What really matters to applicants when they are looking for a new employer? What motivates employees to stay with or leave their job? And which company do Swiss people rate as the most attractive employer in the country? These questions are examined in the Employer Branding Study and answered on April 25 at the Randstad Award Night.

New winner

In the past five years, there has been the same winner three times: Google Switzerland. So it is already clear that there will be a new most attractive employer in 2018. Because the regulations state that a company can only win three times within five years. Who will win the award this year will be announced on April 25.

The Randstad Award - recognition and incentive

The Randstad Award is the distinction given each year to the company with the best employer image. For the winners, it is recognition for the careful cultivation of their brand. But the award should also be motivation for all companies to work permanently and intensively on their image as attractive employers.

Comprehensive study on employer branding

As part of a worldwide employer brand research, potential employees between the ages of 18 and 65 are asked about the attractiveness of the 150 largest companies in their country. This ultimately results in the most attractive employer in Switzerland, which is presented with the Randstad Award at the exclusive networking event. The study provides comprehensive results on employer branding and helps companies understand how they are perceived as an employer.

Source: Randstad

What if? Imagine: A debtor does not pay the receivables of a company operating in the mechanical engineering sector. This scenario fits the reality. Because according to a study by the debt collection company Intrum in 29 European countries, one third of Swiss SMEs are struggling with a drop in sales due to delayed payments. Who takes on the damage for this?

Clearly declare late fees

 Back to the Example from part 1 of this continuation story: The equipment ordered for the finishing of roll material such as paper and metal foils has a value of around 200,000 Swiss francs.

• Since the debtor does not pay this invoice, Intrum recommends sending a free reminder 40 days after the invoice is issued.
• If payment continues to be outstanding, the manager should send the second reminder on the 60th day - subject to a charge of 30 francs - and point out the further consequences of late payment.
• If the bill remains unpaid on the 75th day, she should turn it over to a collection service provider. Consistent escalation can be critical to survival.

Conclusion: To ensure that companies are prepared for all eventualities, they should, wherever possible, transparently disclose the fees incurred in the general terms and conditions as well as in the second reminder. The contractual regulation is also in line with the recommendation of the Federal Council, which has taken a clear position on this issue as a result of the political initiatives. Consistent escalation is central to success. If the consequences are communicated transparently, consumers will not be irritated.

Which costs are subsumed under additional costs?

In the absence of a contractual agreement between the parties, the long-standing practice under Articles 103 and 106 of the Swiss Code of Obligations comes into play. These legal norms state that the creditor does not have to pay his default damages himself. Damages for default are understood to be a lump-sum fee that covers the average expense of the collection process. This includes, for example, costs for reminders, telephone calls, debt collection and garnishments. The creditor is therefore allowed to pass on this damage to the consumer (debtor) on the basis of who caused it.

The lump sum payment takes place according to the guidelines of the VSI (Collection Association) at the earliest after two reminders and 70 days after invoicing.

Paid at last: Here's what happens next

What should CEOs and decision-makers do when their customer has finally settled the outstanding receivables? What are the next steps they need to take? You can find out more about this topic in episode 6 of this continuation story.

Contact for more information: Intrum Inc, sales.ch@intrum.ch, +41 44 806 85 57, www.intrum.ch

Click here for part 1

Click here for part 2

Click here for part 3

Click here for part 4

The Swiss SME Study 2018, with the figures collected by the BfS in 2015, shows that SMEs continue to dominate the Swiss corporate landscape in terms of numbers. In particular, the number of businesses with fewer than ten employees is enormous. They account for almost 90% of all businesses and employ over 23% of all employees. A deeper look into the smallest firms shows: Although "only" 5% of all employees work in one-person firms, they account for half of all firms.

Not all SMEs are the same

Despite their dominance, it would be wrong to lump all SMEs together. Despite similar company sizes, there are huge differences. For example, the hairdresser, the bakery, the painter or the advertising agency around the corner are just as much SMEs as high-tech global market leaders in medical technology or drone manufacturing. This is why the differences between the sectors are also large, with micro-enterprises operating in every sector and every canton. This is once again a key finding of the SME Study 2018 - in relation to previous studies.

