Switzerland remains the European leader in rail travel: Each inhabitant travels by train an average of 59 times per year, covering a total of 2277 kilometers.

This is reported by the information service for public transport LITRA, which annually Statistics of the International Union of Railways UIC evaluates.

Next in line are Luxembourg with 40 trips per capita, Denmark with 34, Austria with 29, the UK with 26 and Germany with 25. Sweden is far behind in last place - the average inhabitant only takes the train three times a year.

Japanese travel by train more often - but shorter distances

While Switzerland is second only to Japan in terms of frequency of use, it is the world champion in terms of distance traveled: The Japanese cover 2052 kilometers on their 72 trips per year, which is more than 200 fewer than the Swiss population. Austria comes in third (1361 kilometers), followed by France (1252 kilometers) and Denmark (1057 kilometers). The Swedes cover 633 kilometers on their three trips, while Spain brings up the rear with 12 trips per capita and 558 kilometers.

Number of trips and kilometers traveled by country

Pesticides are tested by the Swiss authorities for their health and environmental risks before they can be used in Switzerland. The aim of the approval is to regulate the use of pesticides in such a way that the environment and health are not endangered. A Study of the research institute Interface commissioned by the environmental associations BirdLife Switzerland, Greenpeace Switzerland, Pro Natura and WWF Switzerland points out deficiencies in the Swiss approval procedure.

The study compares the Swiss approval process with similar approval procedures (the approval of biocides) and the procedure in Germany and New Zealand. Based on the study, the environmental associations identify five relevant weaknesses:

1. Lack of transparency: The justifications for the rejection or approval of a pesticide are not publicly available.
2. Dual role of the Federal Office for Agriculture (FOAG): The FOAG is both the contact point for applicants (i.e. pesticide companies) and the deciding authority. The administrative approval procedure and the final decision should (as in the case of biocides or in pesticide approval in Germany) be carried out or made by independent bodies.
3. Too weak role of the Federal Office for the Environment (FOEN) in the process: The FOEN has hardly any authority to deny approval or restrict approval of pesticides.
4. The limited access to data from the EU area: Many findings from the EU are adopted, but Swiss authorities have only limited access to basic data available to the European authorities.
5. No cost-covering fees: Applicant pesticide companies pay only a vanishingly small share of the costs incurred by the general public for registration.

In June, the federal administration launched the consultation on the Action Plan for Risk Reduction and Sustainable Use of Plant Protection Products. "The consultation draft lacks proposals for improving the Swiss approval system. However, in order to reduce pesticide risks for humans and the environment, measures are also needed here," emphasizes Daniela Hoffman, agricultural expert at WWF Switzerland.

Associations demand more transparency

Except in the case of spectacular individual examples, such as the bee-endangering neonicotinoids or the probably carcinogenic glyphosate, the approval of pesticides takes place in the "quiet closet". These examples make it clear that the high complexity of the procedure and the restrictive information policy of the federal government cause mistrust and can contribute to uncertainty among the population.

With the study, the environmental associations want to create greater transparency and point out weaknesses in the system. The environmental associations call on the federal government to eliminate the aforementioned weaknesses in the authorization in order to adequately protect the environment and the health of the population from the harmful effects of pesticide use in Switzerland in the future.

Examples from the past show that the testing of chemicals has always had serious loopholes. For example, while the officially approved DDT was considered safe decades ago, we now know the fatal consequences of its widespread use back then. To prevent such missteps in the future, we need a thoroughly safe approval process.

The Environmental Crime and Occupational Safety Unit of the Bern Cantonal Police has completed its investigation into a bee death in Zäziwil in mid-May 2016. These investigations revealed that the improper application of a plant protection product had led to the death of several bee colonies. The suspected culprit was also identified in the course of the investigation.

The 37-year-old man was proven to have discharged the pesticide. He will have to answer to the courts for violations of the Environmental Protection Act, the Agriculture Act and the Chemicals Act.

