A recent analysis of data from the management consultancy Mercer shows that the adjusted gap in basic pay between women and men in Switzerland fell from 1.5 percent to 0.85 percent (-76 percent) between 2019 and 2020. The adjusted gap takes into account the hierarchy level and workload of employees in terms of "equal pay for equal work." The unadjusted gap, which represents the difference between women and men regardless of rank and position, also decreased from 5.3 percent in 2019 to 4.9 percent in 2020 (-8 percent).

Gender inequality less in pay, more in higher-paying positions

The differentiation between adjusted and unadjusted pay gap is important to discuss two different issues. The adjusted analysis addresses the issue of equal pay ("equal pay") and the existing disparities that cannot be explained by seniority or position. The unadjusted analysis highlights pay disparities that can be explained in part by a lack of representation of women in leadership positions. Since there tend to be more men than women in higher-paying positions, they also see larger gaps here. The Mercer data confirms that the proportion of women is lower at higher hierarchical levels than at lower positions.

"Our analysis clearly shows that one of the main reasons for the sometimes large unadjusted pay gaps between women and men is their representation in higher-paid specialist and management positions. The legally required pay equity analyses are certainly a good step toward uncovering inequalities. But to really make a difference, we as a company and society need to work to give women access to higher-paying positions. Issues such as absences due to childbearing or part-time work must no longer be seen as automatic career killers, but must be recognized as part of a normal working life and managed accordingly," comments Tina Buchmeier, Consultant at Mercer Switzerland.

In addition to the base salary, this year we also looked at the extent to which there is a salary difference between women and men in terms of salary, including the short-term variable compensation component. A target value is set for the variable component, but the actual payout is adjusted at the end of the year depending on performance. Looking at the base salary plus target bonus, women are 0.8 percent below the base salary plus target bonus for men doing the same job. However, if the actual bonuses paid are considered, this difference increases to 1.1 percent. According to the unadjusted analysis, the target salaries (base salary plus target bonus) of women are 3.3 percent lower than those of men. However, the salaries paid out, including the variable component, are even 5.2 percent lower. These figures show that a difference already exists in the planned bonuses, which becomes even greater when they are actually paid out. Companies can address this issue by clarifying job positions and ensuring fair performance evaluation without gender bias.

The statutory wage equality analyses as a building block for success

As of July 1, 2020, Swiss employers with more than 100 employees have a legal obligation to conduct a pay equity analysis. The first analysis must be carried out by June 30, 2021, and must be audited by an auditing firm within one year. The results must be communicated to employees and, in the case of listed companies, disclosed in the annual report. If pay inequality is identified, the company is required to repeat the analysis at least every four years until the pay inequality is remedied.

One of the federally recognized pay equity analysis methodologies was developed by Edge, a globally recognized workplace equity auditing and certification body. In partnership with Edge, Mercer has already conducted analyses for many companies in Switzerland, providing them with strategic support on the path to greater pay equality through its consulting expertise. A majority of the companies that have already completed the analysis show positive results and no demonstrable pay gaps. Nevertheless, the Mercer analysis also shows that there is potential for improvement. The equal pay analyses are just one step of many.

"We observe a clear trend in our analyses and daily client work: The more professionally the HR department is set up in the company, the smaller the observed salary gaps tend to be. This is partly due to the fact that professional HR teams have established a sound job architecture and follow clear, comprehensible and data-based processes in talent management," says Stephan Pieronczyk, Partner at Mercer Switzerland.

Concrete measures to promote wage equality between women and men

• A sound job architecture as the basis for a fair and transparent pay philosophy
• A clear job and grading structure to classify positions in the company based on their value and contribution to the company's success
• Salary bands per job profile to control wage differentials for equivalent work
• Regularly conducted compensation benchmarks to align the compensation strategy in the company with market conditions
• Derivation of concrete measures and appropriate monitoring to identify and close gaps or ensure internal consistency

For many companies and organizations, it is an everyday fact that they are highly likely to be threatened by a hacker attack at any time. Especially in the challenging current conditions, it is difficult to prevent these attacks, although the consequences can be drastic. One example of this is a Incident at Düsseldorf University Hospital in 2020: Unknown persons had triggered an IT failure there, as a result of which a patient had to be taken to another hospital and died. An immense blow for the university hospital, which at the same time revealed a painful problem.

Cyberattack: What's going wrong?

The question is what exactly goes wrong when such an attack occurs. After all, the realization that educational institutions and healthcare organizations are attractive targets for cybercriminals is by no means new. Of particular interest to hackers are both the number of connected users and the value of confidential information. A first step in preventing these attacks is to implement the right IT security processes in the organization.

Human error is often the main cause. Many users are still not sufficiently aware of the value of certain data and readily resort to solutions that can put applications, servers and data at risk. Without a proper security strategy, these digital assets quickly fall into the wrong hands. Training employees in security and data literacy is therefore essential.

Four tips to guide you during a hacker attack

The fact that companies are hacked in this day and age is almost inevitable. The idea that anyone is out of the question as a target is therefore extremely outdated. After all, everyone has valuable information these days that malicious actors are only too happy to have. But suppose a company discovers that it has indeed been hit by a cyberattack: The following four tips provide an overview of the right course of action in such a situation.

