For the best teams and most effective leaders, joy and fun are not a "nice-to-have", but a real productivity factor. They don't work successfully despite ease, but because of it.

Why so serious?

In many companies, the underlying tone is one of tension and seriousness. Meetings are strict, mistakes are dissected, problems are dealt with with a furrowed brow. The result? Pressure. Exhaustion. And even "work to rule".

Winning teams tick differently: they see challenges as a game, not a threat. They don't think: "How are we going to manage this?", but rather: "How can we solve this creatively?" This attitude creates a motivating environment - the basis for top performance.

Joy is contagious. Those who lead with energy and a smile automatically influence the mood of the entire team. This not only increases productivity, but also creativity and resilience.

Three concrete ways to bring more joy into everyday management life

1. Laugh at yourself: Many people have forgotten how to smile about their own mistakes. Yet this is a sign of emotional maturity. If you don't take yourself too seriously, you reduce pressure - for yourself and others. Here's a trick: Imagine your mishap happens to a good friend. Would you criticize him harshly or simply say: "No big deal!"? You can do exactly the same with yourself. Managers who act in this way promote a culture in which mistakes are allowed - and learning is encouraged.

2. Incorporate playful elements: Why is work often so serious when it could be so much more fun? Small competitions, challenges or an internal points system create dynamism and motivation.
   Examples:

• Who can come up with the most creative solution to the current problem?
• Who writes the shortest, most effective e-mail?
• Who will surprise you with the best "fun fact" in the meeting?

  It's not about competition, but about energy and fun in everyday life.

3. Fun do not separate - but integrate them: Too many companies separate work from fun. But real joy is not created by events, but in everyday life - through spontaneous rituals, humor in meetings, celebrating small successes together. Joy should not be an "extra", but an integral part of daily collaboration. Because the best teams combine discipline and lightness.

Conclusion: Fun as a conscious management strategy

Success requires focus, structure and clarity - but all of this works better with fun. Therefore: make fun a conscious management strategy. Laugh at yourself. Encourage playful elements. Integrate lightness into your everyday life. Because cultivating joy not only improves performance - it also turns a good team into a winning team.

 

To the author:
Volkmar Völzke is a success maximizer. Book author. Consultant. Coach. Speaker. www.volkmarvoelzke.ch

Coaching is not a luxury, but a crucial skill for the future: the importance of professional support and advice was the focus of the second edition of the Swiss Coaching Day. More than 200 experts from the fields of coaching, mentoring, HR and leadership met at this event in the Champions Lounge of the Wankdorf Stadium in Bern to discuss change processes, new working environments and key skills for transformation.

Promoting leadership based on empowerment

The role of coaches and the future of work was highlighted by keynote speaker Prof. Dr. Carsten C. Schermuly, who emphasized the importance of psychological empowerment. It is based on three dimensions: Self-determination, meaning, competence and influence. This
According to the renowned German business psychologist and author, the goal of New Work must be to promote empowerment. He recommends that coaches promote and measure the experience of empowerment in themselves, in consulting and in entire teams. And the leadership that
based on empowerment.

Accompanying change processes

Nathalie Hauenstein, who addressed the generational change in the family business, also spoke in favor of coaching-oriented management. "The future needs origin," explained the Managing Director of the hotel division of the family group of the same name from the Bernese Oberland. It is not necessary to change everything because you have a different opinion. One in three SMEs cannot find a suitable successor, according to Hauenstein, who supports change processes both within the group and externally as a company mentor. She explicitly advises bringing in external advice. "We need advisors and coaches here."

Specialization necessary

Zehra Sirin, who works as a board member and agile coach at various levels, shared her experience of coaching as a management tool in mergers. "Coaching must not be an exception because it is a trend," she appealed. "It must be an integral part of every company today." Nonetheless, coaching is not an end in itself; it is help for self-help for successful leadership, transformation and corporate management. At the same time, she also clearly advocated specialization. Professionals in conflict management and culture are in demand.

Popular congress for the coaching industry and partners

The Swiss Coaching Day was once again organized by the Swiss Coaching Association (SCA) and, in addition to in-depth knowledge, also offered space for encounters - for example on the marketplace or during the concluding discussion over drinks. Workshops on resilience, intervision
and personal development rounded off the day.