After it was discovered in mid-May 2016 that several bee colonies had died in Zäziwil, a task force consisting of the Bee Health Service, the Plant Protection Unit, the Veterinary Service and the Bern Cantonal Police was convened in accordance with the cantonal concept for dealing with bee poisoning. After initial investigations by the authorities involved, the suspicion that the bee death had been caused by poisoning was confirmed. Subsequently, the case was handed over to the cantonal police of Bern for further investigation, which is now reporting the case to the public prosecutor's office.

(Bern Cantonal Police)

A total of 682,000 animals were used for animal experiments in 2015. This is 12.5% more than the year before.

In part, the increase is due to behavioral studies that have used large numbers of experimental animals. Examples include studies of large poultry flocks in relation to husbandry practices and feeding, or species conservation projects on the dispersal of amphibians. For example, about 23,000 tadpoles were bred under laboratory conditions as part of an amphibian project. The animals were then released at different locations and further observed. The aim was to identify the factors influencing the development of the amphibians under different environmental conditions.

However, the number of moderately (+14.7%) and severely (15.9%) stressful tests increased even more. This affects 143,000 and 14,000 animals, respectively, mainly mice and rats.

The animals are mainly used for basic research as well as for development and quality control. The number of animals used for experimental purposes in the field of medical diagnostics has halved compared to the previous year to 3600 animals. No animals were used for experiments in the field of cosmetics or tobacco products.

Legislation and approval of animal experiments

The Swiss Animal Protection Act also regulates animal experiments, among other things. For all interventions and actions on animals for experimental purposes, an application must be submitted to the cantonal authorities. In this application, the researchers must justify and prove that the benefits that society derives from the animal experiments outweigh the suffering of the laboratory animals (balancing of interests). Furthermore, it must be shown that no alternative methods are known for the proposed animal experiment and that the animals will be subjected to as little stress as possible. The applications are evaluated by a cantonal animal experimentation commission consisting of specialists and animal welfare activists. The Federal Food Safety and Veterinary Office (FSVO) has the overall supervision and at the same time also a right of appeal against the cantonal permits.

"Whenever it comes to dealing with conflicts of goals and interests, there can be no patent remedies," Axel Haunschild, Director of the Institute for Interdisciplinary Work Science, Hanover.

Has our society reached the limit of hours to be worked?

The hours actually worked are unevenly distributed today, ranging from about 35 hours for full-time employees to about 60 hours in industries where there are no collective agreements and many (then often unpaid) overtime hours are at least implicitly expected (see consulting firms, law firms, creative industries).

It is therefore not enough to focus on working hours. A reduction in working hours alone does not counteract states of exhaustion, for example, if the remaining working hours are characterized by rushing, work pressure or limited autonomy of action.

In summary: The limit of hours to be worked/workload is reached earlier for some workers than for others. Reducing working hours without considering the increasing intensity of work and accompanying demands falls short.

Profitability versus health. Is there really such a thing as a patent remedy for balance?

Whenever it comes to dealing with conflicts of goals and interests, there can be no patent remedies. Since the emergence of free-market companies (especially capitalist forms of production), the design of work has taken place in the field of tension between rationalization and humanization. Today, there are also companies that go beyond the legal requirements to promote the health interests of their employees.

Companies that have a serious interest in healthy working conditions should use participatory processes to gather and address the perceptions and experiences of their employees and be prepared to make structural changes to their working conditions. However, this often requires that short-term economic interests be put aside and is therefore increasingly difficult to implement in times of high economic pressure to succeed.

Will we need new work models in the future - in view of the rising burnout rates?

Work models must be based on ergonomic criteria for healthy and motivating work. Such work is manageable for an employee, takes into account individual differences in performance, allows for changes in demands and workloads, is associated with what is perceived as fair remuneration - makes sense, is valued, enables success, and ultimately also recognition and personal development. This requires social support.

What tips do you give to employees who feel they are at the limits of their workload?

Whether workloads also lead to individual stresses, for example exhaustion or even illness, always has individual influences as well. It is therefore helpful to reflect on one's own relationship to work and to think about one's own expectations, goals and work behavior. These can be, for example, the boundaries between work and other spheres of life, the ability to sometimes not meet the expectations of others, or the ability to recharge one's batteries every now and then. It also makes sense to identify strength-giving resources and strength-sapping activities and structures in one's own life.