1. Do not pay a ransom: Ransomware attacks are a very popular tactic among cybercriminals, as numerous examples from the past year demonstrate. In a ransomware attack, systems are held "hostage" until a ransom is paid. Companies are anxious to keep their operations running, so they usually pay the desired ransom. However, this is not very smart because by paying the ransom, they give the cybercriminals exactly what they want. Consequently, they will certainly continue to use this tactic.
2. Check all system levels: Although this tip is probably most effective beforehand, it is also advisable to continue to check all system levels during a cyberattack. On average, cyberattacks within an organization go unnoticed for about 124 hours. During this time, hackers can quietly explore systems and set up tactics to take the system out of service or lock down data. If enterprise IT professionals continue to monitor the entire system in the meantime, they can detect deviations or anomalies more quickly and take immediate action.
3. Invest in the cyber know-how of employees: As mentioned earlier, hacks are often the result of human actions. Especially when employees don't know what they should and shouldn't do when it comes to cybersecurity, major risks arise. Therefore, it is advisable to ensure that all employees know the correct procedures. This allows them to raise their own awareness of cybersecurity, which reduces the risk of a potential cyberattack.
4. Centralize multiple data feeds in one system: If there is a suspicion that a hack has been carried out, it makes sense to correlate several data feeds for related events. Feeds with information about threats can provide rapid transparency. Therefore, it is useful to use statistical analysis to identify abnormal behavior. In addition, finding and locating these deviations is much easier when the data is stored in one system.

These tips come from BlackBerry, a provider of security software and services in the IoT.

The Swiss trade association sgv demands the immediate relaxation of the lockdown with the approval of terrace and outdoor businesses in the catering industry and "private shopping" and outdoor sales in the retail trade. As of March 1, 2021, the sgv demands the complete opening of the economy. Accompanying this, testing must be intensified and expanded to break the staking chains. The full vaccination program must be completed by the end of June 2021. As a basis for information, the federal government must develop a clearly communicated "national dashboard" with indicators such as figures on hospitalizations, intensive care bed occupancy, 7-day incidence, positivity rates and infection sites. That, in a nutshell, is the sgv's roadmap. The association is thus underpinning its already last week communicated direction of thrust.

Situation is becoming increasingly difficult for many industries

Some representatives of heavily affected industries continue to draw attention to the difficult situation of many SMEs. The specialist textile trade, for example, is recording losses of 8 to 35 percent - depending on the outlet. Milo Goldener, president of the textilschweiz association: "The lockdown last spring has already depleted the reserves." Milo Goldener rules out the possibility that opening clothing stores will lead to an increase in infections: "Our protection concepts have proven their worth. Even employees who contracted the virus in their private lives have not passed it on to customers or staff in the stores." The situation in the sports retail sector is similarly dramatic, as its association president Peter Bruggmann explained. His demand is therefore unequivocal: "The lockdown strategy is costing the sports industry one in five jobs. It must be ended, immediately!" The auto-schweiz association is also complaining about massive declines in car sales because of the lockdown. In 25 years, the market situation has never been this bad, as François Launaz, president of auto-schweiz, explained.

Lockdown endangers health

Roland Steiner, Vice President and Honorary President of the Swiss Fitness and Health Center Association SFGV, pointed out an aspect that should not be underestimated at the media conference. For it is not only the virus directly that endangers health, but also indirectly the closed fitness centers. Because a survey had shown that in the lockdown, physical complaints among customers would increase sharply. One in three had to see a doctor or therapist again because of a worsening health problem. A large proportion are now unnecessarily suffering again from back or knee pain or are experiencing a sharp increase in weight.

Protection concepts as part of the roadmap

Therefore, the sgv demands, leisure, fitness and sports facilities should be able to reopen fully on March 1, 2021. Retailers should also be able to offer their full range of products again. Restaurants and similar establishments should be allowed to receive guests again according to the detailed new concept of Gastro-Suisse. This opening is to be accompanied by consistent compliance with protection concepts, such as those already created after the first lockdown.

Another demand of the sgv is the abolition of the home office obligation. According to sgv Director Hans-Ulrich Bigler, this would have brought nothing but rather caused uncertainty.

Not all call for lockdown to be lifted

Nonetheless, not all industries want the lockdown to end so vehemently. The Swiss Bank Employees Association (SBPV), for example, has written an open letter to the Federal Council. In it, it warns against opening the lockdown too quickly, as the employers' associations are demanding. In the banking sector in particular, a relaxation of the measures is not an urgent need - here, the home office has already proven itself in practice and a relaxation would undoubtedly pose a health risk to employees, writes the SBA. Experience has shown that banks have found good solutions to be able to continue to provide their services despite home office, it continues. The bank employees' union is therefore calling for the continuation of
"of these proven measures to protect workers and prevent unnecessary contact." But not only that: The home office obligation is even to be strengthened by financial support for employees in matters of ergonomics and the reimbursement of expenses.

What roadmap does the Federal Council have?

Be that as it may, the Federal Council is under pressure. The question remains open as to which voices it will listen to most when it makes its next decision: Those who lobby for an opening or those who fear a 3rd wave. It seems that the current situation is like a choice between plague and cholera. In any case, it is to be hoped that the Swiss population - not only the business community - can be presented with a clear perspective, combined with measures that are logical, easy to understand and clearly communicated.

Half of Switzerland currently works at home. How can companies help their employees eat healthily even in the home office? "If employees are also to be productive in the afternoon, pizza, pasta and kebabs are not the solution in the long run," says nutritionist Ruth Ellenberger from the Nutrition Center in Zurich. "A varied diet is an important factor for health, this is often underestimated." With work in the home office, lunch in the employee restaurant is just eliminated. And with it the opportunity to eat a balanced, varied diet that is co-financed by the employer.

