The Swiss Venture Club SVC, an independent, non-profit-oriented association of entrepreneurs for entrepreneurs, is further expanding its entrepreneur awards: With the newly created Prix SVC Aargau Solothurn, the SVC aims to make this important and diverse economic region even more visible. Until now, SMEs from these two cantons have been integrated into different award ceremonies - from Espace Mittelland to Northern Switzerland and the Zurich economic region.

Award in spring 2026

The first edition of the Prix SVC in the new, ninth region of the SME network will take place in spring 2026. The OC has started preparations in close cooperation with the SVC office. Robin Wasser, who is also Head of Regional Corporate & Real Estate Banking at SVC Presenting Partner UBS, will act as host and OC President.

Robin Wasser is looking forward to the Prix SVC Aargau Solothurn: "Our region - with the energy canton of Aargau and the canton of Solothurn, which boasts successful companies in the precision engineering and watchmaking sectors, among others - is one of the strongest economic regions in Switzerland. Thanks to its strong industrial base, well-developed infrastructure and proximity to international markets, the region makes a significant contribution to the Swiss economy. It also offers attractive jobs and benefits from a well-trained skilled workforce. It is therefore high time that we offer the best SMEs from the two cantons their own showcase within the SVC in order to recognize their achievements and strengthen regional entrepreneurship."

Selection by a jury of experts

As with all Prix SVC awards, the companies nominated for the Prix SVC are selected by a jury of experts. Its members are independent, work in a practice-oriented manner and are strongly anchored in the respective region. More information on the composition of the jury in the Aargau Solothurn region and the location and date of the award ceremony will follow in the coming weeks.

The five finalists of the 1st Prix SVC Aargau Solothurn will be announced by the end of the year.

Source: Swiss Venture Club

Two new members, Christoph Brunner and Nathalie Bolliger, have joined the Board of Directors of OBT AG. Together with the existing members Thomas Züger, Roman Marty and Reto Schaffner as Chairman, the two new members have strengthened the company and want to continue to lead it prudently into the future. Stefan Traber will leave the board.

More diverse composition

In its new composition, the board is more diverse on the one hand, while on the other hand OBT is sending a strong signal to its employees with the election of Head of HR Business Partner Nathalie Bolliger. "Her task will be to give employees a voice and represent them in the best possible way," said Chairman of the Board Reto Schaffner on the occasion of the election. A graduate in social and business psychology, she has been working at OBT since the beginning of 2020. She previously worked for many years in HR consulting and as Head of Talent and Associate Partner at various start-ups.

Experience and know-how

Having been with the company for around 25 years, Christoph Brunner is not only familiar with the practices of OBT AG, but as an active member of the board of directors of various SMEs, he also brings important board expertise to the strategic development of the OBT Group. As a long-standing member of the Executive Board, head of the St. Gallen branch with around 100 employees and Head of the Fiduciary Department, the qualified business economist and certified fiduciary expert has extensive specialist knowledge and sound management experience. He is also a member of the EXPERTsuisse Professional Ethics Committee.

Stefan Traber, Partner and Senior Client Manager at OBT St.Gallen, has decided to leave the Board of Directors of OBT AG and devote more time to client work in the future. 

Source: OBT AG

The Swiss software company Abacus Research AG is continuing on its successful path and also recorded strong growth in the 2024 financial year. Consolidated total sales increased by 16.3 percent compared to the previous year. The company is thus continuing its streak of double-digit growth rates without interruption, according to the press release.

Continuous growth

As the leading Swiss manufacturer of business and ERP software for SMEs, Abacus is able to continuously strengthen its market position, the company continues. According to the company, demand for mobile subscriptions once again recorded a significant increase. Abacus achieved a 30.6 percent increase in sales in this area. There are now 1,252,000 subscribers using this service. In addition, the focus on specific sectors in particular has paid off: In the main and ancillary construction trades, law firms and fiduciary companies, the market share was further expanded.

