At the beginning of the FlexHF project was the desire of students to be able to organize their HF studies more flexibly. ABBTS and ZbW are therefore the first higher technical colleges in Switzerland to offer recognized degree programs in a new, flexible format. The curricula and qualification procedures of the training courses remain the same, but part of the face-to-face teaching is replaced by digitalized and individualized forms of learning. "Currently, we are only modestly applying e-learning to the HF degree programs," explains Kurt Rubeli, Rector of ABBTS. "With the FlexHF study program, we are intensifying this. The partnership with the FFHS is crucial for us, as it brings us a big step forward in terms of e-didactics."

Focused practice and digital-based learning formats

HF-Flex degree programs will offer a contemporary form of guided learning through digitalized and individualized forms of learning. The proportion of classroom teaching will be smaller and increasingly devoted to application, practice in the laboratory and personal exchange. At the same time, the greatly expanded e-learning component should offer students greater flexibility in terms of time and space in their HF studies. "With this blended learning methodology, we also want to enable employees to enter higher vocational education whose everyday working life does not allow them to study with a high school presence," says ZbW Director Andreas Schubiger about the planned combination of concentrated practice with digital-based learning.

20 years of experience put to new use

"Services to third parties are part of our performance mandate," explains FFHS Rector Michael Zurwerra. "We are pleased to be able to pass on our expertise from 20 years of blended learning to recognized HFs. At the same time, the FlexHF project allows us to gather further insights and refine our methodology." For example, ZbW and ABBTS instructors will be working together in the CAS eDidactics of the FFHS and pick up important input on the structuring of the program and e-didactics. The FFHS will also support the implementation of the study programs on e-learning platforms and opens up a smooth transition from the higher technical college to the university of applied sciences for FlexHF graduates with its Passerellen offers.

Study start spring 2018

The plan is to start the first two FlexHF programs in spring 2018. ABBTS will offer a FlexHF program in energy technology, and ZbW will offer a FlexHF program in mechanical engineering.

More information: flexhf.ch

Nico Tschanz has over 20 years of experience in digital business and is very familiar with the Crealogix Group, an independent Swiss software company that is a Fintech Top 100 company and one of the market leaders in digital banking. In 1998, he started there as a Senior Consultant and led the Business Solutions division for two years as Deputy CEO. After moving to SQS Software Quality Systems (Switzerland) AG as CEO in 2008, he founded Esmeralda AG, a company specializing in IT consulting, the following year. Most recently, Nico Tschanz was Head of Consulting at ti&m AG for four years. Here, as a member of the management team, he led the development of new business areas and innovative projects in the financial sector until the beginning of 2017. At Crealogix Group, Tschanz manages sales in Switzerland in addition to the Consulting division. In this role, he defines and leads consulting services so that customers can successfully implement their digitization and agilization programs.

"Knowing Nico Tschanz is back on board is a good feeling. With his industry expertise, he can provide our customers with even more targeted advice. This way, financial service providers are optimally equipped for the digital needs of their target groups today and in the future. A win-win for them and for us," says Richard Dratva, CSO at Crealogix, about the return. "Digitalization in the financial industry is really picking up speed right now. I am very excited to support our existing and new customers on this increasingly fast-paced journey," says Nico Tschanz about his new role.

Information: www.crealogix.com

Nearly 300 "HR professionals" learned about new trends in HRM and their impact on the future viability of companies at the 13th East Switzerland HR Day. The conference was opened by the president of the "Freie Erfa-Gruppe Personal Ostschweiz". Abdullah Redzepi from the University of Applied Sciences St. Gallen and member of the program advisory board led into the multifaceted topic. He presented some results of a recent study conducted by the FHS and showed that many HRM tasks are in fact the responsibility of line managers. In many companies, there is a discrepancy in the perception of this.

Manuela Broz, founder of Human Ethik Label, was the first speaker to point out the importance of an optimal corporate culture. It is this culture that promotes the achievement of economic goals. According to Broz, it is also possible to become a market leader through humanity. Unfortunately, ethics in dealing with people is still not a business discipline, the speaker regretted. Moreover, human resources instruments and methods are still used too little according to the principle of meaningfulness.