"With the Swiss Coaching Day, we have established a format that radiates beyond our association. The openness, curiosity and sense of belonging that can be felt here show that coaching has arrived at the heart of society," said outgoing President Adrian Hässig in his farewell speech. In his place, Nadia Abdelli will lead the association with its 500 members into the future. Adrian Hässig's commitment has sharpened the SCA's profile and strengthened partnerships with educational institutions and companies. His vision of a multi-day event lives on - under new leadership.

www.swisscoachingday.ch

Every year, the Funk Global Risk Consensus summarizes the most important findings of leading risk studies and provides a comprehensive overview of the most pressing challenges for companies. The latest edition does not yet include the current global trade conflict because it has only recently emerged and is therefore not yet included in the underlying study results, which are based on surveys and assessments from the previous year. The Funk Global Risk Consensus is published by the Funk Group, a consultancy firm for risk, pension and insurance management. 

Rank 1: Cyber risks

Cyber risks will continue to be the number one corporate risk in 2025. The increasing cyber risks no longer only affect large corporations, but also medium-sized companies, public authorities and private individuals. The increased use of artificial intelligence and deepfake technologies is making cyber attacks more sophisticated and harder to detect. In particular, ransomware attacks with double extortion, in which stolen data is published, pose a growing threat. Critical infrastructures such as hospitals, water suppliers and energy networks are increasingly being targeted by state-backed cyber groups. States such as Russia, China and North Korea are increasingly using digital attacks and computer-based sabotage as an instrument of geopolitical conflict. In light of these developments, regulatory requirements such as the EU NIS2 Directive are tightening the demands on companies. To meet these challenges, robust security strategies, zero-trust architectures, regular employee training and emergency plans are essential.

Rank 2: Inflation

Although global inflation has eased, it remains a key economic challenge. In 2025, high wage costs, geopolitical uncertainties and volatile monetary policy will continue to influence inflation. Despite substantial interest rate hikes by central banks, inflation will remain high, particularly for food, energy and services. Geopolitical tensions, such as the ongoing war in Ukraine and the conflict in the Middle East, are putting pressure on global supply chains and continuing to drive up commodity prices. Companies are faced with rising production costs and pressure to adapt due to new environmental and ESG requirements. The development of monetary policy remains unclear, as further interest rate cuts could entail risks for inflation.

Rank 3: Interstate conflicts and armed conflicts

Increasing geopolitical tensions and military conflicts, including the war in Ukraine, the situation in the Middle East and tensions between China and Taiwan, are affecting the global economy and supply chains. Sanctions, export bans and attacks on infrastructure are making energy and raw materials more expensive, increasing inflation and uncertainty. Rising defense spending is straining budgets, while hybrid warfare is creating new risks through cyberattacks and disinformation. Companies need to protect themselves through diversified supply chains and forward-looking strategies, as political changes can also lead to economic isolation, trade conflicts and market barriers.

Rank 4: Extreme weather events

Extreme weather events are increasing in frequency and intensity worldwide, causing massive economic and social damage. Record temperatures, droughts and floods are increasingly affecting regions that were previously hardly affected, impacting agriculture, infrastructure and supply systems. Notable disasters included hurricanes Beryl, Helene and Milton in and flooding in Central Europe. Prolonged rainfall last September/October (particularly affecting Germany, Austria, Switzerland and Spain) led to flooding and numerous deaths. Companies are facing increasing risks due to production losses, falling labor productivity and stricter climate protection requirements, which increase costs. Resilient supply chains, sustainable production methods and comprehensive disaster preparedness are essential to minimize climate-related risks.

Rank 5: Changing regulations

Since 2022, changing regulations have once again been among the top 5 corporate risks and present companies with growing challenges. These include, in particular, new environmental and data protection directives in Europe. For example, the EU Supply Chain Directive (CSRD) and the Deforestation Regulation (EUDR) require stricter monitoring of suppliers, as violations can result in severe penalties. Small and medium-sized companies in particular are facing growing challenges here, as they are forced to build up additional resources or staff units that large companies already have at their disposal. At the same time, regulatory uncertainties in the USA and additional trade barriers are increasing costs and delays. Companies must respond to the constantly changing framework conditions with flexible compliance strategies, active monitoring and industry solutions.