Fresh food directly to the home office

With EMIL@Home the SV Group brings the employee restaurant home. Employees can choose from ten new dishes every week. They are spoiled for choice: vegetarian bowls, exciting curries and classics such as Zürcher Geschnetzeltes. The menus are created and freshly prepared by SV chefs in the company's own factory in Wallisellen.

The menus can be ordered once a week via the EMIL@Home webshop. At the desired time, the meals are hygienically packaged and delivered refrigerated in boxes. Preparation is simple: Heat for three to four minutes in the microwave, oven or pan and then enjoy. The meals can be kept in the refrigerator for five days.

Experience from Silicon Valley

Group Management member Stephanie Naegeli and her team developed the new EMIL@Home delivery service: "We want to offer companies a home office alternative to the employee restaurant. SV Group stands for healthy food at the workplace. When this shifts to home, we go with it. EMIL@Home is a flexible offering for home office dining."

Stephanie Naegeli is responsible for strategic business development at SV Group. She brings an understanding of food delivery and the impetus to react quickly to new market changes from her previous work in Silicon Valley.

A whole range of innovations

The pandemic has increased the need for practical solutions for healthy and good food at lunchtime. In addition to EMIL@Home, the SV Group innovation team therefore launched the delivery service ANDIAMO Delivery. The "virtual canteen" delivers fresh meals directly to the office every day for companies without an employee restaurant. Another element from the SV Group's innovation kitchen is EMIL Fröhlich. The digital refrigerator supplies employees at the workplace with fine meals around the clock.

Source and further information: SV Group

Sandra Banholzer will become the new CEO of Rausch AG in Kreuzlingen as of July 1, 2021. She succeeds Lucas Baumann, who will step down as CEO in October 2020. Rolf G. Schmid, who will provide ad interim operational management, will take over the induction of the new CEO and then return to his duties as Delegate of the Board of Directors.

Sandra Banholzer: Long career at Migros

After completing a bachelor's degree in business administration, Sandra Banholzer started her career as Sales Manager Latin America for Luzi AG. In 2007, she took over as Key Account Manager for the Migros operation Chocolat Frey AG in the International Sales division. In her role as Trade Manager for Migros, she lived in North America for two years, where she was responsible for setting up export platforms in the USA and Canada. This was followed by various positions in international sales for the Migros Group (Chocolat Frey AG, Mibelle Group, Midor Ltd.). Currently, Ms. Banholzer heads the international business unit of Migros Industry, where she is responsible for the international brand and private label business.

CEO from outside the owner family for the first time

With Sandra Banholzer, the Board of Directors is handing over operational management to a person outside the owner family for the first time. According to its own statement, Rausch AG is thus setting an example for the future-oriented direction of the family business and strengthening the intended modernization of the brand. With Sandra Banholzer, the company is to further expand its position as a global player in the field of natural cosmetics and also realize strategically important focal points in international sales, specialized trade and e-commerce.

Ambitious future goals of Rausch AG

The Chairman of the Board of Directors, Peter Muri, thanks Rolf G. Schmid, who was instrumental in leading the evaluation process for the search for a new CEO. The Board of Directors is looking forward to the future cooperation with the new CEO: "Among the many very well-qualified candidates, Ms. Banholzer convinced us with her leadership experience, entrepreneurial thinking, sales strength and personal values. We are confident that she will be able to consistently implement our ambitious goals for the future."

Source: Rausch AG Kreuzlingen

Imagine the CEO of an up-and-coming company, let's call him Mr. Hampe. At the moment, Mr. Hampe is having anything but an easy time with his company, partly due to Corona. And this despite the enormously good sales figures. The reason for his displeasure are a few of his employees, who are becoming increasingly unmotivated and hardly put any passion into their job, as they used to. Of course, this is also due to the current home office situation. Trust is strained, and although Mr. Hampe seems to be trying everything to communicate with his employees and bring back motivation, nothing changes.

Not even the spontaneous wage increase at the end of the year - which employees should have been happy about - worked to any significant extent. For a moment, everything was OK, then everything was back to the way it was before. More and more, Mr. Hampe therefore sees his goals in danger and imagines by far the worst scenario. Namely, that the customers notice something and turn away from his company.

But he is out of ideas as to what he could do to turn such a scenario around and get his people excited about the company and their work again. Mr. Hampe is groping in the dark and needs outside help. That's how the two of us come together.

For more motivation worry? "I don't know what else to do"

That is the résumé that Mr. Hampe draws after his remarks, while I briefly reflect and realize what is actually going wrong in his company and what he has not even given a thought to so far: It has to do with Mr. Hampe himself.

Because of the stress, the extra work and the distancing attitude of the last few months, Mr. Hampe has distanced himself further and further from his employees and made many superficial decisions. He promoted some with a quick hand, others not. Things were going great and the numbers were right. But part of his team saw things differently and also distanced themselves. His attempts to rekindle it now with nice gestures failed, because the team is interested in more than just these gestures.

So I give Mr. Hampe a handful of tips for more motivation among his employees.

Tip 1: Getting to know the employees better

If you want to manage employees - a company's most sensitive as well as most demanding resource - you need a feel for people. Without this intuition, you are in the same situation as Mr. Hampe. You try many things that seem intuitively correct, but you can neither identify nor meet the expectations and needs of your employees. They make short work of it. When they distance themselves or even leave the company directly, it is often because they do not feel understood or because the chemistry with the boss is not right.

The point is that you as a manager can influence both causes quite easily. If Mr. Hampe no longer tries to fob his people off with short motivational speeches and nice gestures, but instead engages with them and values them, he will be able to make a difference and motivate them. Because he knows where to start in concrete terms.

