inclusive workplace? What more can be done to amplify and support different perspectives in the workplace?

In my experience, we strive for balancing top-down and bottom-up inputs, ensuring employees can influence product directions, processes, and culture. People are approachable, and our strong feedback culture helps voices be heard. Across SMG, initiatives like regular People & Culture Surveys, topic guilds, and events in our locations across the world foster open exchange and mutual learning.

That said, I’ve noticed that quieter voices sometimes get less space, or interacting with top management can feel intimidating, especially when giving critical feedback. To make participation more inclusive, we could apply more facilitation and group work techniques like structured turn-taking, written input, and smaller group discussions – ensuring everyone, regardless of confidence level, seniority or personality, feels comfortable contributing. 

Design is often about seeing the world differently. How do unique perspectives contribute to more innovative, inclusive, or impactful design?

Design is about understanding diverse user personas and perspectives to create solutions that truly meet their needs or create new opportunities. I believe in the power of collaboration to shape user experiences – bringing together different disciplines, backgrounds, and lived experiences helps challenge assumptions, uncover blind spots, and drive more inclusive, innovative, and impactful solutions.

Looking back on your career, what’s one lesson or piece of advice you wish you had known earlier as a leader in design?

There are three things no one really prepares you for as a design leader: dealing with constant change, facing failure and handling emotions at work. These topics aren’t talked about much until you face them. I was lucky to learn from others’ experiences, but much of it came through my own.

One thing I wish I had understood earlier is the power of emotional intelligence, my job is no longer about the content and the design, it is about people. Self-awareness, not just of your own emotions, but also how others feel and react, can be the difference between conflict and harmony, frustration and clarity. The more I grow as a leader and designer, the more I realise that design isn’t just about doing the design job, delivering solutions on the market: it’s about navigating people, their emotions, and making change more acceptable and transforming issues into opportunities, both within the organisation and through great products.

 

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