Employee decline in various sectors

2015 was the first year after the Swiss National Bank lifted the Swiss franc-euro floor. What effect did this measure have on SME figures? The 2018 SME study shows: In the short term, the impact on businesses varied and was highly sector-dependent. In particular, sectors such as the watch industry, cheese and pasta manufacturers, and wholesale and retail trade recorded a sharp decline in employees in 2015, which was above average compared with previous years.

Sources: www.obt.ch/kmu-zahlen respectively www.kmu.unisg.ch/kmu-zahlen

The future of B2B commerce looks positive: By 2019, sales in Germany, for example, are expected to grow to more than 46 billion euros. It is not just price and product that are decisive for success, but the positive experiences that customers have with a brand. In the B2B environment, one benefits from the experience of B2C in terms of digitization. It is important to accurately assess customer needs based on long-standing relationships and to offer personalized services accordingly. The B2B shopping experience just as convenient as in B2C is a top priority. After all, in an increasingly digitized world, B2B companies must also stand out from the competition and place the needs of customers at the center of all activities. In addition to a flexible system architecture and personalized content, the following four steps lead to the goal:

 1. Form steering committees 

Digitization affects all departments. Management in particular must actively drive digital transformation and get employees on board. It is helpful to form a committee consisting of representatives from sales, marketing, IT and other departments that is responsible for optimizing the customer experience (CX). Employees who work with the CX solution must be comfortable with it and have a say in its design.

2. create digital timetable

For digitization to succeed, companies need a digital roadmap. When drawing it up, it is important not to stick stoically to a plan for months. Instead, an agile trial-and-error approach is advisable, which allows for deviations and can be adapted to acute needs as required. To create the plan, companies should get an overview of internal and external requirements and keep an eye on what human resources are available - and whether they can meet the requirements. In addition, companies should note how digitization improves ROI. Very important: Disruption does not happen overnight, so it is important to think step by step.

3. communicate consistently across channels 

Even in the B2B environment, customers appreciate convenience. Companies should therefore improve usability with simple digital solutions. For example, sales representatives can view inventory information on site in real time and provide product brochures to existing or new customers. When companies establish a consistent corporate design across all channels, such as apps or classic print ads, they ensure high brand continuity and a consistent brand experience. After all, the touchpoints in all customer contact channels are identical both visually and functionally.

4. thinking about the future

To remain competitive, companies need to rethink. In addition to the roadmap, it is important to open up new touchpoints and integrate innovative technologies into the IT infrastructure. It is important not only to keep the complexity of proven systems in mind, but also to consider future expansion. With an open platform that supports easy integration of third-party systems through an API-first and mircroservice approach, companies are optimally equipped for the future.

For more help or tips on how companies can establish needs-based personalization and consistent customer experience to attract new customers, retain their regular customers, and generate more revenue, interested parties can read BloomReach's free whitepaper, "Customer Experience: Success Factor in B2B" at. https://goo.gl/xS6r4L.

Author: Tjeerd Brenninkmeijer is Executive Vice President EMEA at BloomReach (www.bloomreach.com), a provider in the area of personalized digital experience. In addition to growth strategy, he oversees strategic alliances and operations in the EMEA region. As a thought leader in the digital experience space, Tjeerd Brenninkmeijer is frequently featured in industry publications and at industry events.

402 CEOs from companies whose headquarters are located in 11 countries around the world and generate total revenues estimated at $2.6 trillion shared their leadership experiences in "The CEO: A Personal Reflection," a study recently conducted by Egon Zehnder.

CEOs under pressure

"The pressure on leaders has rarely been greater: CEOs are aware that they have the necessary skills and experience to fulfill their role. But the complexity in which leadership must unfold today - winning and convincing people, exerting influence, and creating a climate of collaboration and innovation - poses major challenges for even the best leaders," says Kati Najipoor-Schütte, head of Egon Zehnder's global CEO practice group. And she adds: "In our complex and volatile business world, CEOs not only need to master their tools of the trade, but also to continuously develop themselves. The best top managers are constantly on a journey, seeking to understand themselves better and learning incessantly. At the same time, they are leading their organizations through often radical transformations."

Often insufficiently prepared

Clemens Hoegl, Partner at Egon Zehnder Switzerland: "It is particularly striking that only 28 percent of internally recruited CEOs - and 38 percent of those recruited externally - feel well prepared for the role of CEO. This suggests that preparation for the step into the CEO role is still systematically underestimated." Clemens Hoegl continued, "The study shows that the success of an organization depends on the ability of its top boss to successfully manage a variety of short- to long-term priorities. This is only possible if a top manager and CEO can use all the facets of his humanity that he needs for his role. Today, successful leadership depends on this more than ever. A leader who remains humble, is aware of his own vulnerability and is open to feedback, self-awareness and continuous learning has already laid the foundation for the success of his organization. The ability to change oneself is the key to transforming one's organization."