Tip 2: Do not make false promotions

Most companies promote those employees who stand out for their outstanding performance in their current position. Mr. Hampe's company is no exception. But his hasty move should be taken with a grain of salt. People are good at their jobs when they enjoy them. When they take care of areas in which they can develop by nature and in which they are wonderfully knowledgeable. Getting promoted always means having to leave your comfort zone. Some people cope excellently with this, while for others the joy changes to frustration after a short time. Because they realize that they were wrong to leave their comfort zone and move up to the next level.

Mr. Hampe recently promoted one of his best sales people to team leader. He thought he could praise the salesperson's exceptional performance by doing so. And the salesperson happily accepted the offer. But then he realized that he was no longer selling, but had a team to lead. He realized that this was not for him.

If you want to promote your employees, talk to them about it in detail. And - building on the first tip - get to know them better so you can uncover their true potential and promote them to positions they enjoy as much as their current ones.

Tip 3: Encourage your employees to self-reflect

Not only do you need to know your employees, but your employees need to know themselves. Don't assume that everyone knows themselves and is aware of their strengths and weaknesses. Many people find it difficult to view and evaluate themselves realistically and critically. Therefore, you need to encourage your employees to reflect on themselves and to develop themselves proactively as well as efficiently. Talk to them a lot and always encourage them to question themselves. Also, "observe" them by agreeing on goals and measuring their performance. The wrong thing to do is to withdraw and only react when problems arise. Think ahead and anticipate problems before they arise. In addition, your employees will grow in themselves and become more efficient at what they do. As a result, some problems will solve themselves.

Tip 4: No solution to the problem through wage increases and bonuses

The "I'll just pay my people more wages and then it'll be fine" thinking is widespread. But it is not a problem solver; it works more like a drug: You take it, and the symptoms of the illness disappear or are alleviated. Nevertheless, you feel weak and unable to perform, because the cause, the reason for the illness is still there. In the meantime, there are many studies that make it clear that people in the job hardly care about the salary or the benefits, but rather about qualitative factors. Leadership and development opportunities are particularly important.

So as a boss, don't try to fob off the concerns of your employees - as Mr. Hampe did - simply with a "Zückerli" in the form of more pay or benefits, but instead devote yourself to the real problems and lead people optimally. To be able to lead optimally, you must always be present, attentive and fit. You must be on fire for your position so that your passion spills over to your employees. Be with them, support them, be up for anything and always have an open ear. Even in stressful situations.

Tip 5: Expanding the gut feeling with facts from the outside

You are sitting in front of a control panel with many motivation buttons. And now it's your job to push the appropriately correct button for all your people. This sounds easier than it is. It is challenging, even with the tips already mentioned. Experience shows that especially strong age differences and different characters between the employees and the manager make it difficult to empathize with the other party.

Therefore, the last tip is: Take a completely objective outside view of the relevant employees, listen to your gut feeling and - if things inevitably get stuck - get perspectives from outside, ideally from an experienced personnel coach. Online assessments are an important keyword here. These are aptitude-diagnostic test procedures for determining job-relevant personal characteristics. At the latest, online assessments will give you the insight you need to solve the motivation problem.

And one thing is certain: Either everyone is satisfied in the end or no one is. There is always a win-win or a lose-lose situation. And as negative as the second sounds, it is just as positive for your company as the first.

Author:
Christoph Meier is an experienced HR development expert and since 2008 owner and expert of Outvision GmbH St. Gallen, one of the leading Swiss providers of online assessments for recruitment, promotion, talent search, leadership and team development. www.outvision.ch

When the IT security disaster has occurred and cyber criminals have been able to steal large amounts of corporate data, forensic issues such as uncovering the entry points and how the hackers proceeded in the network are naturally a strong focus. When it comes to responding to data theft, however, one important point must not be forgotten: What do I tell the public and how do I communicate it? A cyber attack is always an unwelcome surprise. But with proper preparation and a well-thought-out response, the relationship of trust with customers and the public can be maintained in many cases. As part of its Cybersecurity Summit, Sophos spoke with associate professor and cybersecurity specialist Jason R.C. Nurse* about communications strategy in the event of a data theft. His recommendations are summarized in the following sections.

Have a communication strategy in the drawer for emergencies

The amount of work before a data theft is critical, but many organizations overlook this preparation phase - at least when it comes to communications strategy. To effectively respond to a data breach, the company must determine in advance who will be the spokesperson, how best to reach customers, and what general communications regulations will apply.

The list of those speaking in public should be as small as possible - ideally a maximum of two people "with significance", because journalists want an expert or an executive. This helps to ensure that the message remains consistent and confusion is eliminated. It is helpful to anticipate possible questions from the press, shareholders or customers and have compact answers ready. This master plan should be prepared for various security incidents and kept up-to-date with regular reviews. In addition, these regular test runs ensure that every employee knows his or her responsibilities and with whom he or she may speak about what.

Data theft: disclose or keep secret?

Honesty remains the best strategy in the case of corporate incidents, unless a legal regulation dictates otherwise. If the company decides to maintain secrecy, there is always the risk that the incident will come to light later and the damage to its image will be all the greater. In addition, those responsible must not underestimate the fact that the stolen data can end up on criminal online markets and thus also become public.

