A sigh of relief is sweeping through Switzerland: The franc has eased, Swiss exports are on the rise, an economic boom has returned internationally and the expectations of Swiss industry are good beyond all measure. "The Swiss economy is doing well again," is the general opinion. But as is well known, one swallow does not make a summer, because some things are not taken into account, as the association Swissmechanic writes in a new media release: Firstly, it is not at all certain whether the EURO boom will continue (danger of a new franc shock) and secondly, the economic consequences of the strength of the franc are far from over (convalescence of SMEs). Thirdly, the communication continues, the current soaring of the euro was partly created artificially. According to data from the Commodity Futures Trading Commission, large investors in particular are betting on continued euro strength against the dollar. The latest figures show that these speculative positions on a stronger euro have never been as high as they are now since at least the beginning of 2015.

The Franc Island and the Euro Flood

The value of the Swiss franc has therefore only been somewhat lower for a short time and can quickly rise again. If a crisis were only to emerge, Swiss companies would immediately be up to their necks in water again. International developments or the valuation of the euro represent a constant risk. Nevertheless, the franc remains a refuge for investors from all over the world in times of crisis. This results in constant appreciation pressure. Currently, the negative effects are being masked by the current economic upswing. However, in the context of low interest rates and the franc gaining in value, these should cause everyone to worry. If one does not want to see a "mass death" of the Swiss SME-MEM in the near future, the time has come to act - considering the risk of a new franc shock.

Rebound versus recovery

Already since the financial crisis in 2008 and then increasingly in 2015, the industry has had to struggle with the strong franc. Since then, there has been a margin problem for export-oriented SMEs, as they have to sell at the world market price. For many, this meant: The machinery was not renewed, but the capital reserves were nevertheless reduced and thus no new investment reserves were built up. For many small companies in particular, this is not a deliberate postponement of investment, but an investment hole and a huge problem. The negative interest rate has also not yet had a positive impact on investment in the manufacturing industry. A long-term upswing is needed for SMEs to convalesce. Just six months of upswing, which is by no means reaching all sectors and company sizes, is not enough. It would be illusionary and unrealistic to claim that the Swiss economy is doing well again.

Economic boom prevented by investment hole and credit drought

A new survey by Swissmechanic shows that over 70% of respondents would like to invest in Industry 4.0. However, the picture is split internationally with regard to financing. More than half of the established Swiss SME-MEMs manage without a bank loan. The proportion of companies with bank financing is accordingly significantly lower in Switzerland (35 %) than in neighboring countries: Italy (52%), France (49%), Austria (48%), Germany (45 %). A successful credit application needs a longer-term boost: in fact, it requires long-standing good business reports, modern infrastructure, collateral and future-oriented business models. Over 27% of the companies are therefore no longer getting loans and over 26% do not wish to comment on this. The larger companies also participating in this survey have other ways of raising money or simply relocate parts of their production abroad.

Swissmechanic has identified this investment gap as an important problem for Swiss SMEs and will discuss it with over twenty experts from politics, technology, research and business at the Business Day on September 14. Among others, they will include: Gerhard Pfister, Ruedi Noser, Prof. Dr. Peter Jaeschke, Otto Hofstetter a.o. Read more at. www.swissmechanic-businessday.ch.

The Zurich-based consulting company pom+Consulting AG is coming up with a new service: On Europaallee right next to Zurich's main train station, an "innovation lab" is being built in collaboration with various cooperation partners. The location, known as LAB100, offers an innovative environment in an attractive location that spurs new ideas, creativity and solutions for the world of tomorrow, according to a media release. The space is focused on the theme of "digitalization" and equipped with state-of-the-art technologies. It is intended to serve simultaneously as an exhibition, working and thinking space where users can experiment and think ahead to their own future. Startups, for example, have the opportunity to present their innovations and make them accessible to a broad audience.

Thanks to its flexible conception, the space is suitable for innovation & creative workshops as well as for education & training, meetings, presentations and aperitifs. "With LAB100, we are creating a space that enables working, thinking and innovating at the same time. It makes digitalization tangible. All the products on display can be tested. The LAB100 is another step towards Digital Real Estate," explains Dr. Peter Staub, CEO pom+Consulting AG and initiator of the LAB100. The LAB100 is available now at www.lab100.ch bookable.