Source and further information: Radio group

The economic environment is currently quite unstable: "With macroeconomic uncertainty, rising capital costs and a weaker growth forecast, companies remain concerned about the global economic situation and are reluctant to invest. The reshaping of trade relations and uncertainty over tariffs have contributed to over 90 percent of the economies surveyed recording a decline in their financial confidence index," says Marianne Bregenzer, Country Lead at Dun & Bradstreet Switzerland. In this environment, however, Switzerland is comparatively stable. The Business Confidence Index is close to the global average. The Global Business Financial Confidence Index has fallen by 8 percent. The ESG index also fell slightly by 5 percent.

Swiss companies are comparatively resilient

In an international comparison, the decline in the business climate in Switzerland is less pronounced. While many advanced economies recorded sharp declines, Switzerland's index value is close to the global average. In the Global Business Financial Confidence Index, Switzerland reported a decline of 8 percent - a moderate figure in view of a global average of minus 9 percent and in some cases significantly greater losses in other countries.

Supply chains: Switzerland remains at a comparable level despite global challenges

The Global Supply Chain Continuity Index recovered only slightly worldwide in the second quarter (+1%). In the USA, optimism regarding supply chain continuity fell significantly by 8%. Other European countries such as Norway (-17%) and the United Kingdom (-24%) also recorded sharp declines. With a slight drop of 1%, Switzerland is in a much better position in an international comparison, showing that the situation in this country has at least stabilized at pre-crisis levels.

ESG: Swiss companies stick to their sustainability goals

Commitment to environmental, social and governance issues is declining worldwide - particularly among large and medium-sized companies. The Global Business ESG Index fell by 3% in the first quarter of 2025. In Switzerland, the decline was 5 percent. Nevertheless, it is clear that smaller companies in particular are consistently continuing their commitment to environmental initiatives, which means that the ESG level in Switzerland remains largely constant compared to many other countries.

Source: Dun & Bradstreet

Green is celebrating its 30th anniversary this year and an impressive development: the Internet provider from the very beginning has become a nationwide provider of broadband Internet and hosting services for private and public customers. Company has become. With its four locations, the company is now one of the leading data center providers in Switzerland and plays a central role in the country's digital infrastructure.

Three decades of innovation and growth

Since its foundation, Green has recognized new technologies early on and consistently translated them into solutions for a networked, secure digital future. The internet and hosting business has been continuously expanded through organic growth and targeted acquisitions.

The history of green.ch begins in 1995, when the Swiss Farmers' Union began offering the first Internet access (at local rates) under agri.ch. In 1998, agri.ch became an independent public limited company and was renamed green.ch in 2001 following a change of ownership. In 2008, the company was taken over by Solution 25 AG, based in Central Switzerland, merged with its subsidiary TIC the Internet Company and continued under the name green.ch. In 2002, green.ch entered the forward-looking data center business, which it has been running under Green Datacenter AG since 2010. In 2016, Green becomes fully part of the Luxembourg-based telecoms group Altice, which had already been a shareholder since 2008. Green was subsequently acquired by InfraVia Capital Partners, an investment company specializing in the European infrastructure sector, in February 2018. Since 2021, green.ch AG and Green Datacenter AG have been operating together under the new Green brand.

Further strategic milestones

Green tripled its data center capacity between 2019 and 2024. With the opening of the first high-performance data center for cloud providers (hyperscalers) in Switzerland in 2019 and the subsequent planning of a new campus in Dielsdorf, the company expanded its leading position. The Metro Campus Zurich is a major project with three high-performance data centers and office buildings. The first data center was put into operation at the beginning of 2023, and the start of construction of two further data centers on the campus was announced in autumn 2023.