It seems so easy and is so hard

Summarizing the key findings of "The CEO: A Personal Reflection" study, the following emerges: The majority of leaders feel they have the right tools and professional experience to succeed in their role. But certain personal aspects pose a particular challenge. For example, 74 percent of respondents say their prior accomplishments and experience prepared them for the CEO role, yet 47 percent say developing their leadership team was more difficult than expected. Leading through culture change is described by 50 percent of respondents as "more difficult than expected," and for 48 percent, finding time for self-reflection is more difficult than expected. In hindsight, only 32 percent feel well prepared for the CEO role.

Away from pure "managing" to more "leadership"?

According to the study, more and more CEOs are recognizing the importance of soft skills and their own further development. This suggests that the CEOs surveyed are thus moving in the direction of a more reflective and collaborative leadership style: After all, 54 percent of CEOs agree that transitioning into the role requires intense, personal reflection, and 79 percent recognize that they need this ability to change themselves and their business. But when it comes to "Allzumenschlich," the "tough-as-nails manager" still seems to prevail for many: Only 57 percent of CEOs say they openly show emotion. Meanwhile: 78 percent of CEOs say it's okay for them to admit mistakes.

Many CEOs feel that they lacked the necessary support to make the crucial career move. The succession process means focused work in the eyes of some. Above all, CEOs who come from within their own company feel less well prepared compared with outsiders, the study shows:

• 44 percent of CEOs surveyed said their appointment was not part of a planned and formal succession process (external 54 percent, internal 36 percent).
• Only 28 percent of internally selected CEOs feel well prepared (38 percent of those recruited externally).
• 65 percent of respondents said that planning for their own succession was underway. But only 32 percent currently have a clear process underway.
• Only 38 percent of respondents say they turn to their board of directors for honest feedback, and only 28 percent turn to their board or executive colleagues.

The main differences in the Swiss results

The study was conducted worldwide. Accordingly, not all results can be applied across the board to all countries and cultures. There were considerable differences between the international and Swiss responses to the following questions:

• "Building a management team": While 47 percent of international CEOs found it difficult to build a management team in their new role, only 23 percent of Swiss CEOs did.
• "Was your appointment part of a planned and formal succession plan?" In Switzerland, succession planning was part of a planned and formal succession plan for 83 percent of CEOs, while this was the case for just 17 percent abroad.
• "Balancing the short-term financial focus with the long-term transformation of my company." For 37 percent of international CEOs, it was a challenging task, while only 15 percent of domestic CEOs found it challenging.
• "Managing the impact on my family and personal life." Only 35 percent of international CEOs found it difficult to balance personal and family life, while 62 percent of Swiss CEOs saw it as a major challenge.

The last point in particular makes us sit up and take notice. The question therefore arises: Do Swiss CEOs need to work more on their work-life balance?

Source: Egon Zehnder

Candidate attitudes have changed due to strong demand for skilled workers. "A risky gap is opening up here: On the one hand, companies' recruiting processes take a long time. On the other hand, candidates' impatience is increasing. The best applicants jump ship if the company's feedback takes too long," explains Sven Hennige, Senior Managing Director at Robert Half.

Quality of hiring declines due to excessively long application processes

Companies should take this development seriously and critically examine their recruiting processes. The main reason for the declining willingness to wait longer for a company's feedback is a change in attitude among candidates. This is confirmed by two-thirds of CFOs surveyed (65 %), who state that candidates are becoming more impatient. "Increasingly, candidates are receiving counteroffers from their current employer or have multiple job offers on file. At the same time, the number of application rounds has increased, which drags out the hiring process," says Hennige.

The consequence: If the feedback takes too long, the best applicants decide to accept the offer from their previous employer or from another employer. The company has to fall back on less suitable candidates or, in the worst case, restart the search. Sven Hennige warns: "This means that projects can be implemented too late or not at all. Productivity suffers just as much as the quality of services. And if nothing changes in the complexity and duration of the application processes, it will become increasingly difficult to find and attract suitable specialists."