Assume responsibility

When a cyberattack has taken place, the temptation quickly arises among those affected to portray themselves as victims. And while this is certainly true in a technical sense, the public often views such behavior negatively. Anyone who as an organization or company is entrusted with or works with personal or other important data has a responsibility to protect this data. Therefore, companies should understand the dimension of data theft from the customer's point of view, take responsibility, and communicate quickly, clearly and factually how to respond to the data theft.

Quick guide for crisis communication - not only in the event of a data theft

• Reply quickly. Often there is only one opportunity for the first impression and it should be trustworthy. Good preparation facilitates an immediate response that is measured and accurate.
• Deliver a clear message. No jargon when addressing customers, shareholders or the general public. Direct and emphatic communication is far more effective.
• Use a single source. Communication via different news areas or corporate social media channels can quickly dilute what should be a clear message. A single and up-to-date statement directly from the company's management via a corporate channel helps to get the message across clearly.
• Take responsibility. Shareholders, customers and the media honor companies that stand by their mistakes.
• Keep all affected parties informed. Set up an action plan to keep shareholders and customers competently informed even after the first "going public". In this way, the good relationships that have often been built up over many years will remain intact.

*Jason R.C. Nurse is Associate Professor of Cybersecurity at the University of Kent and Visiting Scholar at the University of Oxford. His research focuses on the socio-technical aspects of cybersecurity, privacy, and trust. He has incorporated his years of research into an evidence-based frame of reference that elaborates the best way to deal with potential relational-level harm associated with a cyberattack. The conversation with Jason R.C. Nurse can be found in the video at the following link: https://nakedsecurity.sophos.com/2021/02/03/what-should-you-say-if-you-have-a-data-breach-catch-up-with-jason-nurse-at-sophos-evolve/ 

 

Hans-Ulrich Bigler, Managing Director of the Swiss Trade Association sgvThe situation is bleak and we urgently need a perspective. There is a growing lack of understanding of the measures taken so far to combat the pandemic. There is too much focus on the worst possible scenarios, the current lockdown is based on false evidence, and there is too much alarmism in general, as Bigler said at a media conference on February 9, 2021. Accordingly, the demand on the Federal Council is clear: it should quickly return to the "path of proportionality". This includes an end to the lockdown on March 1, 2021, in conjunction with consistent accompanying measures such as comprehensive testing, protection of particularly vulnerable population groups, acceleration of vaccination campaigns and implementation of protection concepts in companies.

Lockdown strategy has failed

Fabio Regazzi, member of the National Council and president of the sgv, told the media that the economy could function again with the opening from March 1. The major damage caused by the lockdown could thus be contained. With the logic of targeted protection and the associated measures - vaccinations, testing and contact tracing - economic freedom could be guaranteed again and social exchange could gradually return to normal. Importantly, he said, the economy has protection concepts that include hygiene and distance measures. "These concepts are used across the board and have proven their worth, as evidenced by the FOPH's figures on infection sites," Regazzi said. At the end of his speech, the sgv president quoted SME entrepreneurs who testified to their great existential hardships. For example, a 36-year-old hotel operator from French-speaking Switzerland told him that he would need several years to recover professionally and privately. Or a sporting goods retailer from Ticino told him that currently only five of 40 employees were still working - all of them family members of the owner. The only thing this company is currently allowed to offer is ski and bicycle services. sgv Vice President André Berdoz also knows of voices "between deep disillusionment and disappointed hopes". The closure of "non-essential" areas has serious consequences for the companies affected, which have to live with the feeling that they are being denied their economic right to exist. During the first phase of the pandemic, when companies were preparing for the end of the lockdown, which lasted from mid-March to mid-April last year, they were exceptionally disciplined. The mood is different now, he said. This is shown by many voices from SMEs.

End of the lockdown or "let's get to work".

Fabio Regazzi also describes the current lockdown strategy as a failure. "SMEs need a perspective. No hopscotch and jumble of incomprehensible measures. We need a reliable exit strategy." Tomas Prenosil of Handelsverband.swiss criticized the closure of brick-and-mortar retail as having a negative effect on people. The effect of restricting mobility by closing stores is not discernible, he complained. It must therefore be a matter of learning to live with Covid. Werner Scherrer, President of the SME and Trade Association of the Canton of Zurich and himself an entrepreneur, demands: "Let us work. For many SMEs, it is now 5 to 12, waiting is no longer an option, and despair and resentment are growing. There are solutions to enable a more or less normal business life even under Covid conditions, for example by making store opening hours as flexible as possible or through private shopping: customers come to the store to store by appointment. Scherrer does not think much at all of the home office obligation: this has brought nothing at all, except costly and harassing controls. "Accordingly, the obligation must be dropped immediately," demands Scherrer. "This will give companies more room for maneuver. Individual responsibility and credible persuasion are more effective for responsible citizens than government regulations."

Smart assembly" of proven elements

With its demands for an end to the lockdown, the sgv is expressing the growing "Corona fatigue" in business and society. However, the question remains whether opening up too early does not run the risk of provoking a next wave as a result of increasing mutations. There is probably no conclusive answer to this, except, as Tomas Prenosil puts it: "We have to live with the fact that Covid will remain over a medium term. We cannot afford a medium-term lockdown. If the current situation stays any longer, the basis of our social togetherness will erode. So we need to develop strategies for how we can continue to share and, of course, protect ourselves in the process. This can be done with a good vaccination strategy, with contact tracing, with testing, with breaking peaks in traffic, and with protection concepts. The good news is: these elements are all already there. Now we just need to put them together smartly. That's exactly what we expect and demand from the government."