However, how can fixed work structures, in which a busy worker moves, be aligned more individually?

It is therefore also very important to talk about the individual stress situation together with colleagues. A (guided) examination of ergonomic diagnoses of current developments and problems in the world of work can also help to understand one's own situation not as individual fate or even guilt, but as a collective problem shared with others. This is the first step towards exerting political, certainly entrepreneurial, influence on current working conditions.

Axel Haunschild will speak on the topic "Im Grenzbereich - At the Limit" at the Academia Engelberg Science Dialogue from October 12 to 14, 2016.

www.academia-engelberg.ch

European retailers face challenges in adapting their operations to the digital consumer. This is shown by new research findings in a study commissioned by UPS. This study, titled "UPS Pulse of the Omni-Channel Retailer," shows the importance of innovation to maintain a stable or growing market share in the retail market, which is becoming increasingly globalized, and dominated by those who sell across borders. "Consumers are exploring multiple sales channels - online as well as traditional - and using them depending on which one best meets their needs," said Carrie Royle, retail marketing manager, UPS Europe. "They also use social networks to compare and assess what retailers offer." UPS shipping solutions help retailers grow and increase satisfaction with online purchases.

Omni-channel challenge

Earlier this year, more than 700 logistics experts from European retailers shared their experiences as part of this study. Retailers in Europe have specific investment and restructuring plans to keep pace with leading retail competitors. Over 30% of the executives said they see major challenges in moving to omni-channel, such as the level of investment in IT, organizing logistics processes, understanding consumer behavior, and aligning management to omni-channel commerce.

Three core logistics areas

As retailers adapt their supply chain to those consumers who frequently shop online - also known as 'flex shoppers' - they should focus on three key areas: physical store locations, turning inventory woes into sales, and cross-border returns.

1. Making better use of branches: If European retailers want to remain competitive, they should note that customer visits to brick-and-mortar stores are declining while online purchases are growing. This trend means they need to go beyond the traditional purpose of a retail store and use it as part of their inventory and distribution network. Nearly one-third (27%) of European retailers already use stores as a service center for online purchases. UPS data also shows that 31% of retailers in Europe plan to use the store network or alternative pickup locations in the next 12 to 24 months to offer those customers who order online more convenience in picking up their ordered goods. "The study results confirm our experience with flex shoppers. Busy customers pick up their packages at one of our 24,000 UPS Access Point™ locations across Europe and North America when they have the time," Royle points to a related UPS service.
2. Turn inventory difficulties into sales: According to previous UPS consumer research, 41% of European consumers said they go to a competitor's website or app when a product they are looking for is in stock at the retailer they originally selected. 20% said they go to a competitor's retail store. Only 17% were willing to buy the product in advance and wait for the (re)order. The omni-channel research results show that online companies in particular are very responsive when they do not have products in stock; 68% of the internet retailers offer tracking and delivery to a preferred address as soon as the product is available. 59% track orders and proactively inform customers of product availability, while brick-and-mortar stores lag behind in this. Nearly half of retail stores (45%) simply suggest their customers wait without offering them an alternative.
3. Handling cross-border returns: It is widely recognized that returns handling is a key success factor for all retailers, including online retailers. Customer trust as well as brand integrity depend significantly on efficient returns handling. Retailers stated that their main challenges in this area are managing defective merchandise (64%) as well as performing quality checks on returned merchandise (50%). The study further shows that retailers need the support of third-party logistics providers. More than 60% of respondents say they use multiple third-party logistics partners to handle returns. More than 70% said logistics partners contributed to profitability. "Managing cross-border customer orders and returns can be challenging," Royle said. "UPS, for example, provides retailers with a variety of options for handling returns. Consumers can drop off their prepaid and pre-labeled return packages at any of the 15,000 UPS Access Point™ locations in Europe."

Source: UPS

The latest national consumer price index reports falling inflation: In Switzerland, shopping - for clothes and shoes, for example - became cheaper again last month, by 0.4 percent. While consumers are happy about this, companies have nothing to smile about, as the latest Global Pricing Study by the consulting firm Simon Kucher & Partners shows: Eight out of ten companies complain about increasing price pressure across all industries. A large proportion (49 percent) even see themselves in a price war. This is the result of a survey of around 2,200 managers from leading positions in companies from all sectors in more than 40 countries.