 

An open office environment should support the intellectual freedom of employees. Many office consultants are now of this opinion. For this to succeed, it requires good planning and implementation. The following serious mistakes should be avoided when introducing open-plan office environments:

Planning error 1: Focus on saving space

The main motive for entrepreneurs to increasingly rely on open-plan offices is still to save cost-intensive square meters. Timo Brehme, consultant at conceptsued in Munich: "Under the guise of more open communication, workspaces are being cramped. In the process, many entrepreneurs forget how important value-added and collaboration spaces are in such a concept. Only with them can workflows actually be optimized and communication accelerated. Those who do not invest in retreat islands and well thought-out meeting places prevent teamwork instead of promoting it. Entrepreneurs should also be aware of this: Room costs are often much lower than personnel costs. But the added value from investing in employee well-being is much more sustainable than could be achieved by saving space."

Planning error 2: The employee has no voice in the change process

Generations born around the 1990s grew up in a globalized and digitized world. They often learned to be flexible, mobile and to work in a team as early as elementary school age. Best agers, on the other hand, have spent most of their working lives in small office units and with factual work on the PC. That's why there's a lot of fuel in the fire when entrepreneurs suddenly plan open-space offices. Many bosses nevertheless present their team with a fait accompli instead of involving them in the change management process. This preprograms the failure of acceptance. "Telling your employees, 'Here's your new open-plan office, deal with it,' doesn't work. Every employee is a human being with needs, habits and fear of change. Employees must therefore be involved in the change process at an early stage - and within a framework set by management," says Brehme.

Planning error 3: Inadequate technical equipment

Today, employees no longer want or need to physically sit in a fixed place in order to work effectively. Instead of paying attention to on-site working hours, many entrepreneurs have therefore long relied on target agreements. However, to ensure that the goals can be achieved and that employees can be reached by colleagues and customers at any time, both in the open space office and in the home office, entrepreneurs must invest in the appropriate technology. For example, employees need to be equipped with mobile devices. Cloud-based working opens up further possibilities. Data must be accessible from anywhere in the world. Different employees must be able to work on a file in real time. Digital signatures should be made possible, as should online access to business transactions. This is the only way to create a flexible office structure, while reducing storage space and integrating social change into office culture. In other words, space, organization and technology must fit together.

Planning error 4: Lack of retreat options

Those who work in open space need places of retreat for concentrated work. Entrepreneurs often forget to provide these in sufficient quantity. "Company bosses must ensure that the ratio between communicative and concentrated work is balanced. Otherwise, employees very quickly become dissatisfied," says Timo Brehme. According to the expert, there is no rule of thumb for the distribution of space, because this depends heavily on the intended use and the premises themselves. However, places of retreat do not necessarily have to be individual rooms that can be closed off. Think tanks, telephone booths or intelligent furnishings can also create retreat zones, mobility and different working atmospheres within open-plan offices.

Planning error 5: Too many disruptive factors

Noise is the first factor that comes to mind for business owners and employees when they think of sources of disruption in an open-plan office. In fact, however, it is not only necessary to plan the acoustics in the office environment. Timo Brehme: "When it comes to an optimal workflow and well-being at the workplace, room planners have to keep visual stimuli in mind as well as noise levels or room reverberation. Traffic routes play an important role here. For example, where are sofa landscapes set up, where a lounge? Brehme: "Placing a chic sofa next to workstations may be visually appealing, but functionally it's nonsense. After all, who is supposed to sit down here to talk to customers on the phone while their colleagues are working next door? In addition, customer traffic must also be taken into account. External persons such as clients or beverage suppliers should not have to pass through open-plan offices. That distracts employees unnecessarily."

Source and further information: conceptsued GmbH

For the Kaufmännischer Verband, wage increases of at least 0.75% are justified for the coming year in all sectors - in some cases also up to 1.5%, for example in the insurance industry, the pharmaceutical industry or in the IT sector. The Swiss economy is continuing to gain momentum and economic forecasts are positive with regard to further economic development, the association justifies its demand. Companies that suffered particularly from the appreciation of the Swiss franc had largely adapted to the new framework conditions. The latest labor market forecasts also show the best employment expectations for Switzerland as a whole in three years. Private consumption grew last year, with government consumption and investment showing even stronger growth. The Swiss export economy is also benefiting from the global upturn and the continued expansion of overall economic production in the euro zone, the KFMV continues.

