Online Cemetery

Building design
which he declared to be a permissible design element. Photo: Rosenkranz
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Andreas Rosenkranz, a master stonemason and stone sculptor from Cologne, has developed Germany’s first QR-code gravestones and believes that anyone who denies the digital mourning aspect of today’s cemeteries has failed to recognize the changes in society.

How much change do German cemeteries need, and how much courage and willingness to change should cemetery administrations demonstrate? Finding comprehensive answers to these questions seems difficult. But one thing is clear: the industry has been grappling with them for over a decade now. In other countries, even longer: “In Sweden, as early as 1999, a deceased person received a headstone with a URL engraved on it that led to a memorial website. And since 2008, there have been QR codes on headstones in Japan,” says Andreas Rosenkranz. At that time, widespread mobile internet access was still largely uncharted territory in Germany.

To the master stonemason, the news from Japan therefore seemed rather bizarre. Just three years later, his son asked for an iPod instead of a Nintendo. Rosenkranz examined it and found among the pre-installed apps: a QR reader. The news from Japan came back to him, and he was certain that very soon, many Germans would be carrying a cell phone in their pockets. So he heads into his workshop, begins sketching, and develops a sandblasting technique with which he engraves QR codes deep into the natural stone. The result is the prototype of the first German QR gravestone, which allows visitors to access more information about the deceased directly at the cemetery via their smartphones.

However, the design is more visually appealing than that of its Japanese counterparts. Rosenkranz believes the idea urgently needed an aesthetic overhaul: “To me, those plaques in Japan had a strange look—they resembled price tags. Added to that are the German cemetery regulations with their numerous restrictions, with which the QR gravestones had to comply.” The roughly 100 gravestones that Rosenkranz has since erected throughout Germany are therefore different: The QR code is skillfully carved directly into the STEIN in relief and integrated into the overall design of the gravestone. It’s far more beautiful than any sticker. In essence, it’s a counterpart to the traditional gravestone inscription.

“It was precisely in this capacity that the QR code was classified a year later by the German Association of Cities in a recommendation for action. They unexpectedly passed me on the right without signaling by equating the QR code with the gravestone inscription,” says Rosenkranz. As—to quote from the recommendation—“an independent or unifying design element that cemetery administrations cannot prohibit.” Since 2011, the master stonemason has been generating QR codes from a triple-domain that redirect to the respective pages set up by family members. “This gives us a short, concise code that, for example, can be partially covered—say, by a quarter—if it looks better design-wise, or remain readable even when weathered.”

The first gravestone Rosenkranz erected in 2012—featuring a cross-shaped QR code—was followed by other ideas, such as the QR stele, the QR base stone, and QR code inlays. They can be incorporated into existing gravestones. Rosenkranz not only wants to combine modern technology with memorial design, but—like many of his colleagues in the past—he has often faced a space constraint: “Anyone standing in front of one of those small urn graves can understand this: Where are you supposed to put the STEIN that provides personalized information about the deceased?” Rosenkranz is tired of the limited “business card” approach, especially in an age when there’s an infinite amount of space available in the virtual world. For relatives, the QR code also sometimes takes the pressure off of having to know exactly, shortly after a death, what the headstone should look like and what it should say about the deceased.

Read more in STEIN 5/2019.

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5 questions for Christoph Ingenhoven

Building design

Christoph Ingenhoven photographed by Jim Rakete.

For Christoph Ingenhoven, the consequences of the coronavirus pandemic mercilessly expose the failures of recent years. Nevertheless, he remains optimistic.

Too long supply chains, too much consumption, too little substance, too little solidarity, too little Europe, too much populism, too little work, too much life: for Christoph Ingenhoven, the consequences of the coronavirus pandemic mercilessly expose the failings of recent years. But he is far from losing his optimism as a result. We had a chat with him.


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Christoph Ingenhoven photographed by Jim Rakete.

Christoph Ingenhoven, how are you and your office experiencing these days?
As I was traveling in the Engadin and London, trips to Cannes and Riyadh were cancelled at short notice and I was unable to return to Switzerland, I finally ended up in Düsseldorf, where the majority of our extended family from London, New York and Munich had also arrived in the meantime. My partner stayed in London with her children and one of my daughters was unavoidably deployed in hospital, so it’s a good thing the houses are big enough for that… The office has 45 percent of employees working from home, 45 percent still in the office, 5 percent on sick leave and 5 percent on vacation. We are all trying very hard to do our work with video and telephone conferences, which we are doing well together.

So almost half of your employees are working from home. How quickly was that possible and: Is everything continuing as usual?
We managed the switch within a few days. Everyone can take their computer and screen with them. For everyone else, it’s a new situation, but you get used to it after a few days – especially with the right discipline when preparing for conference calls. This is not a permanent solution and in normal times it is not good for the team and the quality of our work, which thrives on thinking, drawing and talking together. For the moment, however, it secures our ability to act. It’s a good thing that the internationalization of our projects in many very different countries means that we have always been used to working virtually to some extent in different time zones.

What challenges are you and your team currently facing?
Meeting deadlines and commitments to our clients, keeping in touch with clients, prioritizing paid work over unpaid work, carefully pushing projects over the finish line in the final decision-making phase, realistically assessing how the year will continue, running stress tests, reducing costs, motivating employees, holding your nerve, keeping quality high, not losing your sense of humour, finding new orders for the time during and after the crisis, winning competitions …

“You’re all more grown up after the crisis.”

You also have offices in Sydney and Singapore. How is the situation there?
Singapore is continuing to operate relatively normally and, as a large proportion of our Australian projects in Sydney and Melbourne are currently being processed there in addition to the Singaporean projects, capacity utilization is also very good. The opening of our Toranomon Hills project in Tokyo has been postponed, although the project has been completed. A second high-rise there is under construction and will probably open for the postponed Olympics next year.

Architecture students are asking themselves how they should complete their assignments in a team despite the initial restrictions. What advice would you give them?
That shouldn’t be a problem for this generation, Face Time, Zoom, Microsoft Teams, Skype …, they can do it. The crisis is an opportunity, it mercilessly exposes our failings and shortcomings: too long supply chains, too much consumption, too much marketing, too little substance, too little vertical integration, too little solidarity, too little Europe, too much populism, too little work, too much life, the world is much nicer without emissions, fewer cars are not a mistake, childcare is difficult to replace, our small businesses are poorly financed.

Everyone tries to get rid of their problems first and foremost with the state, not only those who are really in need, but also those who have always taken all the profit out of the company in a timely manner for years. If we learn anything from this, it may have been very good and when we have the crisis behind us, you will all be much more grown up, stay alive!