Source: Robert Half, Labor Market Study 2017, Respondents: CFOs in Switzerland who note that applicants have become more impatient; multiple answers possible

How to optimize the recruiting process

To avoid losing the best candidates to competitors, HR managers should check whether their own recruiting process is in need of improvement and quickly implement the necessary optimizations. Sven Hennige advises assessing applicant selection, the hiring process and the decision for or against a candidate based on the following criteria:

1. Redefine job profile: When advertising a job, you should question from the outset whether the range of applicants matches the requirements in the department. Digitalization leads to changes: Job contents fall away or activities change. Here, it is not enough to recycle old advertisements for new jobs, but the requirements should be determined individually.
2. Shorten Time-to-Hire: It also makes sense to measure your own time-to-hire: How long does it take from the initial job posting until the selected candidates sign a contract? If the time-to-hire is too long, you should streamline the recruiting process. Applicants expect a decision within a few weeks.
3. Simplify the application process: The one-click application, where candidates can apply directly, simplifies the process for applicants at many points. For some jobs, it is also a good idea to initially request only the resume instead of extensive application documents.
4. Communicate transparently with applicants: Do candidates always get a response to their cover letter or interview within a reasonable time? No more than a week should elapse between receipt of the application and the candidate's invitation. If delays do occur, applicants are more likely to accept them if the HR department is in close and regular communication with them.
5. Make the interview process leaner: Check whether the number of interview rounds can be reduced. If the time for selection has come, make your decision for or against a candidate as quickly as possible.

Source: Robert Half

Two-thirds of all SMEs surveyed expect exports to continue rising in the second quarter of 2018. This is also confirmed by the Credit Suisse Export Barometer. This is once again well within the growth zone, underpinning the optimistic export forecast of plus 4 % for 2018. Cyclical sectors such as MEM and chemicals are likely to see the strongest growth, while the pharmaceuticals sector is expected to feel the economic upturn to a lesser extent. Despite protectionist tendencies and increasing trade barriers, one in two SMEs assesses international growth opportunities as good today as they did five years ago.

Sascha Jucker, an economist at Credit Suisse, says: "With MEM and chemicals, the sectors that have suffered most from the strong franc in recent years are showing the strongest growth. The fact that exports as a whole are growing even without major growth impulses from the important pharmaceutical sector is very positive." Alberto Silini, Head of Consulting at Switzerland Global Enterprise (S-GE), notes, "Swiss SMEs are not intimidated by trade barriers and protectionism. This is evidence of great optimism and shows how robust the growth trend is this year."

Germany remains most important export market

Germany remains by far the most important export market. According to the Credit Suisse Export Barometer, 83 % of the SMEs surveyed intend to export goods or services to Germany in the next six months. France follows in second place with 66 %. Next comes the U.S. with 54 %, Austria with 53 % and Italy with 49 %. 46 % of the Swiss SMEs surveyed plan to export to the Netherlands in the next six months, 44 % to China and 42 % to the United Kingdom. Scandinavia follows with 41 %. The picture also remains clear in terms of the importance of export destinations: in terms of volume, Germany comes out on top with 56%.

Of the SMEs surveyed for the Export Barometer, 16 % said they intended to become newly active in Iran in the next six months. South Korea and the Gulf states are also attractive, with 13 % and 11 % of the mentions respectively. China, Saudi Arabia and Canada each want to export 10 %. The USA follows with just 8 %. Compared with the last survey, this figure has practically halved.

SMEs expect higher trade barriers

While the global economic environment and thus the international growth potential remain positive, trade barriers are increasing worldwide. Swiss SMEs are also actively aware of this development in recent years. Half assess today's growth opportunities to be exactly the same as five years ago, but the other half stated that it is more difficult to grow internationally today. They cited unstable exchange rates as the main reason, but also increasing protectionist tendencies in many countries, more complicated customs duties and the growing diversity of norms and standards for products.

But how can Swiss SMEs grow internationally despite trade barriers? This is the topic of this year's Foreign Trade Forum organized by Switzerland Global Enterprise on April 26, 2018 at Messe Zürich. At the major annual meeting of the export industry, SMEs will receive valuable tips and can draw on the cumulative expertise of 600 participating companies and experts on international growth.