The demands of the sgv

In the interest of Swiss SMEs, the largest umbrella organization of the Swiss economy advocates optimal economic and political framework conditions as well as a business-friendly environment. Against this background, the sgv demands in a position paper:

• The development of reliable indicators with objective and constant thresholds that serve as the basis for evidence-based policy;
• The opening of all economic sectors from March 1, 2021, with a return to the logic of targeted protection, which is supported by targeted testing and protection concepts;
• The strengthening of the vaccination program with binding information on its implementation;
• The interruption of infection chains with targeted contact tracing;
• The implementation of accompanying measures such as the abolition of the home office obligation, partial openings and flexibilization by March 1, 2021;
• Addressing gaps in the hardship regime and its rapid implementation;
• A digitization push in the federal administration and in the healthcare sector; because many of these demands can be implemented digitally in a simple and cost-effective manner.

More information: https://www.sgv-usam.ch/

There is no end to the negative headlines in the daily and business press: the hotel industry on the brink of collapse, event and gastronomy businesses that can no longer earn money but are still stuck with high fixed costs, retailers who do not know exactly what they are still allowed to sell and what they are not allowed to sell, if they are still open at all, creative artists who are looking for salvation in online presences, and so on and so forth. On the other hand, there is the political wrangling over hardship regulations, short-time work compensation, hygiene measures, home office obligations and unclear responsibilities between the federal government and the cantons.

"Finally able to work normally again"

It is therefore not surprising that many SMEs are asking themselves: When will the lockdown end? How should they continue? Where will they get support? Where does a network exist that can cushion their free fall? Michelle Rütti-Kummli is confronted with such questions. She is the managing director of the Kummli Entrepreneur Network, which arranges contacts between decision-makers in companies from all sectors discreetly and with a great deal of personal flair. Accordingly, her contact with business leaders from SMEs is close. "The entrepreneurs and employees don't primarily want money, they finally want to be able to work normally again," she says, summing up the mood. Many companies are looking ahead and also implementing their ideas on how they can still continue to do business thanks to digitization of processes. However, "Not every industry is equally digitally savvy," Michelle Rütti-Kummli points out. While it is relatively easy for retailers to set up an online store, this is hardly possible for the fitness industry, where the alternatives are limited. Or the restaurant and hotel industry: "One of our network members, a Zurich restaurant operator, is heavily dependent on tourism. Since March 2020, guests have been staying away, so he has had to put a large part of his workforce on short-time work or cut jobs since then," she says, adding, "Keeping the team happy for such a long time until things get going again and to secure the appropriate starting position is enormously difficult."

Entrepreneurs network 

A number of SMEs expressed their disappointment to Michelle Rütti-Kummli about the authorities and associations. These would listen too little to the current needs of their members. "Entrepreneurs came to us in March last year because they said they felt let down," says Michelle Rütti-Kummli. "That's why we launched the Voice of SMEs." In the process, the Kummli network established connections between entrepreneurs, politicians and authorities. "We have installed core teams since last March, where we regularly exchange ideas with entrepreneurs, army representatives and doctors by means of telephone and video conferences. In this way, we establish a transfer of know-how," Michelle Rütti-Kummli continues. "Each can benefit from the other in this way, and we approach the respective agencies or individuals concretely with the concerns and ideas."

The personal exchange also in lockdown keep alive

What kind of know-how would be most in demand during the lockdown? Michelle Rütti-Kummli explains that two areas can be identified. On the one hand, manufacturing companies in particular are affected by interrupted supply chains. They need information on new suppliers who can close gaps in the supply chains. In the past, it was easy to make such contacts at business events or trade shows. This is no longer possible. But relationships can develop in other ways, some of them entirely new. "Suddenly, you get to know companies in your neighborhood better and discover surprising opportunities for cooperation," Michelle Rütti-Kummli knows. Anyone who uses the time now to look around for new partners in the immediate region may find the basis for many creative ideas.

On the other hand, there is the information provided by the authorities: There is a great need here, but it is often difficult to get in touch with those responsible. This is where the provision of contacts and recommendations by those responsible in companies can help - tasks that intersectoral networks such as the Kummli network can perform. "We feel that there is a great need to exchange ideas with people personally. This has triggered a great demand for us to provide targeted contacts to decision-makers and companies. Based on this demand, we are working on the development of a further business area," announces Michelle Rütti-Kummli.

The concern remains

Michelle Rütti-Kummli's words, however, are full of concern. "Since March, we've been told that everything would be better after a month of lockdown. But now the mutated virus arrives, and we're a year later - and still no further along. The fates in the companies and families hurt me and make me sad." What weighs particularly heavily: The business community's trust in politics seems to be gradually dwindling, and the communication of government representatives is becoming increasingly untrustworthy, which is also noted, for example, by the Swiss Trade Association and a Ending the lockdown calls. Michelle Rütti-Kummli misses the presence of politicians in the population. "Here it would be a strong sign if politicians would waive their remuneration - or at least part of it - for this." And above all, she would like to see a bit more positive communication: "Why don't we talk about "93%" negativity rate, for example? That's the same content, but a different message!"

The Kummli Network

Founded by Rolf Kummli more than 20 years ago, KUMMLI exclusively networks decision-makers - entrepreneurs, board members and CEOs from all industries - from SMEs to global players. The contact pool now comprises over 6,500 decision-makers and operates on the principle of "LinkedIn on a personal level". In the course of the pandemic-related planning uncertainty combined with liquidity bottlenecks, lack of communication or unsettled employees, the Kummli network has created a contact point with the "Voice of SMEs" - intended as a mouthpiece for the Swiss workplace and as a hub between entrepreneurs and politics.

www.kummli.com

Anyone who is on the Internet every day cannot avoid Google. This company with its almost indispensable applications also emphasizes how important security on the Internet is to it. For example, Tadek Pietraszek, chief developer for account security at Google Switzerland, is sharing his top tips for safe surfing on the occasion of Safer Internet Day 2021.