The recently announced partnership with Salt marked a milestone, as a result of which Green now has unique fiber network coverage. The company offers access to the networks of Swisscom, Salt and over 80 local providers. "We have established a customer- and market-oriented offering with a focus on service quality and customer satisfaction," says CEO Roger Süess. Under the anniversary motto "30 years happy with Green", the company is thanking new and existing customers with promotions and competitions.

Data centers as the foundation of the digital future

The potential of data centers was recognized early on: The first data center spaces were set up as early as 2002. Today, the company operates six high-performance data centers and is the only provider in Switzerland with the internationally recognized M&O Stamp of Approval from the Uptime Institute - the leading standard for the operation and management of mission-critical data centers. "Data centers are the backbone of digitalization: for companies, the economy and society," says Franz Grüter, Chairman of the Board of Directors of Green. The expansion continues: two new data centers are currently being built in Dielsdorf and another in Lupfig. "We are creating the infrastructure on which digital Switzerland can grow," explains Roger Süess, adding: "Digitalization is here to stay - and it requires an infrastructure that is efficient, sustainable and secure."

Source and further information

(The article was updated on April 25, 2025)

Bechtle Switzerland moves into new, modern office space in Basel's Grosspeter Tower. The IT service provider, which specializes in SMEs, large companies and the public sector, is creating an attractive working environment and space for future growth on an entire floor. By merging the previous locations in Basel and Pratteln, the company intends to expand its presence in one of Switzerland's most important economic regions. Moving closer to national and international customers - including both innovative SMEs and leading global corporations - is also part of this strategy.

Modern workplaces for sustainable customer solutions

The new location offers flexible workplace concepts, modern meeting rooms and versatile meeting zones to meet the different requirements of employees and enable creative, interdisciplinary exchange and teamwork. The IT company thus creates ideal conditions for developing future-proof, innovative concepts and solutions for customers in Switzerland. In addition, the central location, excellent transport links and high-quality catering offer added value for employees, customers, partners and suppliers. The new location in the Grosspeter Tower, which opened in 2017, replaces the two offices in Pratteln and Basel, where Bechtle had been based since 2008 and 2015 respectively. With the move, Bechtle in Switzerland is also making a contribution to the implementation of the Group-wide Sustainability Strategy 2030, with which the company combines clear measures such as the reduction of CO₂ emissions and energy consumption. In the Grosspeter Tower, state-of-the-art building technology such as a photovoltaic façade, which produces around 260,000 kilowatt hours of electricity per year, and a geothermal probe field, which enables the efficient use of heating and cooling, contribute to this. "Our new site in Basel combines innovative strength, teamwork and customer proximity. A working environment is being created here in which we are shaping the digital future together with our customers and partners. At the same time, we are investing in an environment that inspires and motivates our employees," says Christian Speck, Vice President, Bechtle Switzerland.

Multichannel strategy

Bechtle started the company's international expansion in Switzerland in 1996. With the nationwide IT providers Bechtle direct and Bechtle Schweiz AG in the German-speaking parts of the country and Bechtle Suisse SA in the French-speaking parts, Bechtle pursues a consistent multichannel strategy in Switzerland. The aim is to optimally serve customers across all channels with IT infrastructure and comprehensive digital solutions. Furthermore, the Group is currently active in the Swiss market with the ERP and CRM specialist Aproda AG and the subsidiaries Solid Solutions AG and SGSolution AG, which specialize in PLM solutions. Bechtle employs around 1,100 people at 14 locations in Switzerland and generated revenue of over 543 million euros in the 2024 financial year.

Source and further information: Bechtle Switzerland AG

Swissmechanic has launched a survey of its member companies after the US government announced a 90-day lifting of tariffs down to a general level of 10 percent (except for China, Canada and Mexico). The results are clear: 95% of the SME-MEMs surveyed are not planning to relocate production to the USA despite the threat of a tariff hammer. Only 5 percent are considering such a move, which corresponds to around 65 companies in the member base of 1,350 SMEs.

Indirectly affected by the US customs hammer

50 percent of Swissmechanic member companies export directly to the USA, but to the tune of 1 to 25 percent of their total volume, depending on the company. For half of the SME-MEMs surveyed, the USA is not a direct market in this sense, and for the other half, the significance ranges from marginal to relevant and does not exceed a quarter of their own turnover.