Sources: Credit Suisse / Switzerland Global Enterprise

It is part of the national identity, every child knows its red second hand, and it is impossible to imagine Swiss train stations without it: the station clock. The Mobatime brand of Moser-Baer AG in Sumiswald produces such clocks and other clock systems. Its products are sold in over 150 countries around the world. Since Moser-Baer AG was looking for a sustainable ERP solution it launched an evaluation project with various Swiss ERP providers.

GIA Informatik AG emerged as the winner from this competition. "GIA understands as one of a few SAP-providers," says Reto Reist, CEO of Moser-Baer AG, explaining the decision. "She was convincing both in her presentation and in her references. In addition, she speaks the language of SMEs."

Modern ERP solution from SAP

Max Götschmann, responsible project manager on the part of GIA: "To cover all needs, we have an ERP system template for the manufacturing industry that includes all company processes and process groups." Moser-Baer AG and GIA subsequently prepared the ERP implementation of the following process groups: Controlling, Finance, Materials Management, Human Resources, Production, Production Planning and Control, Sales and Order Processing. Subsequently, the project partners imported the existing data into the system configured for Moser-Baer AG.

Mobile packaging processes

A first part of the project, which had its kick-off in March 2013, was to change the previous numbering logic. Max Götschmann: "We no longer wanted to assign the numbers externally, but rather internally within the system. This was a big step because all spare parts catalogs still had old numbers."

Another focus was on the processes in the shipping department. "The packing processes - from the definition of the crate to the creation in the system and the use of handling units to the packing of material - are now mobile. The picking system is enabled by a cockpit," explains Max Götschmann. Labeling processes are also special at Moser-Baer AG: For this, data is fetched from the ERP system and the contents are placed on labels, which vary depending on the customer, on different layouts.

Tips for other companies

Reto Reist offers the following advice to other companies that are also interested in an ERP system:

• A strong, knowledgeable project manager is central to the success of the project. On the one hand, he should understand a lot about SAP, and on the other hand, he should have knowledge of the business.
• Before starting the procedure, the interested company must decide whether it will provide an internal project manager. If it decides against it, it must hire an external professional for the company side.
• Companies should ensure that the master data is prepared correctly and cleanly. There must be no errors if they are transferred from the conventional system to the new one.
• Good process thinking is important in the integration team. The people involved must reflect the entire value creation process in the company.

Enjoyment of transparency in operation

Summing up, Reto Reist says that the collaboration over the entire duration of the project - from kick-off to project acceptance in March 2015 - worked flawlessly: "Thanks to this project, we can minimize the effort for the entire administration. Today, we have a fully transparent operation." Max Götschmann adds: "Thanks to an integrated, central data management system, Moser-Baer AG has a 'single source of truth' in which everything relevant is placed in one place."

What's in store for the future?

"At the moment, we are initiating processes for transparent price lists that we can then sell," says Reto Reist. The next stage of expansion involves the creation of interfaces to the sister companies: This will allow the company to simplify collaboration and data exchange, as well as integrate the system more deeply.

Author:

Silvan Wyser is Head of Marketing at GIA Informatik AG in Oftringen. GIA offers IT services with core competencies in the development and operation of solutions from a single source in the areas of SAP, IT services with its own cloud infrastructure and product development. Contact: T +41 62 789 74 17 / silvan.wyser@gia.ch / www.gia.ch

Founders and sole proprietors are often faced with a huge mountain of tasks that they can hardly manage. Especially not in the foreseeable future. Even small to medium-sized entrepreneurs wonder from time to time how they can distribute surprisingly accruing extra work when the existing employees are already more than busy. The quality of the work must not suffer under any circumstances.

Remedies are possible. Founders and sole proprietors should ask themselves: What kind of work am I good at and do I like to do? Those remain a matter for the boss. Next questions are: What can I do well, but don't like to do it (anymore)? What needs to be done even though I can't do it? This could be the tiresome bookkeeping or marketing, for example. Or something completely different. These activities need to be outsourced.

Build networks

There are two ways to do this: Quick and dirty and building networks. Many first outsource work to low-cost freelancers. This can work well, but it doesn't have to. The next step is therefore to build up a network of partnerships. With the right people.

If you want to build a network for long-term win-win relationships, it's best to sort through the designated tasks. For which tasks do proven procedures already exist to carry them out? These are easy to explain. Someone can quickly learn the ropes.