Robust and competitive companies

In the past challenging years, Swiss companies have proven that they are robust and competitive. "This is largely thanks to the energetic commitment of their employees," writes the Swiss Commercial Association. Most industries made further gains last year, it said. The export-oriented MEM industry in particular benefited significantly from the devaluation of the Swiss franc and the positive international economic situation. The pharmaceutical and chemical industries grew even more strongly. Low interest rates and a lack of investment alternatives have also led to a sustained upward trend in the construction sector. Retail sales have been rising again since the beginning of the year. Despite great pressure on margins, cost-cutting measures in the banking and insurance sectors are producing increasingly pleasing results. In the telecommunications/informatics sector, long-term demand trends and ongoing digitization continue to produce very positive results.

Cushioning rising prices with wage increases

There has been no price growth for several years, KFMV said. Now, for the first time, positive inflation of up to 0.5% is expected again this year and next. This also justifies a wage increase, it said. And another clear demand: The unexplainable wage differences between men and women must be evened out. The changing labor market places higher demands on the skills of employees. Companies are therefore urged to make appropriate allowances in their investment plans for the training and further education of their employees.

Source: Commercial association

Hans is sick for the third time in two months. As usual, he sends a text message to his work colleague asking him to report him sick to the supervisor. When he returns to work three days later, the boss greets him briefly and everyone goes about their duties. Similar to this fictional example, absences play out in many companies, as Daniel Angst knows. He is head of the prevention management department at the health and accident insurance company Swica and supports companies in setting up and implementing an absence management system. First of all, he says, it is important for everyone to report sick to their supervisor in person. "That increases commitment," Angst knows. "Even if it seems like a detail, it has an impact on absenteeism." In addition to direct costs such as lost wages, every absence also entails indirect costs, such as finding and training temporary employees. "These indirect costs can be two to three times higher than the direct costs," Angst says. Successful absence management can reduce costs by up to 20 percent.

Return interviews as a basis

According to Angst, absence management includes, on the one hand, the figures and evaluations of absence recording systems or even certain tools such as the S-Tool. "The online survey tool was developed by Swica partner Health Promotion Switzerland and captures stressors, resources and well-being of employees as well as at the team and department level," Angst explains. "Such instruments make problem areas visible."

On the other hand, the return-to-work discussion, also called absence or absenteeism discussion, is fundamental. "A supervisor should already seek a conversation with the employee after a day of absence, greet him appropriately and ask how he is doing," says Angst. This is not about control, but about appreciation, showing the employee that his absence has been noticed. In the case of repeated or prolonged absences, for example after the third absence or after ten days of absence in a row, a standardized form, a discussion guide, should be consulted. "During these discussions, it is determined, among other things, what the employee, the supervisor or even the company can do to reduce the absences," says Angst. As an example, Angst tells of a manufacturing company where employees often fell ill because of drafts. But because no conversations took place, supervisors didn't know this. "Return-to-work discussions should identify possible reasons for absenteeism so that appropriate action can be taken," Angst explains. In the example mentioned, for example, protective walls were installed. Furthermore, the return-to-work talks form the basis for health-promoting measures. "If it turns out that many employees suffer from back problems or metabolic disorders, management should react and define measures," says Angst. This could be improved ergonomics or offers in the area of sports or nutrition.

Angst points out that medical diagnoses may not be asked about in return-to-work interviews - that is prohibited by law. However, he says, the employee has a certain duty to cooperate. "To find a solution, it would make sense if the boss knew more or less what was going on." Depending on the constellation - for example, in the case of interpersonal disagreements - it is advisable to bring in a neutral person for the discussion, such as an HR consultant. "Return-to-work discussions form the basis for any absence management," says Angst. "Thanks to them, absences can be effectively reduced, and they also have a preventive effect."

Early detection thanks to warning signs

"Return-to-work discussions often touch on the private sphere of employees. But many managers are reluctant to talk about private matters," says Angst. That's why training is enormously important, he says. "We show managers how to start and conduct the conversations. They're given a checklist to follow, and they learn about the different positions in role plays."

