{"id":151,"date":"2023-04-03T18:44:06","date_gmt":"2023-04-03T16:44:06","guid":{"rendered":"https:\/\/network-economy.com\/?page_id=151"},"modified":"2026-04-07T22:28:53","modified_gmt":"2026-04-07T20:28:53","slug":"referenzen","status":"publish","type":"page","link":"https:\/\/network-economy.com\/en\/referenzen\/","title":{"rendered":"References"},"content":{"rendered":"
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References<\/p>\n<\/div>\n<\/div>\n<\/div>\n

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Business idea 2015<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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Biossence LTD.<\/span><\/h3>\n<\/div>\n<\/div>\n<\/div>\n
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Gesch\u00e4ftskonzept<\/span><\/div>\n
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Network Economy has invested in establishing a large scale integrated waste treatment and power generation service in the UK, addressing the increasing waste disposal problem faced by local authorities. UK authorities have long failed to develop effective waste disposal strategies that comply with national regulations and EU directives.<\/span><\/p>\n

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Biossence Ltd. is developing a state-of-the-art bio-power plant in north-west Britain to process 400,000 tonnes of municipal waste. The resulting biomass fuel is then used in the integrated power plant to generate electricity. The power plant allows local authorities to turn potential penalties for exceeding landfill guidelines into profitable business by trading LATS credits with other authorities. The power plant is being developed as a showcase and to demonstrate the integrated clean process technologies and combined power generation, which can simultaneously reduce the impact on the climate and export the \"green energy\" directly to the industrial customers.<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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Durchf\u00fchrung<\/span><\/div>\n
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Network Economy, together with the founder of the business concept, founded Biossence Ltd. founded in the spring of 2006 to promote all project development activities. Biossence has carried out the business concept since then. To implement the power plant operation, a special vehicle was developed, a technical consortium was formed, the building site for the power plant was secured and the necessary approval process for the planning was started. The construction of the power plant started in 2007 and will be completed in spring 2009.<\/span><\/p>\n

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In addition, Biossence has expanded the scope of its operations to develop a further ten projects for which suitable sites have already been identified in the UK. Further interest in the project and the technology has already been expressed by other EU countries and the Middle East.<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/section>\n

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Telecom infrastructure business<\/span><\/h3>\n<\/div>\n<\/div>\n<\/div>\n
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Informationen<\/span><\/div>\n
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Network Economy argues that the separation of the passive infrastructure from the communication services plays a decisive role. Infrastructure is a local business that requires municipal know-how and the support of the region concerned.<\/span><\/p>\n

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Based on the successful establishment and sale of more than 15 local fiber-based and radio-based network operators in cities and various joint planning projects with strategic partners such as DT, FT, Arcor, Fastweb, Terrafirma and BBNED, Network Economy invests in local telecommunications infrastructure projects in several countries.<\/span><\/p>\n

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The aim of these infrastructure projects is to use them together with as many service providers as possible (multiple customer usage), to achieve symmetric transmission rates (symmetric up and download) and to achieve long-term depreciation rates. Fiber optic is one of the technologies that meets these criteria and is largely technology agnostic (85<\/span>% of installation costs are absorbed by the ducts).<\/span><\/p>\n

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By working together with the municipalities, construction costs are significantly reduced and interests are linked to other supply networks. The telecommunications infrastructure becomes part of the utility industry. The trick will be to obtain purchase guarantees for the use of the infrastructure before investing. The local administration, local companies and local residents play a central role in this. Telecommunication infrastructure is today of the same importance as the infrastructure for electricity, gas and water. It is a competitive factor for the respective municipality, city and region.<\/span><\/p>\n

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Die Kunst wird es sein, moeglichst Abnahmegarantieren fuer die Nutzung der Infrastruktur vor der Investition zu erzielen. Dabei spielt die lokale Verwaltung, lokale Unternehmen und lokale Bewohner eine zentrale Rolle. Telekommunikationsinfrastruktur ist heute von der selben Bedeutung wie die Infrastruktur fuer Strom, Gas und Wasser. Sie ist ein Wettbewerbsfaktor fuer die jeweilige Kommune, Stadt und Region.<\/span><\/p>\n

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The symmetrical range of access media enables business models from consumer to large company (consumer to business). This plays an increasingly important role, especially for high-tech jobs and small supplier companies in developed countries (distributed jobs).<\/span><\/p>\n

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Network Economy works on various construction and financing projects in close cooperation with community organizations to build new infrastructures as well as with private equity companies to leverage infrastructure from existing vertically integrated telecom companies.<\/span><\/p>\n

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In this context, Network Economy has agreed on a strategic cooperation with Malcolm Matson, founder of Colt Telecom and the Open Local Access Network Foundation (OPLAN).<\/span><\/p>\n