The Internet is a blessing

But what about orders for programmers, designers, editors and the like? After that you look longer, That is worthwhile or do you really want a designer who only pulls through his own taste and leaves the idiosyncrasies of the customer left? In the case of a programmer, the best thing to look for is a dedicated force that brings in its own design ideas. We have already benefited from this in our company. Ideally, the different network partners get in touch with each other when it is appropriate for a task.

The Internet shortens many paths and start-up times. Nevertheless, a face-to-face meeting is recommended whenever possible. If that is too time-consuming, teleconferencing with video is a good alternative. That connects.

Exchange of ideas brings it

Those who constantly work too much are heading for burnout. Networks play themselves in and protect against it. Which tasks do you currently want to outsource?

A good tip to finish with: Invite dissenters to exchange ideas more often. In whatever form. This will bring you many an innovative input.

About the author:
Edith Karl is managing partner of PowerManagement GmbH, motivational speaker and inspiring interview partner. Her podcasts are already heard in 106 countries. Karl's thesis is: "Thesis: It can't go on like this. People and business must move together again in a more meaningful way!" In the course of more than three decades as an entrepreneurial pilot, she has developed "Courage to succeed - the new rules of the game for people and business today". www.erfolgsorientiert.com

KPMG's "Swiss Tax Report 2018" compares the profit and income tax rates of 130 countries and all 26 cantons. According to the auditing and consulting firm, there were no significant shifts in the Swiss tax landscape. Since the beginning of the observation period in 2007, the average ordinary profit tax rate of the Swiss cantons has decreased by only 3.05 percentage points. The picture is similar for individual taxation: After a moderate downward trend until 2012, the average of the top income tax rates has settled just below the 34% mark (see below).

Central Swiss cantons show themselves to be "tax havens" when it comes to profit taxes

On average, corporate income taxes in Switzerland were only marginally reduced compared with last year. In the ranking of ordinary profit taxation, the cantons of central Switzerland continue to have the lowest tax rates. While the vast majority of Swiss cantons made no changes compared with the previous year, Zug, Schwyz and Schaffhausen reduced their tax rates moderately. In the lower ranks, which are shared by western Switzerland, the Mittelland and the urban cantons, there were also only insignificant changes in the cantons of Jura, Ticino and Solothurn. However, in view of the upcoming Tax Bill 17, further, in some cases significant, reductions in ordinary profit tax rates are to be expected - especially in previous high-tax cantons.

The long-term trend shows stagnating profit tax rates overall. Only the cantons of Graubünden (-12.94 percentage points), Schaffhausen (-7.09), Lucerne (-6.58), Neuchâtel (-6.57) and Appenzell Ausserrhoden (-5) have reduced their rates significantly. In practice, the 12% mark has effectively established itself as the lower limit - the cantons are unlikely to be able to afford lower ordinary rates for corporate income taxes.

Ireland remains Europe's toughest location competitor

In a European comparison, there were hardly any changes in the top group of locations with very low tax rates. The cantons of central Switzerland were also very well positioned in this segment in 2017. Only the Channel Islands (0%) and some (southern) eastern European countries apply even lower ordinary profit tax rates. The largest location competitor in Europe remains Ireland with a profit tax rate of 12.5%.

Various northern, western and southern European countries bring up the rear in terms of tax attractiveness. Norway (-1 percentage point) and Luxembourg (-1.07) have again reduced their rates for 2018. France is even planning a gradual reduction in ordinary profit taxation to 25% by 2022. Germany, on the other hand, increased its tax rate slightly by +0.21 percentage points.

Although the USA has significantly reduced its federal tax rate, it has only moved into the middle of the field. In an international comparison, the real tax havens are still various offshore domiciles as well as Hong Kong and Singapore. Switzerland continues to rank in the top third in a global fiscal comparison.

"Tax hells" and "tax havens" for individuals: Two-tier Switzerland

In terms of individual taxation, the cantons of central Switzerland also occupy the top positions in an intercantonal comparison. Lucerne was the only canton to increase its tax rate marginally by 0.01 percentage points compared to last year. The red lantern for individual taxation is once again shared by the cantons of western Switzerland and the Mittelland. There were no changes compared to last year.

After a gentle downward trend, the average top income tax rate has settled just below the 34% mark over the past ten-plus years. The cantons of central Switzerland and Appenzell Ausserrhoden have topped the rankings virtually without interruption since 2007. Overall, the cantons have only made minor tax rate reductions for individuals. With the exception of the canton of Uri, which has reduced the income tax rate from 33% in 2007 to 25,35% in the meantime (2018).