Flexibility, personality, social competence

Marcel Oertig, partner and founder of Avenir Consulting AG, Zurich, opened the round of HR professionals. He used the term "flexible workforce" to focus on the flexibilization of personnel deployment and employment relationships. In the age of digitalization, he said, HRM is becoming a key competence for the future viability of companies. Meanwhile, Hans C. Werner, Chief Human Resources Officer at Swisscom, was of the opinion that only those who understand their business will be accepted as trustworthy partners. He advocated in-depth training and further education, and was in favor of anything that would train and mature employees' personal and social skills. "HRM must have a place at the management table," was another of the speaker's comments. But on the other hand, HRM has meanwhile "acquired too many management tasks". Swisscom has therefore drawn the consequences. For example, separation discussions are management tasks that must be handled by the line and not primarily by HRM.

Artificial intelligence takes over routine

After the break, the competent and shrewd moderator Matthias Wipf welcomed the top HR manager of the Federal Customs Administration, Martin Weissleder, who used the example of the successful "Bien vue" project to show how innovative HR processes gain better internal acceptance and are successfully implemented. According to Weissleder, it is by creating added value and benefits that HRM becomes a game changer.

The exciting conclusion, before a competent summary by Rector Wörwag of the University of Applied Sciences St. Gallen, was made by futurologist Lars Thomsen. For the topic complex "work," he said, there are currently eight megatrends driving changes, upheavals and paradigm shifts in the next ten years: digitization, the battle for talent, new values and relationships, knowledge sharing, more teams and task forces, the end of the 40-hour week and attendance time, a clearer difference between management and leadership, and the redefinition of work. For Thomsen, we have reached the end of the last phase of the industrial age. Now, he says, we need to redefine work from the ground up at the political, societal and new economy levels. "Work will have to be reassessed," Thomsen said. He spoke of how, in ten years, there would probably no longer be a categorization between employer and employee, but rather one would have to speak of communities of values. In the future, companies will function more like "clubs" that people join because they share their common values. That is why it is an important task of HRM in particular to create values. All the more reason to conclude that - against the backdrop of the future viability of organizations - HRM must become an even more integral part of management.

More information: www.personaltag.ch

Lee Hecht Harrison, an Adecco Group company specializing in outplacement and career reorientation, is adding an additional team member: Ella (pictured) is the AI (artificial intelligence) driven digital career counselor who effectively assists terminated workers with career reorientation and job search.

A mountain of information

Anyone who loses their job is first faced with a mountain of information: A multitude of Internet platforms with job vacancies, job advertisements, guides of all kinds. Despite the flood of information, less than a third of vacancies are advertised publicly. This is where Ella comes in, a text-based dialog system controlled with artificial intelligence. Ella helps those who have been made redundant to cope with the flood of publicly available information on the basis of their individual starting position and can also access a database with many jobs that are not publicly advertised. The dialogue system is available to all job seekers who are involved in an outplacement program run by Lee Hecht Harrison.

Ella conducts an intelligent dialogue

Ella conducts an intelligent dialog with its users, the company says. Specifically, it asks about education and skills, ideas and desires regarding the new job, and how to geographically narrow the job search. Ella then makes suggestions for eligible open positions based on all publicly available information and Lee Hecht Harrison's database. Neither the job seeker nor his or her advisors have to worry about the time-consuming data analysis. This speeds up the job search and makes it more effective, according to the report. In addition, the dialog with Ella can always be continued due to changes in the situation. In addition, thanks to the use of artificial intelligence, Ella is constantly learning and refining its recommendations.

"Ella creates more time for personal elements of job search"

Caroline Pfeiffer Marinho, Country Manager Switzerland at Lee Hecht Harrison, emphasizes: "Process automation using artificial intelligence relieves consultants of the time-consuming targeted data analysis. Thus, thanks to Ella, there is more time for the personal elements of the job search: preparing the resume, training for interviews with potential employers, personal networking."

Source and further information: Lee Hecht Harrison

34 percent of employees plan to leave their current job in the next twelve months, even though they are actually satisfied. The reason for this is a lack of long-term career opportunities within the company (23 percent) or the prospect of better options on the labor market (11 percent). Another 3 percent are very dissatisfied in their current job and would therefore like to quit within the next six months. These are findings from Mercer's 2017 Global Talent Trends Study, which examined more than 7500 records from managers, HR leaders and employees worldwide. The study also shows that the lack of employee confidence in career planning appears to be unrecognized by many HR leaders. For example, 70 percent of the HR managers surveyed are satisfied with their talent management process.