SMEs in the MEM industries are indirectly affected by US tariffs, particularly as suppliers. For them, relocating production to the USA would be complex, as they do not primarily export directly to the USA.

Swissmechanic President takes a critical view of production relocation

Nicola Roberto Tettamanti, President of Swissmechanic and CEO of Tecnopinz SA, emphasizes: "As an SME association, we see the relocation of production to the USA as a loss of know-how and quality for Switzerland as a business location. Competent specialists are the backbone of our SME-MEM, and we are proud of the quality of our products and the importance of "Swiss Made"."

Swissmechanic sees the billion-euro investments in the USA announced by major Swiss companies as an important negotiating tool. Nicola Tettamanti: "It is understandable and right that the Swiss economy continues to confirm its strength as an important investor in the USA, especially in this complex negotiation phase. However, we hope that Swiss value creation will not suffer as a result and that manufacturing capacities will be maintained.

Source: Swissmechanic

Recent research shows that job seekers are applying en masse: 38 % send out more than 20 applications per week, often with the help of AI tools. As a result, they spend less time on each individual application, write impersonal cover letters and no longer remember exactly where and for which job they applied. 

How can you as an organization prevent candidate ghosting? 

• Keep the application process simple and straightforward: 58 % of applicants abandon a long or cumbersome recruitment process. Provide a clear job advertisement with specific expectations, a short and efficient application form and keep the number of interviews to a minimum. 
• Communicate quickly and transparently: Let applicants know when they can expect a response, what the next steps are and who their contact person is. A quick follow-up creates trust and increases commitment. 
• Make it personal: Job applicants often receive standard messages or no response at all. A personal update or a brief explanation in response to a rejection makes a big difference. It shows respect and strengthens your image as an employer.
• Test motivation with specific questions: During the interview, you can find out how serious an applicant is by asking the right questions. So ask questions such as: "What excites you most about our company, apart from the job content?", "What could your current employer do to make you stay anyway?", "When would you regret this step?" Applicants who can answer these questions well are generally more serious and less likely to drop out. 

Conclusion: Making the difference in communication and speed

It is difficult to avoid ghosting completely. But with a simple, transparent and humane application process, you can significantly reduce the chances. In a tight labor market full of choices for applicants, you gain their trust by making the difference in communication and speed. 

Source: Robert Walters

From the countryside to the city - according to Statista, around 85 percent of the Swiss population already live in cities[1]and the trend is rising slightly. If more people arrive or their needs change, additional space quickly becomes necessary: Housing, commercial space, public or cultural and leisure buildings. However, this rapid growth presents cities with major challenges and often comes at the expense of infrastructure. Building new roads and bridges, developing the sewage system and laying data lines, for example, is difficult to accomplish under time pressure.

Constructing buildings in the traditional way also usually does not meet the required speed due to its sequential approach: long planning phases, environmental preparations, construction of foundations and basements take a lot of time before walls are finally raised, rooms are developed and made ready for occupancy. In addition, traditional construction methods do not meet the flexibility required in the context of growth. This is because the need for additional office or commercial space, for example, can change or even disappear over the course of the building's life cycle. If the building complex is then built conventionally, the excess capacity remains empty and cannot be demolished or can only be demolished at great expense.

Flexible use according to space requirements

However, the situation is different with a modular design: It is flexible, can react to changing requirements and can be implemented quickly. This is because it relies on individual prefabricated polyvalent or steel modules, for example, which are combined in a modular system to form the entire building structure. Each module corresponds to a planning unit that can have a ceiling, walls, windows, floors, doors and installations. How the module is prefabricated is decided by the client at the start of the construction project, depending on the purpose - bathroom, kitchen, office, living room, etc. How the individual room units are arranged to form a building is also determined in advance by the planner and then realized in the factory. In this way, a house is created within a very short time, which can be added to or taken apart and reduced in size again during the course of the building's life cycle, depending on the space required. It is also very easy to remove entire layers or floors. It is also possible to relocate the modules by separating them from each other, transporting them to the new location and reassembling them there. 