Safer Internet Day 2021: Tips for all

The first tips point out "classic" carelessness that all of us should avoid:

• Do not use passwords more than once: With many websites today, you need a user account to make full use of their services. It seems simple here: 1 password - and use it everywhere, then you only have to remember it once. That's not true: "The safest way is to create a separate password for each service," advises Tadek Pietraszek, and he immediately points out a useful Google tool: "You can save your various passwords in your Google account and store them at g.co/passwords manage at any time." In addition, Google informs its users when a password has been compromised.
• Choose strong passwords: Passwords consisting of proper names or birth dates are not secure. Much better are passwords that are behind memorable password phrases: For example, how about: " G oogle g ibt d ir 8 T ipps z at S afer I nternet D ay 2021 "? The first letters of the words make up a secure password: Ggd8TzSID2021. "And no one will ever guess it," says Tadek Pietraszek.
• Do a safety check: Which devices are currently connected to a Google account? Which third-party applications have access to the personal Google account? This can be checked with the g.co/securitycheckup check. There you can also see whether any security risks have occurred recently.
• 2-Step Verification: Those who have a Google account, for example, can secure it with a two-step confirmation in addition to the password - similar to how this is standard for online banking, for example.
• Keep software up to date: Software updates should be carried out regularly. This is because they usually eliminate security gaps that may have appeared in the meantime.
• Be vigilant: Internet fraudsters are trying to obtain user data in increasingly sophisticated ways. It is therefore important to be able to distinguish phishing e-mails from legitimate ones. You can test how well you know how to recognize phishing e-mails yourself by following these links: phishingquiz.withgoogle.com; beinternetawesome.withgoogle.com; stopthinkconnect.ch

Tips for companies

Companies - especially SMEs - should pay special attention to the following tips:

• Platform security: Companies whose employees now work in home offices must be able to manage the computers of all users and implement an endpoint security solution. In addition, policies must be established for the use of personal devices. Caution is advised when emails ask to install software.
• Video conferencing security: For videoconferences, make sure that only invitees can participate. Google's Tadek Pietraszek recommends, "Use the join request for public meetings and verify all participants before allowing them in." Be careful when prompted to install new video conferencing apps.
• Promote vigilance: "Employees should be provided with regular, targeted and detailed training, including self-learning," says Tadek Pietraszek. Clear rules for installing and using applications also help. Clear processes for detecting and reporting security-relevant events should also be defined.

Following these tips should ensure safe surfing not only on Safer Internet Day 2021.

Prof. Dr. René Hüsler is a new member of the Board of Directors of Graphax AG with retroactive effect from January 1, 2021. The acting director of the Lucerne University of Applied Sciences and Arts - IT in Rotkreuz and deputy rector at the Lucerne University of Applied Sciences and Arts has proven expertise and many years of experience in IT and the strategic management of organizational units.

René Hüsler: "Digitalization requires continuous adaptation of corporate orientations".

"We are proud to have Dr. Hüsler as a new member of the Board of Directors," says Philippe Oberson, Chairman of the Board of Directors of Graphax AG. "Mr. Hüsler has impressive scientific expertise. With his extensive management experience, Mr. Hüsler can provide us with valuable impetus for the further development of our business model."

Commenting on his appointment, Prof. Dr. René Hüsler says: "I am delighted to be able to serve Graphax AG at a time of great competitive dynamics driven by changing customer needs. The accelerating pace of digitalization requires a continuous adjustment of the company's focus. In order for a company to survive on the market in the long term, it needs a wide variety of perspectives - this is where I like to contribute."

Leading provider of enterprise content management systems

Graphax AG, headquartered in Dietikon near Zurich and with eight branches in German- and French-speaking Switzerland, employs around 190 people. Thanks to its broad range of services, the company claims to be one of the leading providers of innovative technologies in the areas of enterprise content management, IT services, printer park management and complete solutions for digital and paper-based document workflow in the B2B environment in Switzerland.

Source: Graphax AG

SMEs make up the overwhelming majority of companies and account for two-thirds of jobs in Switzerland. According to SECO, one in five Swiss SMEs had to apply for a COVID19 loan in the wake of the current pandemic. The Credit Suisse SME study surveyed 1001 Swiss SMEs between September and October 2020. More than half of the SMEs were still below pre-crisis levels or even in acute crisis management in the fall of 2020. For this reason, almost half of the SMEs adjusted their business model. Among companies that were in acute crisis management in fall 2020, the figure was as high as four out of five.

But how can you successfully change a business model in such a short time?

1. motivate, support and train employees

First things first: Without employees, nothing works, ever. They are just as challenged in the crisis as the management. Video calls every morning with the team for a short informal exchange help to give everyone a daily structure. This way, everyone knows that they have to be dressed in front of the PC in the morning. Providing adequate infrastructure for home in the form of laptops, monitors, keyboards, mice and smartphones, as well as a new expense allowance for cell phone and Internet charges, ensures that everyone has what they need for their work every day.

Training employees on how to use the video conferencing tools, as well as introducing simple project management tools such as Asana or Trello (free and very intuitive for up to 14 people), help leaders manage the team remotely.

Small tokens of appreciation, such as a surprise package or free online sports classes for employees, also sent an important signal of appreciation.