Flexibility - required, but not sufficiently given

The perceptions of employees and managers or HR directors also diverge on other topics. More than half of the employees surveyed say that both their direct manager and their colleagues support flexible working (61 and 64 percent respectively). However, one in three employees report that they have asked for flexible working in the past but were not granted it. One in two employees (50 percent) are also concerned that working part-time or in a home office will negatively impact their career opportunities. And although nearly two-thirds (77 percent) of full-time employees are interested in new types of employment on a contingent or contract basis, neither business nor HR managers have yet shown any openness to this. They believe that the so-called "gig economy" will not have a major impact on their business over the next two years.

According to the study, however, change is generally a big issue for organizations. In fact, 93 percent of companies plan to significantly change their organization in the next two years. At the same time, however, only 4 percent of senior managers say that their organization is driving these change processes systematically and in a modern way. In fact, HR leaders in Germany do not have the topics of organization and adapting role profiles on their 2017 priority list (see chart 2). "At a time when digitization, robotics and artificial intelligence are challenging and in some cases overturning traditional business models, companies in some places are relying too much on new technologies to ensure the company's competitiveness. In the process, the employee factor is quickly overlooked," said Dieter Kern, partner and leader of the People & Organization Excellence Practice at Mercer. "Growth is based on properly motivating and empowering employees. Companies are ultimately driven forward by employees who have the necessary skills and are given sufficient opportunities to develop innovative solutions."

Backlog demand for digitization of HR tasks

HR departments are also lagging behind the expectations of senior management and the workforce when it comes to technology. Sixty-one percent of managers believe new workplace technologies, such as robotics and wearables, will have the greatest impact on their organization within the next two years. But less than half of HR professionals (49 percent) agree. Organizations rate employees' digital skills low. Only about one in three companies surveyed (35 percent) say employees can handle more than standard HR tasks (leave requests, etc.) digitally.

"The world of work and talent pools are changing far too quickly to stick solely and permanently to traditional methods," comments Kate Bravery, Global Leader of Career at Mercer. "Some companies are rightly already beginning to develop new approaches to how employees access knowledge, leverage technology, lead, communicate and shape their personal career biographies."

Health more important than wealth for employees

61 percent of employees say their health is more important to them than their wealth. Leaving salary aside, the biggest plus point for the employees surveyed worldwide when choosing an employer is vacation or time off - in the form of sabbaticals, additional vacation days or fewer working hours for a lower salary. Benefits such as fitness studios or recreation rooms at the workplace, on the other hand, are less important to employees.

In addition to flexibilization, individualization is also necessary to create an overall satisfactory working environment for employees. Less than half (49 percent) of employees say their company is aware of their individual interests and skills. However, 53 percent would like to see exactly that.

Source: Mercer

Burnout is a phenomenon of our modern performance-oriented society. More and more people are suffering from stress-related illnesses. Exhaustion depression, anxiety, sleep disorders or psychosomatic complaints are often the result. With SymBalance, a team of experts at the Kilchberg Sanatorium has developed a special therapy concept for the treatment of stress-related illnesses. The concept has been successfully tested as part of a scientific study.

The inpatient treatment program includes individual medical care, intensive individual psychotherapy and stress management training in groups, physiotherapy and exercise therapy, as well as sports and creative activities. In addition to psychological and physical regeneration, the goal of treatment is improved stress management, increased self-confidence, optimal development of individual resources, and return to work.

The offer has been available to patients with supplementary insurance on the Belvedere private ward since 2013. Now the clinic management has responded to the increasing demand for treatment for patients with general insurance and opened a new ward with a beautiful view of the lake on June 6. The special ward has single and double rooms. Thanks to extensive remodeling measures, the premises optimally meet the patients' need for rest and regeneration.

More information: www.sanatorium-kilchberg.ch

The Board of Directors of the Funk Group has appointed Urs A. Bleisch as its new Chairman. He replaces Christoph Meier, who successfully led this body for around seven years. Urs A. Bleisch has been a member of the Board of Directors since 2008 and will continue to manage the operational business as CEO. In 1990, Christoph Meier laid the foundation for a leading company in the areas of risk management, pension and insurance consulting with the former Meier und Partner. With great passion on the client front, he quickly succeeded in winning well-known national and international clients. Funk can still count numerous clients from the founding years among its business partners. Christoph Meier will remain associated with the company as Honorary President. In the future, however, he will devote himself even more intensively to his charitable projects.

www.funk-gruppe.ch

There are more pleasant things than an accident on vacation, especially if you are still abroad. After the initial shock, questions quickly follow such as: Who pays for the damages? Who will pay for medical and hospital costs? How am I insured for such cases? Suva has summarized the most important points that holidaymakers should bear in mind.