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Biossence Ltd. is developing a state-of-the-art bio-power plant in north-west Britain to process 400,000 tonnes of municipal waste. The resulting biomass fuel is then used in the integrated power plant to generate electricity. The power plant allows local authorities to turn potential penalties for exceeding landfill guidelines into profitable business by trading LATS credits with other authorities. The power plant is being developed as a showcase and to demonstrate the integrated clean process technologies and combined power generation, which can simultaneously reduce the impact on the climate and export the \"green energy\" directly to the industrial customers. <\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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Business idea 2000 - Exit<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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IP VALUE<\/span><\/h3>\n<\/div>\n<\/div>\n<\/div>\n
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Idee<\/span><\/div>\n
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Central service modeling with automation of service provision based on simplified integration within an existing heterogeneous OSS\/BSS environment of telecommunications companies - need for standardized software solutions in a proprietary market.<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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Founding of the software product house IP VALUE as a joint venture with a system integrator and a venture capitalist (adesso AG and private bank Sal. Oppenheim)<\/span><\/p>\n

Development of open OSS, interface and tool components based on the industry standard \"OSS through Java\" (OSS\/J)<\/span><\/p>\n

World's first certified OSS\/J implementation<\/span><\/p>\n

Establishment of OSS\/ as a component-based integration method in the telecommunications industry<\/span><\/p>\n

Joint development with Vodafone D2 and Vodafone pilot development<\/span><\/p>\n

Global marketing of OSS\/J together with Vodafone<\/span><\/p>\n

Acceptance of OSS\/J by TeleManagement Forum (over 350 TC companies and manufacturers) as implementation technology for the technology-neutral \u201cNew Generation Operational System and Software\u201d (NGOSS) program<\/span><\/p>\n

IP VALUE is the European OSS\/J competence center and supports large TC companies and manufacturers. Partnerships and projects with Agilent, BMC, HP, IBM, Siemens, Sun, among others.<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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IP VALUE is the market leader in the growing market for standardized integration and has meanwhile been able to win key customers; Against this background, the company was successfully incorporated into a Swiss group of companies with the same industry focus to ensure further growth.<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/section>\n

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IDENTIFICATION IN 2000 - INVESTMENT IN 2001 - EXIT IN 2005<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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GeoTask<\/span><\/h3>\n<\/div>\n<\/div>\n<\/div>\n
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Collaboration between the public sector, energy suppliers and telcos in the field of infrastructure management by creating interoperable geographic information systems (GIS), simple, efficient and automated geodata exchange and setting up comprehensive geodata infrastructures.<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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Ausf\u00fchrung<\/span><\/div>\n
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Majority stake in GeoTask AG together with Sal. Oppenheim; GeoTask as an innovative software manufacturer of platform-independent and open (Open GIS) GIS software and applications.<\/span><\/p>\n

Strict alignment of the product portfolio to ISO and OGC (Open GIS Consortium) standards, processes, geodata portal applications and GIS integration.<\/span><\/p>\n

Development of business models and applications for geodata service providers to improve the marketing of geodata in the public sector.<\/span><\/p>\n

Development of the company into an important software provider for the introduction of large geodata infrastructures at national and European level: Swiss national topography (Swisstopo), Federal Agency for Cartography and Geodesy (D), EuroGeographics (EU association of national cartography authorities).<\/span><\/p>\n

Business development in the direction of large-scale solutions on a national and international level.<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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Exit Strategie<\/span><\/div>\n
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Acquisition candidate for larger GIS software providers and system integrators as an important software, solution provider and innovation leader in the rapidly growing market for spatial data infrastructures and collaboration and interoperability solutions.<\/span><\/p>\n

Exit in 2005 through sale to GIS system integrator PRO DV AG.<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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BUSINESS IDEA IN 1995 AND IMPLEMENTATION BY 1999<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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2in1 Internet Telephony<\/span><\/h3>\n<\/div>\n<\/div>\n<\/div>\n
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Expanding business and value for City Carrier by implementing a Wireless Local Loop (WLL) strategy<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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Foundation of a WLL carrier together with city carriers as add-on access technology<\/span><\/p>\n

Development of a central competence center for fixed radio access know-how<\/span><\/p>\n

Registration of a WLL patent during development<\/span><\/p>\n

Generation of pilot licenses in a joint project with Vebacom (today Arcor)<\/span><\/p>\n

Identification of the critical success factors of the WLL business in Germany (financial concept and TCO)<\/span><\/p>\n

Change of strategy and quick adjustment of the original business model due to changes in the German telecommunications regulation<\/span><\/p>\n

Identification of strategic partners for built values (licenses, know-how, patent)<\/span><\/p>\n

Sale of the WLL IP patent to Bosch Telecom (today Marconi)<\/span><\/p>\n

Sale of the operating company to a pure WLL carrier (STAR 21)<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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RoE of 150% after one year<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/section>\n