Speed ensures rapid feasibility

However, it is not only the flexibility of the construction method that makes it suitable for the rapid urban growth, but also the immense time savings in the realization of construction and dismantling. As the modules are delivered prefabricated from the factory, delivery and assembly usually take place within a few days. Long planning periods can be dispensed with and work takes place in parallel. Whereas in a traditional construction method, planning takes place first and then one trade follows the next on the construction site, in the factory, for example, work on the foundations of the individual modules can be carried out in parallel with the design of the room program; structural issues are eliminated - as the system is structurally coordinated. In addition, modular construction eliminates the need to search for different trades or wait for individual trades - well-established resources already take care of this during production:

As there is also a shortage of skilled workers in the construction industry, it has sometimes become difficult for builders to order all trades to the construction site at the right time, which often leads to delays. The problem of having to synchronize these trades with each other on the construction site does not arise with modular construction: All tradesmen involved in the construction of the modules are directly available in the factory. There are also far fewer interface or communication problems, as the workers are familiar with each other and are used to working hand in hand.

Ground screws provide a fast, flexible and sustainable basis for modular construction

Another important factor for the high implementation speed of modular room systems is the foundation. In principle, the foundations are laid in parallel with the module production, thus generating synergies in the construction process. In particular, screw foundations are an innovative solution that are characterized by the fact that they can be installed without extensive earthworks compared to traditional concrete foundations. This enables immediate load-bearing capacity and shortens the construction time, as there is no curing time for concrete foundations. Energy-intensive concrete production is therefore not necessary, which reduces the consumption of resources. In addition, screw foundations can be removed without leaving any residue or reused at another location as required.

As there is no need for time-consuming foundation work and the modules are placed directly on the prepared screw foundations, building owners also benefit from significant cost savings. The screw foundations in particular therefore prove to be an economic and sustainability driver.

More ecological and economical than conventional construction methods

In addition to speed, modular room systems also score points for their CO₂-balance sheet. In general, it can be said that modular construction enables material savings of 30 to 60 percent compared to conventional construction methods. This is because using less material also means a reduction in CO₂-emissions. Another example of this is the use of concrete: worldwide, concrete construction is one of the biggest CO₂-producers, since the chemical combination of water and cement produces CO₂ is released. As significantly less concrete is used to manufacture the modules, this improves the CO₂-balance of modular construction compared to traditional buildings to a considerable extent.

Furthermore, the CO₂-footprint alone thanks to the modular design principle. As modules can be used variably and can be dismantled or rebuilt as required, finished rooms are often ready for use again after one use. This means that rooms produced once can be used several times, so that no new rooms need to be built. This also has a positive effect on the CO₂-reduction compared to a classic design. In addition, modules that can no longer be used are largely recyclable: Steel, mineral wool and glass, for example, are materials that can be melted down and reused after use.

Resource-conserving production, multiple use and recyclability show that modular room systems are fully in line with a sustainable circular economy. The aim is to use the resources required and the products produced as ecologically and economically as possible. At the same time, this creates efficiency effects: The production costs of modular construction are 35 to 40 percent lower per square meter than wood or concrete construction, for example. This means that modular construction is not only more ecologically sustainable, but also more economical.

Best practice for the Circular economy

For leading suppliers of modular room systems such as Condecta in particular, sustainability is therefore turning from a buzzword into a lived practice. The use of resource-saving solutions, reusability and recyclability as well as the environmental efficiency of the modules must take center stage in the face of climatic challenges. To this end, the modular buildings are designed in such a way that they fulfill key aspects of the circular economy, for example by using durable materials in particular to reduce the environmental impact.

Providers such as Condecta also minimize the ecological footprint during the construction process itself: production in a controlled industrial environment generates less waste than on traditional construction sites, and the need for energy-intensive materials is drastically reduced. This actively contributes to promoting sustainable building concepts and helping to shape the transition to resource-saving, climate-friendly construction methods.