• For what services are you insured? Employees who work at least eight hours per week are compulsorily insured against occupational and non-occupational accidents through their employer. In EU and EFTA countries, the compulsory accident insurance pays the same benefits as if you were insured in the corresponding country - with the exception of emergencies in which the accident victim suffers life-threatening injuries (see "Better off in an emergency" below). In other countries, it pays at most twice the daily rate that would have been paid for treatment in Switzerland. Especially in countries with extraordinarily high medical costs, such as the USA, Canada, the United Arab Emirates and Japan, this amount is far from sufficient.
• Why are vacationers stuck with accident costs? If you have not taken out supplementary insurance in the form of vacation and travel insurance, you are insured for the General Section at home and abroad. However, tourists often end up unknowingly at the private doctor or private clinic - and pay dearly for this.

The following tips from Suva will help you to be well advised in the event of an accident abroad:

• Take out vacation and travel insurance: You can take out these with private accident and health insurers for little money. Then you are on the safe side and can go to the nearest doctor in an emergency without being stuck with high costs. In rare cases, supplementary insurance policies also exclude certain benefits. Ask when you take out the insurance.
• Eyes open when choosing a doctor: If you do not wish to take out vacation and travel insurance and are still able to choose the hospital or doctor yourself after the accident, you must go to a public hospital or to a doctor who charges at the basic rate of the relevant country. Only then will the compulsory accident insurance cover the costs in full. This applies to EU and EFTA countries. In other countries, the accident insurance will reimburse at most twice the amount of the most expensive public Swiss hospital.
• Save phone number of the 24-hour helpline: Save the emergency number of your vacation and travel insurance in your electronic contacts on your cell phone. The approximately 50 percent of employees insured with Suva also receive help from Europ Assistance abroad if they are unsure where to seek treatment after an accident. This includes a 24-hour helpline with the telephone number +41 848 724 144, a worldwide medical care network, assistance and advance payments such as doctor, medicine and hospital costs on site, as well as transport to a trustworthy clinic or return transport home.
• Do not sign anything: Accident victims often have to agree to full coverage before undergoing surgery in foreign hospitals. Do not sign anything if you are unsure whether you are sufficiently insured. Always check with the helpline of your insurance company first. Because: Foreign private hospitals often recommend immediate operations, although a transport home to Switzerland would be possible. Here, the same operation in a public hospital costs a fraction.
• Require receipts for cash payments: In some countries, you must make cash payments in order to receive medical care. You must always ask for a receipt for such payments.
• Collect supporting documents and reports: If you have been to a doctor abroad as an outpatient or even had a hospital stay, you should ask for receipts for all services paid for. These do not necessarily have to be receipts, invoices are also sufficient as proof. Also, doctor's reports, X-rays and any other medical documents should always be brought back to Switzerland. These can be important for further visits to the doctor or in case of a relapse/complications.
• Better off in an emergency: Anyone who is admitted to a private hospital with life-threatening injuries is not left to pay the entire costs, even if insurance coverage is insufficient. In this case, accident insurance in all countries will reimburse at most twice the amount of the most expensive public Swiss hospital, instead of only the social tariff of the corresponding country.

It is important that the insured person can credibly demonstrate that he or she has paid hospital and medical expenses abroad. Only then will insurance companies cover the costs. For good reason: "We consistently fight insurance abuse," says Roger Stalder, insurance expert at Suva. Since Suva is repeatedly confronted with insured persons who try to obtain insurance money at the expense of honest premium payers, sometimes even with falsified doctor's reports from abroad, it checks carefully whether a benefit has really been received.

Suva provides further information in its Brochure "Insured worldwide.