Margin declines further in 2016

The most important reason cited by respondents for the increased price pressure is the stronger competition from low-price suppliers and the greater bargaining power of customers. As a result, it is currently very difficult to improve profit margins. Only six out of ten companies in the study say they have increased their margins compared to the previous year. "The problem will continue to get worse, because wage increases are leading to cost increases of up to three percent in many industries," says Dr. Georg Tacke, CEO at Simon-Kucher & Partners, "which continues to eat away at profits." German companies, for example, are talking about a 0.7 percent decline in margins.

The most successful companies are also more professional in pricing

Against this background, most companies admit that they have invested too little in their price management to date. 87 percent of respondents see a significant need for improvement in price strategy, price control and the supporting tools. The 'best performers' in the Global Pricing Study, which include 13 percent of the companies, show that this is definitely worthwhile. By investing in their price management, they are in a much better position than their competitors. In terms of EBITDA margin, their profits are around a quarter (27 percent) higher than those of the 'rest'.Tacke comments: "Such figures do not come by chance. The best are more professional in almost all pricing areas. For example, they organize regular price increases as cross-functional projects. As a result, the price enforcement rate is 38 percent higher than for the 'rest'."

New products and better value communication to counter price pressure

The good news: According to the study, almost all companies - not just the best - have now recognized that they need to systematically defend themselves against increasing price pressure. Two-thirds of companies (66 percent) are focusing on new products to escape price pressure. For half of all respondents (50 percent), improved product value communication is the most appropriate option. "These are important first steps. But it will take three to five years of hard work to reach the level of the best," Tacke knows.

Seven immediate measures at the strategic level

As a consequence of the survey results, the study authors recommend seven strategic measures that executives and managers can apply to escape price pressure and increase profits: 

1. Priorities: Make price strategy and management your top priority: No price cuts without detailed review
2. Ambition: Set more ambitious price targets
3. Tailor-made price management: Develop specific pricing strategies instead of relying on standard solutions
4. Incentives: Price increases often entail sales risks and vice versa. Make sure that your incentive systems reward positive price development in addition to sales.
5. Employees & Organization: Invest in building a pricing department and pricing competencies, define roles and responsibilities in the pricing process
6. Leadership: Put pricing strategy decisions on the agenda of board meetings on a regular basis.
7. "Digital-ready: Check whether your pricing model is ready for the digital age

Source: Simon Kucher & Partner

The automotive importer AMAG is one of the largest training centers in Switzerland: The more than 700 apprentices represent around 13% of all the company's employees. It is therefore important to the mobility services provider that all apprentices receive a flawless start to their vocational training. Every year, therefore, new apprentices complete an introductory event - the AMAG Welcome Camp, which is designed to introduce them to the AMAG world and promote group dynamics and networking.

Learners from all over Switzerland in one place

On Thursday and Friday, August 4 and 5, the first nationwide AMAG Welcome Camp was held in the Umweltarena in Spreitenbach. A total of 204 AMAG apprentices took part; 152 apprentices from German-speaking Switzerland, 42 from French-speaking Switzerland and 10 from Ticino. As a major innovation this year, all new apprentices from the whole of Switzerland were invited to the same event. The AMAG Academy, AMAG's training institute, revised the Welcome Camp program and spread it over two days.

The management welcomes the apprentices

At the beginning of the introductory program, the young people were welcomed by the management. Bernhard Soltermann, Managing Director of AMAG Import and COO, Jost Eggenberger, Managing Director of AMAG Retail, Beatrice Angst, Head of HR Region, and Gerald Ziegler, Head of AMAG Academy, talked about AMAG's professional life and addressed the apprentices with motivational words. This was followed by a post run, in which playful AMAG topics such as the organization, corporate divisions, philosophy, personnel administration, etc. were introduced. A visit to AMAG's vehicle logistics center in Birrfeld, where numerous new vehicles were on display, rounded off the program.