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BUSINESS IDEA IN 1996 AND IMPLEMENTATION OF THE STRATEGY BY 2000<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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TIME City Carries<\/span><\/h3>\n<\/div>\n<\/div>\n<\/div>\n
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Idee<\/span><\/div>\n
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Closing the gap in fiber-optic-based business customer access in medium-sized cities<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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City carrier with local branding, sales and customer service<\/span><\/p>\n

Flat product portfolio with fiber optic based telecommunication services<\/span><\/p>\n

Expansion of the product portfolio through reselling value-added services; Re-integration of these services into your own value chain after a successful market launch and with operational experience gained<\/span><\/p>\n

Central team of managers and engineers to generate synergies, set up competence centers and organize the shared use of resources from the local companies (key account sales, systems engineering).<\/span><\/p>\n

Working with local utilities to reduce costs\/increase profitability (customer acquisition, shared facilities and staff, branding and customer access, bundled products, financing)<\/span><\/p>\n

Strict cost control and financial management to break even after 3 years<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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Development of a national backbone carrier as a joint venture with regional long-distance gas companies based on the GasLINE long-distance connection network, to network the city carriers and to gain access to the international IP gateways.<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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Erweiterung durch Dienstegesch\u00e4ft<\/span><\/div>\n
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Establishment of a service company as a joint venture with Siemens in order to be able to offer central TK product development and shared services platforms such as 24\u00d77 network management.<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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Investment Durchf\u00fchrung<\/span><\/div>\n
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Joint venture with local utility companies to set up city carriers together<\/span><\/p>\n

Merging of the individual companies via a holding structure with central support functions such as sales, product development, purchasing, financing, telecommunications law and regulation<\/span><\/p>\n

Risk management by taking on an active role in management (commercial management and sales)<\/span><\/p>\n

Support for companies with entrepreneurial expertise<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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After five years of investment, an RoE of 150 was realized. City Carrier Holding was sold to Elisa Kommunikation (now TROPOLYS \/ Versatel)<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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BUSINESS IDEA IN 1997 AND IMPLEMENTATION OF THE STRATEGY BY 2000<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n

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TeleBridge<\/span><\/h3>\n<\/div>\n<\/div>\n<\/div>\n
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Idee<\/span><\/div>\n
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Development of co-location centers in major European cities<\/span><\/p>\n

Need for co-location centers in Frankfurt, Dusseldorf, Zurich, London etc. to enable international carriers to access local financial and industrial customers and use the capacities for end-to-end bandwidth services<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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Joint venture with real estate companies and financial partners<\/span><\/p>\n

Based on the experience of the first independent telehouses in London (colocation centers), a concept was developed by Network Economy that included the expansion of colocation centers at European level by connecting local financial and industrial centers in particular<\/span><\/p>\n

The emergence of differentiated access infrastructures in combination with the constant growth of Internet \"peering\" possibilities caused an acceleration of the demand for space at colocation centers by international telecommunications companies<\/span><\/p>\n

The demand for colocation centers was also determined by the growing infrastructure needs of mobile phone providers.<\/span><\/p>\n

The benefit of a partnership with real estate companies consisted in particular in the efficient identification and leasing of suitable real estate objects at attractive conditions.<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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Investment Durchf\u00fchrung<\/span><\/div>\n
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Joint venture with local business partners and entrepreneurs to set up colocation centers<\/span><\/p>\n

Close cooperation with national incumbents, e.g. DTAG centers for the realization of an efficient power supply and building security at attractive conditions<\/span><\/p>\n

Integration of the co-location centers into the network of the TIMe companies (TIMe City Carriers and RMN) to implement the connections to local backbones and individual customer locations<\/span><\/p>\n

Identification of specific know-how carriers for technical building installations and building management, safety requirements and regulation as well as energy management<\/span><\/p>\n

Mapping of the risk management approach by taking on active management responsibility (appointment of a managing director by TIMe)<\/span><\/p>\n

Intensive entrepreneurial support of the holdings in the development phase<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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After the first year of operational business operations, a \"return on investment\" of a factor of 3.3 could already be achieved. TeleBridge was sold to JP Morgan Capital Partners, which bundled the further development of colocation centers in their company IXEurope. These centers now operate under the name IXEurope Frankfurt<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/section>\n