Another important component of the training courses concerns warning signs. They help to recognize possible illnesses at an early stage. Crisis signs can be: changed behavior, drop in performance, external changes, negative statements about one's own health. "In the case of such conspicuous features, it is worthwhile for the supervisor to take a close look and seek a conversation," says Angst. "Only in this way is it possible to intervene preventively." Especially in the case of mental illnesses, early detection helps to react quickly and, if necessary, prevent long-term illnesses or incapacity for work. "Managers should not make diagnoses, however, but should refer people to specialists and appropriate specialized agencies," Angst clarifies. In larger companies, this could be social services or contact points at the cantonal or municipal level.

It often takes years for new processes such as the return interview and changes to take effect properly, Angst knows. "It would therefore make sense to repeat training courses. On the one hand, new managers will learn what absence management means; on the other hand, such concepts need a certain regularity, otherwise they will fizzle out."

 

Interview

"Leaders have become much more vigilant"

SwissPrimePack AG is active in the plastic food packaging sector and employs 170 people in three-shift operation. The company had an absence rate of 5.5 percent. The company management therefore decided to introduce an absence management system and to train its managers in return-to-work talks. They were supported in this by their daily sickness benefits insurance company Swica. Marco Schaffner, Head of Human Resources at SwissPrimePack, is responsible for the project and knows how successful it is.

Why did you introduce return interviews?

Marco Schaffner: On the one hand, we wanted to show employees that we care about how they are doing and how we can support them. On the other hand, we wanted to give the managers a tool with which they can fulfill their responsibility for their team. The conversation training is at the same time a development of the managers.

How have managers responded to the return interviews project?

Restrained at first. They thought it was a "gspürschmi thing. But when we were able to show them that 10 of our employees are permanently sick, it was a real eye-opener.

How did the training go?

The training consisted of lectures and information transfer during one morning. Unfortunately, there was not enough time for the role plays. I think we will make up for them. If I had to plan the training again, I would invest a whole day.

How was the feedback on the training?

Very good. Our managers were shown all the possible reasons for absences and how to recognize them at an early stage. For some, this led to "aha experiences".

What impact does the training have on everyday work?

Managers have become much more alert and interested in what is happening in their team. If an employee comes to work completely overtired, they notice it and ask about it - in the past, they didn't pay that much attention. They are more interested in their employees' social environment and lifestyles.

Do supervisors have no inhibitions about bringing up private matters in conversations?

This is always an issue. But we have developed an interview guide that you can use to prepare yourself. You can also take the guide directly into the conversation and use it to ask about the points that need to be clarified. Furthermore, it is the task of a manager to be able to create trust. The greater this trust, the more freely employees will talk.

Where is the line between asking and asking out?

It is not about curiosity. Anything that affects the work can be of interest. For example, if an employee always shows up for the early shift overtired and is therefore prone to illness, it is helpful to know that he has two small children and his wife works the night shift. If such circumstances are learned in the discussions, it is possible to take appropriate measures, such as introducing a different time model in the shift.

Is it necessary to have a conversation after each absence?

Yes, even if it was only one day. But it is only after the third day that specific questions have to be asked, i.e. with interview guidelines, and any measures agreed. These discussions are recorded in writing and come to me in the HR department.

How did employees respond to the return-to-work interviews?

We did inform them about the renewal, told them that it would affect everyone and that no one need be afraid - of being fired, for example. But when the first talks took place, they were still shocked. Many wondered why they should talk about their absences. They don't yet see the point of the talks.

What difficulties are there in practice with return interviews?

We need to work on making sure that the conversations are real and not forgotten in the hustle and bustle of everyday life.

How do you do it?

I see who is sick in which department and how often. It's my job to ask the supervisors whether they have conducted the discussion and whether measures have been defined. Up to now, these return-to-work talks have not yet worked automatically; they have to be driven forward so that they don't peter out.

Would you recommend the introduction of return interviews to other SMEs?

I think it makes a lot of sense for the development of a company health management system as well as for the training and further education of managers. Swica's training was also very well prepared, with many illustrative examples.

(Interview: Marianne Rupp. Marianne Rupp is a freelance journalist)

 

Swisscom has just published its latest half-year figures. CEO Urs Schaeppi commented on the half-year results as follows: "Swisscom delivered a very solid performance in the market in the second quarter. We have successfully launched inOne, are growing in bundled offers and in the TV business. Fastweb is also doing well and increased its contribution to Swisscom's EBITDA. The decline in fixed-network telephony continued, which, together with intense, strongly promotion-driven competition, resulted in slightly lower revenue from telecommunications services."