Modular construction: Particularly attractive for cities

As temporary solutions, modular space systems are particularly attractive for cities. For example, schools or public buildings often need to be renovated or derelict areas used for a certain period of time until a long-term solution using conventional construction methods has been completed. Modular buildings are a suitable alternative for this temporary transitional period, as the modules can be constructed both horizontally and vertically. They also offer a wide range of possible uses, for example as a classroom, office, store or canteen or as premises in a social facility, meaning that modular construction can cover the required areas of application depending on the case. If additional space is required at a later date, this can be done with minimal disruption to traffic and minimal additional effort - a crane can add up to ten modules in half a day, for example.   

Conclusion

Modular space systems are the ideal solution for growing cities: they are flexible in every respect - in their use, their temporary use, their adaptation to space requirements and even in the event of a change of location. They can be realized more quickly and, thanks to their circular economy approach, are more ecologically and economically sustainable than conventional construction methods. Especially in cities where space is limited, vertical modular construction is an attractive solution - and it can be adapted to changing space requirements at any time.  

[1]    https://de.statista.com/statistik/daten/studie/216770/umfrage/urbanisierung-in-der-schweiz/

 

Author: Vicente Raurich is Head of Project Business at Condecta AG. The company is a leading provider of innovative solutions in the areas of modular room systems, construction logistics and event infrastructure. www.condecta.ch

Very few companies survive today without professional marketing. In competitive markets, it is not enough to offer a good product or a convincing service if nobody knows it exists. For many companies, the path inevitably leads to an online marketing agency. A new study shows that for many, working with these external players did not deliver the results they had hoped for. "A full 70 percent of the companies surveyed have worked with an agency in the last two years, but only just under 39 percent are very satisfied with the results," explains Bastian Sens, Managing Director of Sensational Marketing GmbH and client of the aforementioned study. The main points of criticism: High costs, slow implementation and a lack of industry knowledge. External services are often too expensive and inefficient, especially for medium-sized companies. "Many companies pay high sums for external agencies, but do not receive the expected performance," says Sens.

Costs as a decisive factor

A key finding of the study is that companies spend between 2,000 and 4,000 euros per month on agency services without an advertising budget. The same amount could also be used for an internal specialist who deals exclusively with the company's specific requirements. "An in-house marketing employee knows the company's DNA and can act in a much more targeted manner than an external agency that first has to familiarize itself with the company," explains Sens. "This saves companies a lot of time and effort, especially in complex sectors that require explanation." Only 21% of companies still rate the cost-benefit ratio of agency services as very good - probably also for this reason. However, slightly more than half say they are satisfied (see chart below). Almost 95 percent of all respondents state that they would prefer an internal solution should this prove to be a feasible alternative.

In-house marketing as a strategy for the future

But how can the results of the study be put into practice? "We are experiencing a paradigm shift. Companies are realizing that they can successfully manage their marketing themselves with the right know-how and the right tools," explains the Managing Director of Sensational Marketing GmbH. Especially in industries with complex products and services, it is essential to have marketing in your own hands. "The results provide a clear recommendation for action," summarizes Sens. Those who are prepared to invest in internal structures can free themselves from costly agency dependencies and strengthen their control over their own brand communication." But external input can also help here: By working with educational organizations that offer targeted training and further education on successful marketing, the necessary knowledge can be imparted and help for self-help can be provided instead of creating the classic relationship of dependency on the agency.

Source: https://sensational.marketing/

The provider of HR and payroll solutions SD Worx regularly conducts comprehensive surveys. The current analysis of the "HR & Payroll Pulse" is based on a survey conducted in February 2025 in 16 European countries: Belgium, Germany, Finland, France, Great Britain, Ireland, Italy, Croatia, the Netherlands, Norway, Poland, Romania, Sweden, Serbia, Slovenia and Spain. A total of 5,625 employers and 16,000 employees took part. The results provide a representative picture of the labor market in the respective countries.

The latest results show: Employee wellbeing remains the top HR issue in Europe. This is closely followed by employee retention (25 percent) and recruiting new talent (24 percent). Other key topics are employee experience and employee engagement (23% each) as well as remuneration and benefits (22%).

Employee well-being remains key - but is losing priority

The five biggest challenges facing European employers in the area of HR management have hardly changed in 2025 compared to the previous year. Nevertheless, employers appear to view these challenges as less serious overall: While 37% of employers still considered employee wellbeing to be a key challenge in 2024, this figure is down to 28% in 2025 - although in Croatia, Norway and Slovenia, this issue is still considered a key challenge among employers.