2. examine finances with a fresh eye

With the constantly changing conditions, deadlines, credit options and safety concepts, all companies are extraordinarily challenged. Through the association or with the help of external experts, it can be quickly clarified what support one is entitled to and how one must proceed. A fresh look at the cost structure can also help to make good decisions and to see where there is (still) potential for savings that do not affect the quality of the core business.

What can be leased, terminated (premises, leases), postponed or interrupted, and quickly reactivated when full operations resume?

3. adapt supply chains and exploit new synergies

Long and complex supply chains have caused problems for many companies due to closed borders and production stoppages. As a result, many SMEs switched to local suppliers during the first lockdown. The expansion of the supplier network offers the possibility of being able to operate faster in the future - since it is geographically closer - and to build up new synergies thanks to the connecting location. The combined know-how of both parties can thus create products that meet new customer needs.

4. direct access to new customer groups thanks to social media

Social media channels have grown strongly in and through the crisis. Above all YouTube, Instagram, Pinterest and TikTok. As people have increasingly searched for information and products, search engine advertising such as Google Ads has also benefited greatly from the crisis. General online time has increased, fueling digital advertising opportunities.

All of these platforms offer companies the opportunity to communicate with (potential) customers in real time, to offer services and products directly via them, and to reach (potential) customers in a targeted manner even with very low budgets.

A new, revised social media strategy opens the doors to new business. If the knowledge is not yet available in the company, it is worth inviting an expert for a digital workshop. This way, a new strategy can be rolled out within a matter of weeks.

5. setting up and expanding online stores and delivery services.

Many stores are no longer allowed to serve customers in their retail outlets. Accordingly, they already had to quickly convert to their own web store or delivery service last March. Many simple website tools like Jimdo or Wix offer intuitive online store solutions with license fees of a few hundred francs, which can be set up by oneself within a few days. This also covers the payment options, so all you have to do is enter the bank details. The system takes care of everything else.

6. optimize online presences

In order to sell goods via your own store, you first need enough visitors to your own website. In order to optimize these figures, appropriate SEO (search engine optimization) measures should be taken by, among other things, revising website texts and optimizing loading times. Additional Google Text Ads, text ads on the Google page, for a better ranking in relevant search queries do their further. For the start the money is well invested, if here a professional with one to two days work sets up the most important and optimizes thereafter in regular intervals. Depending on the topic, most companies are already there with a few hundred francs advertising budget per month.

7. partnerships with large portals for more visibility on the market

If the brand or company is still too unknown to already account for a critical amount of website visitors, a partnership with a well-known portal such as Amazon, Galaxus, Brack or Eat.ch can be the more efficient way. In this case, a percentage of the sales price (attention up to 30%) always goes to the portal. This must be taken into account when pricing. Of course, you can also run the strategies in parallel and gain new customers through the portal, who would not have come to your website on their own. With a well-implemented customer loyalty strategy, you can ensure that they will book directly via your own site next time.

8. clever use of messenger apps and (video) chat in customer advisory services

Since branch visits are currently not possible and will remain uncertain in the coming months, other ways are needed to provide customers with precise advice and support. Instead of cumbersome contact forms, a live chat or even Whatsapp can be integrated on the website with simple means. Employees can guide customers through the processes via video chat. To get started, you can work with free tools like Google Hangouts or go straight to the current market leader Zoom. Here, too, employees can be trained within a day and thus ensure professional customer care.

9. create valuable alternatives to events & networking

Large events such as conferences and trade fairs will have to wait even longer. Based on this assessment, one should start looking for alternatives. One thing is certain: no relationship management at all and no exchange of knowledge with (potential) customers or partners will result in additional sales losses in the long run. Exciting online master classes with industry experts offering short interactive sessions for existing or new customers are a viable alternative here. More exclusive events on a small scale for the most important partners in the summer and with an appropriate security concept can provide a remedy.

10. provide security

If the above measures are effective, it does not mean that customers will buy. After all, crises generally lead to an increased need for security. It is therefore important to consider not only how to sell something to customers, but also how to give them a sense of security, either with the product or the service itself or with the decision. This can take the form of seals of approval, proven security concepts, money-back guarantees or trial subscriptions.

The time of fool's freedom - let's use it!

In every crisis, the cards are reshuffled at different levels. This is exhausting, mostly unfair and there will always be winners and losers. All companies with sufficient resources will have to examine the current upheavals at the strategic level, identify opportunities and set priorities.

1. What is the actual core competence and where and how is it needed in the new reality?
2. What new business models are emerging thanks to changing consumer behavior (for example, focus on online store with show room or subscription service for home delivery), what new locations are needed and in what size (sales area, offices, etc.), and what new (digital) processes will bring further progress and new synergies?

It is the perfect time to tackle new ideas, as people have become accustomed for the moment to the fact that not everything is working smoothly yet. There is a time of "fool's license" because everything is new. Processes are not yet running smoothly, delays are occurring in unexpected places, and dealing with uncertainty could become its own Olympic discipline. Those who get started now can still make all the mistakes and score points with optimized processes, fast results and flexible models until the world falls back into its (new) structures.

"The clever use of entrepreneurial opportunities, scarce resources and the design of innovative customer solutions in the face of great uncertainty with as much creativity as possible", which sounds like a fitting summary of the last ten months, is the scientific definition of Entrepreneurial Marketing.

Author:
Tanja Herrmann is head of the study program CAS Business Creation & Marketing Strategy at the HWZ Hochschule für Wirtschaft Zürich.