Intense competition, declining fixed-network telephony

Overall, the net revenue of Switzerland's largest telecom service provider in the first half of 2017 was virtually unchanged year-on-year at CHF 5,690 million (CHF -79 million or -1.4%). At the same time, revenue from telecommunications services in Switzerland declined slightly. According to Swisscom, it fell by CHF 76 million (-2.3%) due to intense competition and increasing market saturation, with around half of this decline attributable to the declining subscriber base in fixed-line telephony. EBITDA, on the other hand, increased by 1.5% or CHF 33 million to CHF 2,260 million. The growth in EBITDA was also driven in particular by Fastweb (+20.3%). Fastweb's EBITDA includes compensation from legal proceedings amounting to CHF 102 million.Swisscom's net profit increased by CHF 51 million or 6.5% year-on-year to CHF 839 million.Swisscom continues to expect net revenue of around CHF 11.6 billion and capital expenditure of around CHF 2.4 billion in 2017.In terms of EBITDA, the forecast is increased from around CHF 4.2 billion to around CHF 4.3 billion due to the compensation from legal proceedings at Fastweb recorded in the second quarter. If the targets are achieved, Swisscom plans to propose an unchanged dividend of CHF 22 per share for the 2017 financial year at the 2018 Annual General Meeting.

Decline in sales in Swiss core business compensated for

Thanks to prudent planning, it has been possible to compensate for most of the decline in revenue in the Swiss core business, the company adds. As announced, Swisscom will reduce its cost base in Switzerland by over CHF 300 million from 2015 to 2020.

On balance, the Group's headcount decreased by 1.7% to 20,775 jobs in the first half of the year. As of the end of June, Swisscom had a headcount of 17,974 in Switzerland. This is 398 jobs or 2.2% fewer than at the end of 2016. More than half of the reduction was absorbed through natural attrition and internal job placements. Over the course of summer 2017, 222 apprentices completed their training at Swisscom. 278 young people started their apprenticeships at Swisscom in August, mainly in retail, mediamatics, IT and commercial apprenticeships. In total, there are over 900 apprentices in training at Swisscom.

Network of the future: roll-out of ultra-broadband network continues, switch to All-IP on schedule

The telecom service provider is currently working full steam ahead on generation projects and is continuing to modernize its infrastructure in Switzerland. Although Group-wide capital expenditure decreased as a result of delays in network rollout (-11.4%), it remains at a high level of CHF 1,057 million. In Switzerland, these amounted to CHF 728 million or 16.9% below the previous year. As of the end of June, more than 2.7 million lines were equipped with the latest fiber-optic technologies. In total, Swisscom has connected around 3.7 million homes and businesses with ultra-broadband (more than 50 Mbit/s). By the end of 2021, Swisscom will have connected all Swiss communities with fiber-optic technologies, giving even remote villages access to ultra-broadband.

The forward-looking digitization of the fixed network (all-IP technology) is also proceeding according to plan. More than 1.7 million customers, or three-quarters of all lines, are already benefiting from HD voice quality, personal barring lists, name display, and automatic spam filters to block unwanted advertising calls. Up to 40,000 additional lines are added each month. From the beginning of 2018, customer lines in larger regions of Switzerland will be completely converted to IP, so that the dismantling of the old infrastructure can be driven forward there.

Click here for the detailed Interim Report

This year's IT Procurement Conference drew a record number of visitors, with over 350 participants from procurement, consulting and IT. The conference was organized by the Digital Sustainability Research Unit at the Institute of Information Systems at the University of Bern, the Federal IT Steering Body ISB, the Swiss IT Conference SIK, swissICT and CH Open. The high-level speakers addressed the IT aspects of the revision of the law and the transparency of procurement processes from the public sector.

Federal IT procurements facing a paradigm shift?

