Page 96 - Livre Beau Rivage Palace

The corollary of this policy of rapid amortisation was a cautious operations: making the right choice from the different technologies From 1884, the appointment of Fédor de Crousaz and Charles on the board had a deciding influence on the techniques chosen.
distribution of profit to shareholders: ‘Mr de Cérenville, on the available, approaching the most efficient companies, overseeing Dapples, both engineers, changed the board’s relationship with When there was a debate on the type of engine to install in the
contrary, feels that no more than 6 per cent should be distributed as a the work, then testing the operation of the new installations. How technical modernisation. By the start of 1886, a committee tasked electric plant, the hydraulic solution advocated by Dapples and
dividend; we still have some sizeable expenses ahead, in particular for did the Beau-Rivage managers go about harnessing the necessary with defining a medium-term investment strategy was already de Crousaz won out over gas and steam: ‘Mr Correvon has heard
the roof, and we need to maintain the system followed in recent years of technical know-how to ensure the smooth running of their making its report. To ensure the reliability of new installations, technicians and practitioners criticise hydraulic engines and recommend
immediately amortising a large proportion of improvements, a system that establishment? visits to other hotels that were already equipped became a regular steam engines instead. However, he bows to the explanations given by the
has served us well.’ 56 Between 1857 and 1884, the appointed directors had only a thing: ‘In order to gain an exact account of the American lift system board’s engineers, explanations that seem to him to settle the question.’
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The board of directors’ financial strategy did not prevent an little technical expertise between them. Most of them had studied and the safety guarantees it offers, the chairman requests authorisation The two engineers’ social networks also played a role in the
impressive growth in the distributed dividends; these rose from 8 law or had a business background. However, two channels allowed to go with Mr Dapples to examine the one in operation at the hotel selection of contractors to carry out the work. Thus, in 1886, the
per cent in 1895 to 30 per cent in 1913. Although the share value them to gather the information they needed for what little Schweizerhof in Lucerne. Approved.’ The two engineers had construction of the laundry was assigned to the firm run by Jules
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of 250 fr. had dropped to 190 fr. in 1882, by 1908 it was worth 500 technical activity there was at the time. Following the example no qualms about getting their own hands dirty, thus reducing Duvillard, a member of the Société Vaudoise des Ingénieurs et
fr. On that date the share capital increased from 1 to 1.5 million of Gustave Perdonnet, whose information services were praised installation costs. De Crousaz, an expert in lift technology, carried Architectes and a shareholder in the sio.
fr. The 2000 shares, with a face value of 250 fr., were sold at the at the time of his death, the directors visited the grand hotels of out all the studies necessary for the equipment of Beau-Rivage. As a general rule, collaboration with companies in the
price of 500 fr., which made it possible to finance a part of the the period and garnered information: ‘Having travelled a lot, he had Other contracts, executed simultaneously in two other hotels in region remained limited, however, either because they did not
construction of the Palace. Demand outstripped supply, as 2600 had plenty of occasion to see what was done in the major hotels of Europe the region, allowed him to obtain a substantial discount on the offer the necessary skills, or because they were considered to have
shares were subscribed. Despite the use of part of the profits to and the other continents. He therefore possessed a large quantity of useful bulk order of three lifts. The installation costs of the terrace were insufficient expertise. On several occasions companies in Lausanne
cover investments, the rapid amortisation of loans and the increase information, which he shared at every opportunity.’ The managers of similarly reduced: ‘We also owe it to the fact that one of our directors, and Geneva were rejected in favour of more prestigious Swiss or
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in share capital, the directors could not prevent a dramatic rise in the sio also turned to outside experts. Chairman of the École Mr Dapples, was kind enough to take care of the matter of heating, and foreign ones. Systematically, a company’s experience and renown
mortgage debt. Between 1881 and 1908, this rose from 600,000 Spéciale de Lausanne (thereafter epul then epfl) from 1865, was able to install it economically since he had established that the laundry were the decisive factor in the choice. The main consideration
to 2,250,000 fr. Financing the Palace was the main cause. Faithful Edouard Dapples was able to give Beau-Rivage the benefit of his boiler was enough to produce the necessary steam and that, consequently, was to be able to guard against breakdowns and accidents. As
to their duty, the private bankers of Lausanne provided all the social networks in the field of engineering. In fact it was one of it was not necessary to install a new steam generator. Mr Dapples carried far as heating was concerned, Beau-Rivage had a long-term
financing. These were the firms Morel-Marcel, Günther et Cie; his friends, William Fraisse, who installed the water conveyance out the studies and oversaw the work; we can congratulate him on having collaboration with the company Sulzer de Winterthour: ‘Messrs
Charles Bugnion; Bory, Marion et Cie; Tissot et Monneron; system. Experts were also consulted in Geneva and Zurich and succeeded perfectly, and we thank him for having kindly made his time de Crousaz and Dapples advised in favour of the firm of Sulzer, given
Charrière et Roguin; Georges Landis; and Chavannes et Cie. even in France. As the episode of the pressure regulators for the and his skills available.’ the great confidence that can be placed in them due to their previous work;
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The exponential growth in technical equipment costs, gas lighting demonstrates, however, this period was characterised Thanks to the skills and commitment of the two engineers, Ruef, a much more recent company, does not have as many completely
corresponding as it did to an economic phase that was a boon to by a lack of technical vision, with damaging consequences for recourse to outside expertise became less frequent, except in the successful jobs to its name. With Sulzer, we are more certain that the
tourist establishments, did not pose any financing problems. As the sound company management. For the first time, in May 1877, the very specialised field of electricity. The quality of the technicians work will be done perfectly and within the promised time of two and
administrators were able to rely on an extremely loyal hard core directors discussed an installer’s proposal promising savings of up to called into service was guaranteed by Dapples and de Crousaz’s a half months. The difference in price will make no difference to this
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of shareholders and Lausanne banking institutions, they managed 30 per cent on gas consumption. This conversion project came networks of contacts, both being members of the Société Vaudoise recommendation.’ 63
to meet the costs without too many difficulties. before the board five times, and each time it postponed its decision des Ingénieurs et Architectes. Furthermore the former taught It was the same for the Ateliers d’Œrlikon, which supplied
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in order to collect more information. It was not until September industrial physics at the École Spéciale de Lausanne from 1882, all the electrical equipment. As for the passenger and goods lifts, it
MOBILISING TECHNICAL EXPERTISE AND MANAGING 1880 that the innovation was finally adopted. In February 1881, it before taking on, between 1894 and 1898, the management of is interesting to note a change in the choice of model, originally
THE TECHNOLOGICAL RISK was noted that gas consumption had been reduced by half on the the establishment. French (Edoux in Paris) and Italian (Stiegler in Milan), to Swiss
Beau-Rivage’s modernisation and the construction of occasion of the last ball. The procrastinations resulting from a lack Despite the reticence of the more conservative directors, the manufacture (Schindler in Lucerne). Until the First World War,
the Palace required a great many skills. The development of an of technical knowledge had therefore had a negative effect on the two engineers’ modernisation strategy, backed by the manager however, the criterion of excellence remained more important
effectiveand reliable technical system involves a number of delicate gas bill for three years. Tschumi, quickly became adopted. Moreover, the two engineers than any regional or national preference. For example, in 1910, the

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