Source: AMAG

Dale Carnegie, which claims to be the world's largest training organization, is active in over 90 countries and focuses on companies with an international orientation. Of course, the Dale Carnegie trainers must therefore know which characteristics and which behavior of managers are required where. The result: There are certainly differences between different regions, but there are also rules that apply universally. Göthert: "What Dale Carnegie, the communication and motivation trainer who died in 1955, taught is still helpful today and everywhere if you want to motivate employees and make them more satisfied."

14 countries and over 3,300 participants

The study is based on an online survey of more than 3,300 full-time employees over the age of 21 from companies of all sizes and from numerous industries. The questions asked respondents to choose between two leadership characteristics: Dale Carnegie's behavioral recommendations were contrasted with common and recognized leadership behavior, which is more instructional and task-oriented. In addition, the study identified the leadership characteristics that are most important to employees. It also asked to what extent managers possess these qualities, whether they act according to their own values and how sincere and reliable employees perceive them to be. Last but not least, the survey looked at respondents' satisfaction and any wishes they might have for a change of job.

Appreciation and praise essential

Göthert is impressed by how sustainable Dale Carnegie's insights apparently are. "They have indeed outlasted the times and even globalization has not touched their validity. Appreciation, praise and recognition are regarded by employees all over the world as essential for motivation and loyalty to the company. Satisfaction and the willingness to stay with the current employer grow with the honesty, trustworthiness and value commitment of superiors. Successful leaders create an environment in which employees feel safe, accepted and respected - and successful leaders admit their own mistakes.

"All of these points are incorporated into our trainings," Göthert emphasizes. In this respect, he says, the study confirms that Dale Carnegie Training's philosophy is correct. "What we are doing is implementing a global leadership culture in companies that operate internationally." That, he said, is a prerequisite for further growth. While it requires local adaptations in each country, he says, the basic tenets are applicable to every manager. Göthert: "Of course, this makes it easier for cross-border teams to work together. Efficiency increases. It's easier to keep all subsidiaries within the same target corridor."

Nevertheless: There are differences

And the cultural differences? As the study reveals, these are reflected above all in the significance of Dale Carnegie's individual recommendations. Each country has its own ranking, Göthert explains. In the U.S. and Canada, for example, praise for good results from managers is much more relevant than in the average of all countries. European employees are particularly motivated by verbal recognition and by managers who focus on their strengths and skills. In Asia, encouragement for further development is one of the most important points.

Source: Dale Carnegie Training

For 2015 and also for 2016, the Federal Council significantly reduced the quotas for service providers from EU/EFTA states and third countries, which Swico strongly criticized even then. The Federal Council did this primarily with a political argument based on the adoption of the mass immigration initiative. However, these quotas have nothing to do with immigration, as they are short stays for specialists who remain employed abroad and return there. They therefore neither enter the social system nor are they entitled to family reunification.

Quotas already allocated

Swico members have felt the effects since then. In each of the six quarters since the cut, the quotas have been used up about halfway through, leading to a "greyhound race" among companies as well as a high degree of uncertainty, for example, when bidding on international projects. If the crucial specialists (located abroad) remain unavailable when needed, Swiss development teams may face corresponding difficulties: As a result, all orders are shifted abroad, which not only deprives Switzerland of added value, but also endangers the jobs previously located in Switzerland in the medium term.

Brexit - and what next?

The increasing deterioration of economic conditions in Switzerland, in particular also due to the strength of the Swiss franc, the increasing unpredictability of political developments as well as the uncertain consequences of the "Brexit" vote: All this now requires swift action by the Federal Council and a return to appropriate quota figures. These should be set according to labor market criteria rather than political expediency, which would have a positive impact on the entire Swiss labor and apprenticeship market.

You can find the entire statement under this Link
http://www.swico.ch

The market survey was conducted in June 2016 in 281 organizations. The IT managers and responsible knowledge workers surveyed for the study indicated that modernization would have a significant impact on productivity (+38 percent), costs (-26 percent) and shadow IT (-22 percent). Unified Endpoint Management (UEM) solutions such as those offered by Matrix42 would play an important role here.