"Success in overtime - it's not over until the whistle blows" was the theme of this year's Female Business Experience Day, held at FIFA headquarters in Zurich. Around 60 professional women, from assistants and salaried managers to entrepreneurs from a wide range of industries, took part in this training event. Dr. oec. Karin Jeker Weber, founder of the Female Business Seminars, wants to promote mutual support and solidarity among women in the business world with these specific training courses. Because: Too many well-educated women are still "disappearing" from the economy - and this despite the many opportunities that the digital transformation, for example, also offers for diversity. Karin Jeker Weber thinks that many companies lack the courage to try out new things in this regard. That's why a lot of stamina is still demanded of women. And there is a lot to learn from sports, said Jeker Weber in her introduction to the conference.

How can we turn the game around when it already seems lost? How do we succeed in projects that at first glance seem impossible? Why are some people with the same starting conditions more successful than others? The solution is to keep at it - and that can be learned. Keynote speaker Robert Nussbaumer provided both diverse and practical impulses for this. In an in-depth workshop, the participants developed effective methods to achieve their goals, because success lies in the ability to stick with it. And the FCZ women provided the actual "learnings" from the sport by literally bringing movement into play. The participants were enthusiastic: "This was really a training experience with fun, valuable food for thought and great moments. Who can say that they once played soccer with the FCZ women? I'll probably never forget it, it was simply brilliant," said Marie-Christine Nyffenegger, President of EWMD Switzerland.

In addition to the Female Business Experience Day, a total of ten one-day seminars are also on the program this year. The seminars are devoted to topics that are crucial for career advancement in addition to professional qualifications.

More information

The IMD World Competitiveness Center, a research center at the IMD Business School in Switzerland, has published an annual ranking of the most competitive countries since 1989, based on 260 indicators. This year, 63 countries were listed, including Cyprus and Saudi Arabia for the first time.

Hong Kong consolidated its strong position in this competitiveness ranking, topping the list for the second year in a row. Switzerland and Singapore landed in second and third place respectively. By contrast, the USA slipped from third place last year to fourth, its worst ranking in the last five years. The Netherlands jumped from eighth to fifth place compared with the previous year.

Among the countries that improved the most, indicators related to business and government efficiency and productivity stood out, said Professor Arturo Bris, director of the IMD World Competitiveness Center. "These countries have maintained a business-friendly environment that encourages openness and productivity," Bris explained. "China, for example, rose from 18th place and made up seven places. This can be attributed to its commitment to international trade, further boosting the economy and improving business and government efficiency." Meanwhile, the bottom ranks are held by countries experiencing political and economic upheaval.

What about digital competitiveness?

For the first time, the IMD World Competitiveness Center published a separate report this year and created a ranking based on countries' digital competitiveness. The Digital Competitiveness Ranking aims to assess countries' ability to use and explore digital technologies that bring about changes in governance, business models and society in general.

Here, Singapore leads the way, followed by Sweden, the U.S., Finland and Denmark. "It is clear that a supportive and inclusive approach by government agencies drives technological innovation," Bris said. "In Singapore and Sweden, regulation has been developed that focuses on available expertise: for example, regulation has been introduced thanks to which foreign professionals can supplement the pool available domestically. The U.S. tends to focus on strengthening research and generating new ideas, but historically the country's government has always championed technological innovation. This shows that in countries that are competitive in digital, the government encourages the adoption of new technologies."

The detailed ranking:

Source: www.imd.org

NTT Security Switzerland is expanding its service business, strengthening its position in the growing Swiss market. The company offers a comprehensive range of services that enable large and medium-sized Swiss companies to optimally protect their IT. The service portfolio includes topics such as advanced analytics, incident response and SIEM (security information and event management). The local team for the central Incident Response area will also be expanded and the local Security Operations Center significantly expanded.

Fully active in Switzerland

NTT Security Switzerland provides its services entirely in Switzerland, processing all data in its domestic Security Operations Center, so that the country's special requirements in terms of compliance and governance are met at all times. This is especially true with regard to the new EU General Data Protection Regulation and the associated new Swiss guidelines, which will present many companies with new challenges in the coming months. In addition to domestic services, the company also offers global services always in local refinement.

Holistic consulting approach

Through the cooperation with other Swiss NTT subsidiaries, NTT Security Switzerland not only has a comprehensive offering, but also great competitive strength, the company says. This means that a broader portfolio can be offered that goes beyond pure security services. Above all, customers benefit from the bundling of competencies within the NTT Group and the associated synergy effects and appreciate the new holistic consulting approach from a single source, it continues. NTT Security in Switzerland operates completely independently and - unlike in other countries - works directly with its customers. Another special feature in Switzerland is that NTT Security will continue to work closely with national and international technology providers and further expand its portfolio of solutions.