In the run-up, the Federal Council's proposal caused discussions, as National Councilor Regula Rytz points out. The federal government is one of the largest IT procurers in Switzerland and is expected to implement the new WTO regulations in Swiss law in 2019. Until then, there would still be a lot to discuss in parliament, including the envisaged extension of freehand procurement, the withdrawal from the principle of publicity and the sustainability of IT solutions. "Absolute transparency and absolute trust," according to Rytz and BBL Director Pierre Broye, is the basis that justifies the revision of the procurement law. Thanks to the clean foundation, more room for flexible instruments, such as the dialogue procedure, is targeted, he said. In order to counter corruption and promote competition, functional and concrete tenders and a sufficiently transparent evaluation system are necessary. Andreas Amsler of the IT company Liip advocates a translation of the micro-services approach from the IT industry: analogous to the communication protocols of the Internet, collectively regulated principles and the interoperability of small IT components could replace large-scale government projects. This would be tantamount to a paradigm shift in IT procurement.

Transparency as the highest principle

Following the technical sessions, the Federal Data Protection and Information Commissioner (FDPIC) Adrian Lobsiger discussed the controversial points of the Federal Council's legislative proposal on the podium with Regula Rytz, with procurement expert Anja Nyffenegger and with Thomas Fischer, Head of the Procurement Conference of the Canton of Bern. If the principle of publicity is undermined, the declared goal of transparency is reversed, criticized Lobsiger. Fischer underlined the importance of transparency regarding the activities of the state, but pointed out that for effective competition, providers must also have confidence in the secrecy of their business secrets.

Source: Institute for Information Systems at the University of Bern

DXC Technology, a listed independent end-to-end IT service provider, surveyed 100 industrial managers in Switzerland in July on the opportunities and risks of the smart factory of the future. According to the survey, 70 percent of Swiss industry managers consider the transformation to Industry 4.0 to be important in order to avoid being squeezed out of the market in the future. However, weaknesses are apparent on the way to digital practice: Companies are strongly clinging to traditional thought patterns and neglecting to consistently develop new business models.

Opportunities for new business models underutilized

These are - in summary - the most important findings of the study. "The digital transformation in industry calls for new strategies away from traditional management decisions," says Liliana Scheck, General Manager of DXC Technology Switzerland. "As our latest Industry 4.0 study shows, Swiss companies want to use digital innovations first and foremost to optimize value creation in a very traditional way. The opportunities to develop truly new business models come up short in the process."

DXC Industry 4.0 survey results in Switzerland

Against this backdrop, optimizing costs is the top priority for industrial managers when it comes to the internal use of digital technologies (65 percent). At the same time, not even eight percent currently have the strategic approach of developing a start-up mentality within the company with Industrie 4.0 on their agenda. This is in marked contrast to digitally native companies. Strategists from Silicon Valley, for example, have adopted the disruptive credo and are systematically revolutionizing supply, customer service and other business areas.

Swiss managers show a similar reluctance to embrace digital implementation at the interfaces with external partners that need to be established for Industry 4.0: Only a minority are already thinking specifically about being able to participate in automated supply chains(24 percent), automating their own purchasing and sales (33 percent) or investing in robots and machines (31 percent).

DXC Technology accompanies companies on the digital journey

"The rapid digital developments we are currently experiencing in the industrial sector are more profound and faster than much of what we have seen so far in the world of information technology," Liliana Scheck continues. Connected industry, with the wide availability of data in real time, offers many opportunities for companies. One of DXC's missions now is to make companies fit for new value networks worldwide with the help of digital transformation, the company spokeswoman concludes.

More information: DXC Technology

Ali Mahlodji was born in Iran and grew up in an Austrian refugee home. He stuttered, dropped out of high school and tried out over forty different jobs. In the process, he also learned how unhappy the wrong job can make you. As a 14-year-old, he had already wished for a "Handbook of Life Stories" - a book in which one could be inspired by the life stories of others.

In 2012, he founded the startup whatchado, an Internet video platform on which people talk about their lives, careers and dreams. He wants to encourage people and offer them perspectives. Thousands of people - from apprentices to Austrian presidents - now share their careers and lives on the platform. In a Interview with the ORGANIZER Ali Mahlodji already spoke about his platform, the education system itself and the book project, which is now complete.

"I wrote this book for all those people who in today's world believe too little in themselves and yet want to go their own way," the author writes in a personal email to members of his network. "It is for both young and adult people who have just forgotten what potential they have. But it's also for people in education and for leaders who guide people through their lives," Ali Mahlodji continues. "It's a mix of my life story (refugee, school dropout, 40 jobs, burnout, entrepreneur), the creation of my international business whatchado, but also the experiences from over 6000 life stories from over 100 nations and my work as an EU Youth Ambassador with over 50,000 young people in Germany, Austria and Switzerland."