Employee retention follows at 25% (2024: 33%), followed by the recruitment of new talent at 24% (2024: 34%) - this remains a major challenge, particularly in Belgium, France and the Netherlands. The relevance of employee experience and employee engagement is also decreasing slightly, at 23% in 2025 (2024: 27%). A new addition to the top 5 is "remuneration and benefits", which at 22% (2024: 21%) displaces training and retraining for the first time, making it the only top 5 challenge to rise slightly from 21% (2024) to 22% (2025). In Germany, the distribution of the European top 5 is slightly different: Employee retention is in first place with 32 percent, followed by flexible working models with 28 percent. In third place is "remuneration and social benefits" (26%). Employee well-being (22 percent) and recruitment (21 percent) occupy fourth and fifth place.

While some topics are losing priority, other HR challenges are becoming more of a focus and are each increasing by 3 percentage points compared to the previous year: in 2025, 17% of employers see compliance with labour law requirements as a central and challenging task, followed by payroll optimization (14%). Career management and internal mobility also increase from 11 to 13 percent compared to the previous year.

Mental stress is increasing - especially among younger people

The emotional, physical and social well-being of employees - summarized under the term mental health - poses challenges for many companies and organizations. 39% of employers consider it a major challenge - an impression that is also shared by employees: 34% of employees surveyed in Germany do not feel healthy or fit at work, and a full 60% of German respondents consider their work to be mentally stressful or demanding. Stress levels also increase with age: while 46% of under 25-year-olds consider them to be high, the figure is already 57% for over 25-year-olds.

Not without consequences: Almost one in five employees (18 percent) was absent from work last year due to mental problems - a quarter of those under 35, 18 percent of 35 to 49-year-olds and 11 percent of 50 to 64-year-olds.

Talent shortage remains an acute problem

Despite the high relevance of employee retention, many employees are loyal: only 13% are actively looking for a new employer, while a further 13% are looking to move within their own company. Nevertheless, both employers and employees are feeling the increasing shortage of skilled workers: 44% of employees report a shortage of staff in their team and 45% expect this to worsen in the coming years. Among employers, the figures are as high as 46% and 53% respectively.

Internal mobility is seen as key to the future viability of companies. "Internal mobility enables companies to retain and develop talent in a tight labor market," says Jan Laurijssen, HR Ambassador at SD Worx. "Over ten percent of employees are actively looking for a new position within their company - an opportunity for both sides to create long-term and sustainable career prospects. Through targeted career advice and training, companies can promote a growth-oriented culture - and thus strengthen both their agility and their attractiveness in a changing world of work."

Source and further information: SD Worx

From Vienna via Hamburg to Switzerland: Dr. Kristina Kraxner took over the position of General Manager at GABA Schweiz AG in Therwil on April 1, 2025 and will be responsible for the strategic direction and market development in Switzerland. "I am looking forward to providing new impetus in this dynamic market and shaping the next growth steps with my dedicated team," commented Dr. Kristina Kraxner on her new challenge.

Kristina Kraxner succeeds Markus Reinhard, who is taking on a new role within the Colgate-Palmolive Group Switzerland as Pension Fund Manager. In her role, Dr. Kraxner will report directly to Jean-Christian Heinzelmann, General Manager Central Europe West Hub of Colgate-Palmolive.

Before moving to Switzerland, Dr. Kristina Kraxner successfully managed the business of CP GABA GmbH in Austria for almost four years and consolidated a cornerstone for accelerating growth in the oral care sector with the reorganization of the "Professional Oral Care" division. Most recently, she was Home Care/Personal Care Director for the Colgate-Palmolive Group in Germany, Austria and Switzerland, based in Hamburg.

Dr. Kristina Kraxner has been with the Colgate-Palmolive Group since 2009 and has gained extensive experience in various management positions in marketing and sales. She earned her doctorate in social and economic sciences at the Vienna University of Economics and Business.

Source: GABA Schweiz AG, www.colgate.ch