Success thanks to partner network

The Abacus partner network contributed significantly to this success: Axept Business Software AG was once again named the most successful sales partner in 2024, followed by OBT AG in second place and BDO AG in third place. Christian Huber, Co-CEO and CFO of Abacus Research AG, comments: "The continuing demand for digital solutions shows that SMEs increasingly want to automate their processes and make them more efficient. This is precisely where we come in with the latest technologies such as Abacus Intelligence - our AI solution, which will be included in the Abacus Business Software for the first time from May. A big thank you to our employees and partners who contribute to the success of Abacus every day with their expertise and commitment."

Source and further information: www.abacus.ch

It all started with a faulty grand piano - and then a masterpiece was created. The year was 1975 in Cologne: a concert was about to be canceled because an inferior replacement grand piano had been delivered - out of tune, rickety, with weak basses. Keith Jarrett was about to leave, but the young organizer begged him to play anyway. He stayed - and created "The Köln Concert", the best-selling solo jazz album of all time.

The reason? Jarrett had to get creative. He circumvented the weaknesses of the grand piano, developed new rhythmic patterns and played more intensively than ever before. The restriction made him creative - and led to a masterpiece.

What can you learn from Keith Jarrett?

How often do we hear phrases like:

• "We can't deliver because the resources aren't perfect."
• "That's not possible with this system."
• "The market is simply too difficult."

Jarrett could have thought the same way - but he didn't. He made the best of the situation and created one of the greatest jazz improvisations in history. This attitude can be applied to many life and business situations.

Why challenges are often opportunities

There are fascinating parallels from nature: oxygen was originally toxic, but became the basis of higher life. Calcium, once toxic to cells, is now essential for bones and muscles. This shows that many obstacles can strengthen us - if we learn to deal with them.

Three strategies for turning challenges into success

1. Change circumstances: Not every difficulty has to be accepted. If an improvement is possible - seize the opportunity
2. Use the situation to your advantage: Instead of complaining, ask yourself, "How can I turn this to my advantage?" Difficult markets require clever solutions, difficult superiors promote communication skills, and understaffed teams can create efficiency gains. This attitude makes you antifragile - the greater the pressure, the better you become.
3. Pull others along: True leaders not only develop themselves, but also help those around them to see challenges as opportunities. Instead of helping immediately, ask questions that encourage independent thinking.

Conclusion: Improvisation as a success factor

Keith Jarrett could have left Cologne - but he stayed, improvised and made history. Breakthroughs often come about not despite, but precisely because of adverse circumstances.

When the next crisis comes, remember the bad concert grand piano in Cologne - and use obstacles as a springboard to success!

"If you want something you've never had before, you must be willing to do something you've never done before." - Thomas Jefferson

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

BNI is the abbreviation for "Business Network International", the world's most successful network. It has been proven that cultivating relationships is the most effective method of obtaining recommendations, securing a company in the long term and enabling it to grow. In Switzerland, too, 93 entrepreneurial teams with almost 2,800 members in Switzerland and the Principality of Liechtenstein recommended each other more than 66,600 times in 2024. This also resulted in economic success, with BNI members generating a turnover of CHF 321 million.

BNI in Switzerland

The head office of BNI Switzerland is located in Lucerne. The company currently employs 26 people. It is managed by Danja Hermetschweiler - her family has held the exclusive BNI license for Switzerland and Liechtenstein for 20 years - and Hugues Steyner, Country Manager. Three members of management share responsibility for their area. Georg Zacher and Hugues Steyner are responsible for German-speaking Switzerland with 1,300 members. At regional level, there are 12 area directors. This structure makes it possible to effectively support the members so that they can understand and optimize the use of the tools provided by BNI in order to further develop their business and their success.

Each BNI entrepreneur group meets once a week, usually for breakfast, but also at other times depending on individual needs. The aim is to build business relationships, promote cooperation and exchange qualified recommendations. The meetings follow a tried and tested system to increase both the number and quality of business referrals and ultimately generate significant sales.