And what do you do?
From refugee and school dropout to international entrepreneur
320 pages
ISBN: 978-3-430-20234-3
Ullstein publishing house

Website for the book: www.undwasmachstduso.com

Irene Frei (picture), independent interim manager and consultant, is the new Chairman of the Board of Schulverlag plus AG. She replaces Dr. Robert Abt, who is stepping down after 14 years in office. He transformed Schulverlag plus from a public-law organization into today's AG and played a decisive role in shaping the company, which operates successfully on the market. Half of the company is owned by the cantons of Aargau and Bern.

The goal of the new president of the board of directors is to further advance the digitization of teaching materials production and distribution and to lead the company into the digital future, according to a statement from Schulverlag. To this end, she brings profound experience from her work at various media companies and publishing houses.

Martin Hitz, UTA Communova AG, was also newly elected to the Board of Directors. The Board of Directors is thus now composed of (alphabetical order):

• Irene Frei, President (Owner Irene Frei Interim Management / Consulting)
• Martin Hitz (UTA Communova AG)
• Heinz Röthlisberger, Vice President (Bern Department of Education)
• Marianne Rubli Supersaxo (University of Bern, Research Associate Administrative Directorate)
• Peter Seiler (CEO Res Publica Consulting AG)
• Hansi Voigt (media specialist, founder Watson)

More information: Schulverlag plus AG

Since 1988, Infoniqa has pursued a business policy in the Swiss IT market focused on continuity, enabling qualitative and quantitative growth. With its 70 employees, it is represented in the Swiss market with offices in Baar/ZG, Zurich and Bussigny-près-Lausanne and intends to continue its growth as an IT system integrator for data center solutions, managed services, and as a cloud and information management solution provider in the coming years.

Now completely in the hands of Urs R. Tschudin and Roger Hegglin

The entire history of Infoniqa SQL AG can confidently be described as eventful: In mid-2007, the former SQL AG was sold to Infoniqa Holding GmbH in Vienna. This was followed as early as March 2008 by the purchase of T-Systems Romandie and the subsequent merger with Infoniqa Switzerland. At the beginning of 2012, the two minority shareholders Urs R. Tschudin and Roger Hegglin, with the support of the German private equity firm CornerstoneCapital, bought out Infoniqa Switzerland from Infoniqa Holding, thus making the systems integrator an independent Swiss company again. Now Tschudin and Hegglin have acquired all shares of CornerstoneCapital by means of a management buyout, making them 100 percent owners of the successful company.

Success Story Infoniqa SQL AG

Between 2012 and today, Hegglin and Tschudin, together with their team, were able to increase the sales of Infoniqa SQL AG from around CHF 20 million at the time to around CHF 45 million, with more than half of the growth being organic. The two acquisitions of GlassHouse Technologies AG (end of 2013) and Hirt Informatik AG (end of 2016) also took place during the time of the German participation.

Urs Tschudin, Delegate of the Board of Directors as well as VRP of Infoniqa SQL AG comments on the management buyout as follows: "Since CornerstoneCapital's participation was limited to five years, Roger Hegglin and I seized the opportunity and took over the company completely. As entrepreneurs and not 'just' managers, we have significantly more freedom to make decisions regarding upcoming investments and business direction. As owners, we can focus even better on future challenges and continue to expand the customer base in the cloud business as well as our offerings and services."

Information: Infoniqa SQL AG

After the successful IFM Symposium in fall 2016, the Institute for Facility Management will hold the 2nd IFM Symposium on October 6, 2017 in the Auditorium of the Technopark in Zurich. The theme of this year's edition is: Facility Management - Innovations in FM for healthy living and working spaces. This topic will be discussed with exciting presentations by internal speakers as well as guest speakers from leading international universities, including for example Prof. Vivian Loftness, Carnegie Mellon University (USA), Dr. Forest Flager, Center for Integrated Facility Engineering (CIFE), Stanford University (USA) or Dr. Suvi Nenonen, Tampere University of Technology (Finland). The IFM Symposium is aimed at business and public sector professionals and executives, academics, and master's and doctoral students in FM and beyond.

Information and program