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Bio-Saatgut<\/span><\/h3>\n<\/div>\n<\/div>\n<\/div>\n
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Ursprung oder Anf\u00e4nge<\/span><\/div>\n
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Seit 2015 investiert Network Economy in nachhaltige Landwirtschaft, um einen Paradigmenwechsel in der Landwirtschaft einzuleiten. Im Fokus steht biologisches und biodynamisches Saatgut f\u00fcr eine regenerative Landwirtschaft. Motiviert durch die Frage nach gesunder Ern\u00e4hrung. Nach dem Motto was du isst, ist deine Medizin und deine Medizin ist, was du isst, haben wir in den Ursprung investiert, das Saatgut ist deine Medizin. Ein bestes Beispiel dazu stellen die Nigella Sativa (schwarzer Kumin) Samen dar, die wir essen k\u00f6nnen und die alles heilen au\u00dfer den Tod. Bio von Anfang und nur gutes Saatgut wird Landwirte dazu bringen, ihren Hof umzustellen, keine Chemie zu verwenden, um B\u00f6den, Wasser und Luft nicht mehr zu verschmutzen.<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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Gesch\u00e4ftsidee<\/span><\/div>\n
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Bio-Saatgut gibt es zu wenig und regeneratives Saatgut ist ein Weg, die Bio-Diversit\u00e4t zu erh\u00f6hen. Die EU hat bereits verabschiedet, dass bio-zertifzierte Produkte ab 2035 nur noch Bio-Saatgut angewendet werden d\u00fcrfen. Dazu bedarf es noch viele neue Sorten und alte Sorten auf ein hohes Qualit\u00e4tsniveau zu bringen. Die Margen von Saatgut sind gut, aber die Vorfinanzierung von 2-4 Jahren ist die Herausforderung. <\/span><\/p>\n

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Zwei Partner sind auch Gr\u00fcnder der Firma Living Seeds Sementes Vivas, Idanha a Nova, Portugal, und auch von Living Seeds International AG, Schweiz (<\/span>www.lsi.bio<\/a> und <\/span>www.sementesvivas.bio<\/a>)<\/span><\/p>\n

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Exit: Network Economy sieht sein Engagement als Evergreen (kein Exit).<\/span><\/p>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n

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<\/p>","protected":false},"excerpt":{"rendered":"

Referenzen GESCH\u00c4FTSIDEE 2015 Biossence LTD. Gesch\u00e4ftskonzept Network Economy hat in den Aufbau eines gro\u00dfr\u00e4umig integrierten Abfallbehandlungs- und Stromerzeugungs-Service in Gro\u00dfbritannien investiert und sich somit dem zunehmenden Abfallbeseitigungsproblem der lokalen Beh\u00f6rden zugewandt. Die britischen Beh\u00f6rden haben es lange Zeit vers\u00e4umt wirkungsvolle Abfallbeseitigungsstrategien zu entwickeln, die den nationalen Regelungen und EU-Richtlinien gerecht werden. Biossence Ltd. entwickelt zur […]<\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"brizy-blank-template.php","meta":{"site-sidebar-layout":"default","site-content-layout":"","ast-site-content-layout":"default","site-content-style":"default","site-sidebar-style":"default","ast-global-header-display":"","ast-banner-title-visibility":"","ast-main-header-display":"","ast-hfb-above-header-display":"","ast-hfb-below-header-display":"","ast-hfb-mobile-header-display":"","site-post-title":"","ast-breadcrumbs-content":"","ast-featured-img":"","footer-sml-layout":"","ast-disable-related-posts":"","theme-transparent-header-meta":"","adv-header-id-meta":"","stick-header-meta":"","header-above-stick-meta":"","header-main-stick-meta":"","header-below-stick-meta":"","astra-migrate-meta-layouts":"default","ast-page-background-enabled":"default","ast-page-background-meta":{"desktop":{"background-color":"var(--ast-global-color-4)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"ast-content-background-meta":{"desktop":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"tablet":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""},"mobile":{"background-color":"var(--ast-global-color-5)","background-image":"","background-repeat":"repeat","background-position":"center center","background-size":"auto","background-attachment":"scroll","background-type":"","background-media":"","overlay-type":"","overlay-color":"","overlay-opacity":"","overlay-gradient":""}},"footnotes":""},"class_list":["post-151","page","type-page","status-publish","hentry"],"yoast_head":"\nReferenzen - Network Economy<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/network-economy.com\/en\/referenzen\/\" \/>\n<meta property=\"og:locale\" content=\"en_GB\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Referenzen - Network Economy\" \/>\n<meta property=\"og:description\" content=\"Referenzen GESCH\u00c4FTSIDEE 2015 Biossence LTD. Gesch\u00e4ftskonzept Network Economy hat in den Aufbau eines gro\u00dfr\u00e4umig integrierten Abfallbehandlungs- und Stromerzeugungs-Service in Gro\u00dfbritannien investiert und sich somit dem zunehmenden Abfallbeseitigungsproblem der lokalen Beh\u00f6rden zugewandt. Die britischen Beh\u00f6rden haben es lange Zeit vers\u00e4umt wirkungsvolle Abfallbeseitigungsstrategien zu entwickeln, die den nationalen Regelungen und EU-Richtlinien gerecht werden. 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