There has also been little movement since 2007 in the high-tax cantons, which show little variance in rates. Exceptions are Aargau and the cantons of Solothurn and Jura, which have made significant tax rate reductions over the long term. Individual taxation has remained unchanged for more than ten years in the cantons of Neuchâtel, Bern, Vaud and Geneva.

Source: Swiss Tax Report by KPMG

"Moving instead of sitting" is the motto of the Female Business Experience Day (FB Experience Day), which in 2018 will be held under the motto "Self-determined through life - confident and authentic to personal success". It is well known that proven strategies in sports also contribute positively to professional development. Ilka Piechowiak, keynote speaker and workshop leader of this year's FB Experience Day, is an eloquent example of this. Before she established herself as an expert in leadership and self-management, she was a national handball player for 11 years. In her keynote speech and practical workshop, she will explain how to remain confident and professional in one's professional role and how to achieve natural authority and assertiveness as a businesswoman.

Executive health coach, mental trainer and two-time European karate vice-champion Stefan Labas provides the physical exercise. With coordinated movement units such as "Powerswitch" and "Mindful Walking", he gives participants even better access to focus, concentration and letting go. On this varied day, body and mind get moving. At the same time, there will be plenty of time for exchange, discussion and networking among businesswomen.

Confident and authentic to personal success

Where are women in their professional careers? Have they achieved the desired goals and functions in the company? Why do we still "lose" so many women on the way to the top? The Female Business Seminars emerged in 2014 from an intensive examination of these and other questions. In the meantime, it has become an established continuing education and networking platform that stands out for its commitment to more femininity in business. In the meantime, the offer counts around 450 participants annually; 300 registered alumni and a network of 2,000 women have grown out of it.

The program, which is tailored to the further development of professionally committed women in specialist and management positions, deliberately focuses on topics complementary to specialist qualifications. The aim is to strengthen women in areas where "glass ceilings," a lack of gender-equitable culture and the special challenges of a time of change continue to stand in the way of personal advancement. The program therefore includes topics such as resilience, gender dialogue, fair negotiation tactics, self-efficacy and much more.

"I believe in the competence and strength of women. In that their involvement in shaping the world of work leads to good, more balanced decisions. That's why, with the FBS, we are committed to a gender-equitable corporate culture and economy," says Dr. Karin Jeker Weber, summing up the motivation for her extraordinary commitment.

Spirit of cooperation thanks to committed partners, collective and corporate memberships

After the first few years of "proving the point", other well-known business partners such as Beyer Chronometrie AG and Bank Linth AG have joined us as of 2018. This makes it possible to offer seminars with excellent speakers at sustainable prices, with deliberately small groups of 8 to 15 participants per seminar. In addition, there are partnerships, partly in the form of collective memberships, between the FBS and various women's, professional and industry associations. In this way, the latter provide their members with access to well-founded continuing education events. Members of the cooperating associations or organizations receive preferential conditions on the entire range of seminars.

For the first time this year, companies can also benefit from preferential conditions for their female employees by means of company memberships for participation in the FBS continuing education program. This is an attractive offer for organizations that want to commit themselves to more femininity in the economy.

www.femalebusinessseminars.ch

The company formation boom appears to be continuing in the first quarter of 2018 after the record year of 2017. This was announced by the Institute for Young Enterprises in St.Gallen at the beginning of April. According to the report, start-ups rose by 0.4% year-on-year in the first quarter of 2018, with 11,036 new entries in the commercial register. This was mainly thanks to a very strong January (6.7%) and a likewise positive February (3%). March shows a decline of -7.6% compared to the extremely strong month of the previous year. Growth is strongest in the cantons of Nidwalden (22%), Zug (18%) and Glarus (18%). So the Swiss startup scene continues to step on the gas, but the company formation boom varies by region. The canton of Zug in particular should continue to benefit from the euphoria surrounding cryptocurrencies and blockchain technology. 

And a word about the legal forms: The limited liability company (GmbH) is still the most popular legal form for starting your own business, with a share of 38%. It is followed by the sole proprietorship (35%) and the stock corporation (AG) with 18%.

Here is the overview of the figures, broken down by region and canton:

www.ifj.ch