Simplification thanks to better strategy

After all, 45 percent of respondents see Matrix42 solutions as simplifying user support and access rights, and 41 percent as lowering costs, for example through tool consolidation.

According to the IDC study, an investment backlog has built up in IT workplaces in recent years due to other pressing issues, and companies are now increasingly looking to reduce this backlog. A forward-looking workplace strategy should help to increase employee productivity, cut costs and make the employer brand more attractive to technology-savvy young professionals.

Offices adapted to lifestyle

For 35 percent of respondents, the modernization of IT workplaces is the most important area for action in the next two years; only IT security was assigned more urgency (55 percent). Modernization is particularly strongly demanded by Generation Y young professionals, who want to see their "always on" lifestyle reflected in their work environment (46 percent).

"The way knowledge workers want to work today is fundamentally different than in the past and is also subject to constant change. A modern IT workplace holds enormous potential for productivity and savings. In order to leverage this potential, companies should now release the necessary investments that have been held back until now, otherwise they will be at a competitive disadvantage, especially with regard to the digital transformation," says Mark Alexander Schulte, Senior Consultant, IDC.

Today's business consumer wants access to corporate IT at any time and any place - with the best performance and availability. At the same time, IT must be relieved in view of the growing diversity of devices and operating systems," says Oliver Bendig, CTO Matrix42.

Avoid increasing fragmentation

45 percent of respondents each want to simplify user support and access rights through unified workspace management. This is closely followed by the expectation of lower costs, for example through tool consolidation (41 percent). Overall, the requirements for corresponding offerings are high. Matrix42, for example, offers a comprehensive unified endpoint management suite that also includes asset and license management. Another new feature for users here is that the solution is licensed per user, not per device as is common with other solutions.

In view of the results, IDC recommends pushing ahead with IT workplace modernization and not putting investments on hold. In doing so, managers should keep a close eye on the preferences of current and future employees, especially with regard to young professionals, who will make up the majority of employees in a few years' time. In addition, IT managers should focus more on expanding device- and location-independent applications and data and look into the possibilities of unified workspace management.

www.matrix42.com

In online retail, product photography is an investment that is absolutely necessary. Because on the one hand, images are important for differentiation from the competition, and on the other hand, an appealing presentation of the items can tip the balance for or against the purchase click. When shopping online, customers cannot experience the products haptically; they have to rely on their image. Shoppers appreciate it when they can see exactly what the product is about. The more accurate and better the photos are, the greater the customer's confidence in the store and in his or her purchase decision. If the retailer creates the images on his own, he can stand out from the competition. This is because many retailers often use the same product photos from manufacturers. But how do web stores get high-quality images? The Internet World trade fair provides an initial overview.

Light, light and again light

Poorly lit and illuminated products are a real conversion killer. This is because the quality of the images cause the customer to draw conclusions about the quality of the product or the store. It goes without saying that professionally produced product photos appear much more valuable.

Imaging from above, from below and in the surrounding area

It is even better if there are different photos: e.g. a neutral one on a white or gray background and another one where you can see the goods in the environment. In this way, for example, size ratios are easy to understand without the customer having to unpack the meter measure. This also makes the product more attractive!

Details matter

The store customer must be able to get an accurate picture of his desired product. Image accuracy and perspective play a major role here. Zoom levels should also be designed and carried out for each product. These include macro shots, close-ups, cropped shots and photos from the long shot. Only through this wide range of photos can the risk of returns be minimized and the customer will not experience disappointment when unpacking.

Product photography on your own

The retailer can produce the product photos on his own. Good SLR digital cameras are already available for less than 1000 francs. Including accessories such as flash units and photo editing software such as Photoshop, a small photo studio costs around 2000 francs. For professional post-processing, there are software solutions, some of which are already integrated into the store software. Another option is the purchase of an automatic photo studio. However, whether using your own photo studio is worthwhile is a matter of calculation and depends on the number of product photos the retailer needs.

Outsourcing product photography

Retailers who do not want to take photos themselves can, of course, outsource the entire process. There are now numerous service providers who specialize in the professional creation of product photos. Here, the price depends on the desired quality and the number of display forms.

Source: Internet World Fair