More information

A new premium newsletter entitled NZZ Global Risk is designed to give SMEs a knowledge edge in politically turbulent times that can be crucial to success. After all, most SMEs do not have the resources to systematically deal with geopolitical risks and take them into account in their decisions. This is where NZZ Global Risk comes in, as NZZ Editor-in-Chief Eric Gujer explains in the following interview:

On June 1, the premium newsletter "NZZ Global Risk" will be published for the first time. What is this new product about?

Eric Gujer: Brexit and the election of Donald Trump have shown how directly political events affect the economy and companies. This is increasing. There is hardly an SME left in Switzerland that is not active internationally in some way. But these companies can't afford research departments like large corporations do. This is where we can offer something, because assessing political and geopolitical risks is our specialty. A second strength is our independence. And finally, we are also a Swiss SME and have a Swiss perspective on the world.

Who are the recipients of your newsletter? Who specifically do you want to reach?

NZZ Global Risk is aimed at SME entrepreneurs and interested readers. We start as a premium newsletter included in the NZZ subscriber. There are many entrepreneurs among NZZ readers. Non-subscribers can buy a digital trial subscription for 20 francs and thus test NZZ Global Risk. In exchange with our readers, we will further develop the product after the launch and offer NZZ Global Risk as a stand-alone, paid product in a second phase.

Does NZZ Global Risk exist only as a newsletter or also in another form?

After the first phase, we will expand the product based on the feedback and behavior of our readers. It is quite conceivable that there will also be a printed version at some point. What is already clear is that we will hold a conference once a year on the opportunities and risks of a particular country region. The first one will be held on August 24 in Zurich on the subject of China. At this conference, our foreign correspondents will examine the topic from the perspective of their respective locations. In August, not only our China correspondent will speak, but also the one from the USA, who of course has a very interesting perspective in this context.

There are already various services for internationally active SMEs, such as those offered by Switzerland Global Enterprise S-GE or the Swiss Export Association. To what extent do you differentiate yourself with your offering?

We do not promote exports and are not a state organization that has to take foreign policy into account. We are also not a company with our own products and interests in these markets. Our product is independent and impartial. These have always been the strengths of the NZZ.

How is "NZZ Global Risk" financed?

In the first phase, it is an offer for our subscribers, financed by subscription revenues.

So no funding through advertising?

No. A partnership would be conceivable.

What sources do you rely on for the content conveyed? Is this purely journalistically researched information or do you also rely on third-party contributions? If so, on whom?

The NZZ has a network of more than 50 correspondents worldwide that is unique in Europe. These are experts who have been working in the respective countries and regions for years. It has long been the case that business delegations abroad like to meet with the local NZZ correspondents because they are not only very well informed and networked, but also independent. For NZZ Global Risk, we work solely with RepRisk. They specialize in assessing and graphically presenting global reputational risks.

How is the newsletter structured?

The Premium Newsletter first presents a management summary, then delves into three plausible scenarios, compares them and assesses their likelihood of occurrence. At the end, we draw a conclusion tailored to the needs of SME entrepreneurs and also provide the reader with extensive statistical and graphical material on the topic. The first newsletter is about the rise of China and the end of the American-dominated world order. The three scenarios we see: 1) confrontation and trade war, 2) harmonious alliance, or 3) pragmatism despite mistrust.

These are indeed geopolitical movements that are relevant at best at the strategic level. Aren't you moving too far away from the daily business of SMEs?

SMEs know their daily business best themselves. But geopolitical changes are by no means far removed from daily business. Increasingly, they have a very direct impact on businesses and entrepreneurs need to take them into account when making decisions. The devaluation of the British pound after the Brexit vote, for example, had a very tangible impact on business with England.

Always on Thursdays

NZZ Global Risk is published every Thursday, for the first time on June 1 at 4:30 pm. In a first phase, the premium newsletter is included in the NZZ subscription and can be ordered at www.nzz.ch/globalrisk be subscribed to. The contents of "NZZ Global Risk" are exclusive - i.e. do not appear elsewhere. In addition to the weekly premium newsletter, there will be an event once a year on the opportunities and risks of a specific country region. The first conference will take place in Zurich on August 24, 2017.

More information incl. video teaser