Two new initiatives and a major event to mark the 20th anniversary

True to its philosophy "Who gives, wins", BNI is launching two initiatives to address two specific target groups in Switzerland: BNI know-how is offered to innovative start-ups for one year. Non-profit organizations benefit permanently. Each team of entrepreneurs can accept two applicants.

On June 6, an extraordinary event is also on the program in Lugano. Several hundred members and guests will be able to benefit from inspiring presentations, shows and unique networking opportunities to further expand their professional network in an elegant and festive setting.

Danja Hermetschweiler, Head of BNI Switzerland, comments on the anniversary today: "We are confident about the next 20 years. Soon, over 9,000 entrepreneurs throughout Switzerland will be using our platform, which will boost the economy and create jobs."

Source and further information: https://bni.swiss 

The Renewable Capacity Statistics 2025 report, which was published by the International Renewable Energy Agency (IRENA) on March 26, 2025, shows a massive increase in electricity generation from renewable energies in 2024 to an impressive 4,448 gigawatts (GW). The 585 GW added in the previous year corresponds to 92.5 % of total capacity expansion and a record annual increase of 15.1 %.

Still a long way to go despite record growth

Although 2024 has set another benchmark in terms of renewable energy capacity and growth, progress falls short of the 11.2 terawatts needed to meet the global target of tripling installed renewable energy capacity by 2030. To meet this target, annual renewable energy capacity additions must now increase by 16.6 % per year by 2030. In addition, progress is again characterized by considerable geographical disparities. As in previous years, Asia accounted for the majority of the increase, led by China, which contributed almost 64 % of global capacity growth, while Central America and the Caribbean made the smallest contribution with only 3.2 %. The G7 and G20 countries accounted for 14.3 % and 90.3 % of newly added capacity in 2024 respectively. Francesco La Camera, Director General of IRENA, commented: "The steady growth of renewable energy that we are witnessing year after year is a testament to the economic viability and rapid deployment of renewable energy. Even though records are being broken year after year in the expansion of renewable energies, we still face the same challenges, namely the major regional inequalities and the ticking clock in view of the impending 2030 deadline."

More than three quarters is solar energy

Solar and wind energy continue to record the largest growth and together accounted for 96.6 % of the total net increase in renewable energy in 2024. Solar energy accounted for more than three quarters of the capacity expansion, increasing by 32.2 % to 1,865 GW, followed by wind energy with growth of 11.1 %.

The extensive net decommissioning of power generation from non-renewable energies in a number of regions has contributed to the upward trend in renewable energies, IRENA reports. However, more needs to be done to achieve the goal of tripling renewable energy generation capacity by 2030 and the Paris Agreement, it adds. In recent years, IRENA has called for the establishment of clear, quantifiable targets for renewable electricity generation capacity in the NDC 3.0. To this end, the Agency provides support for the improvement and implementation of its members' NDCs with a focus on the energy sector through its engagement in individual countries.

Source: IRENA / Renewable Capacity Statistics 2025

On July 3, 2025, the third Zurich SME Innovation Day 2025 will take place at the ZHdK Toni Campus. At this event, visitors will join other SMEs from a wide range of sectors to find out how they can make their companies more sustainable, innovative and competitive through targeted measures. The focus is on the following four topics:

• Circular economy & resource conservation - Making value chains more sustainable and reducing costs in the process.
• Digital transformation & AI - From concrete application examples from Swiss industry to the question of how your SME can benefit specifically from new technologies.
• Innovation promotion & financing - How can new sources of financing be tapped in order to successfully implement ideas?
• Employer attractiveness - How can you motivate your employees, retain talent and shape change processes together, especially in times of economic uncertainty?

The program includes exciting keynotes, interactive workshops and practical discussions. For example, Olmar Albers from the öbu Association for Sustainable Business will talk about "Successful value creation thanks to circular solutions" and Nicholas Hänny from the well-known start-up NIKIN AG will address the question "How do I manage to reconcile sustainability and innovation as a company?" Another item on the program will be a presentation on "Company succession: buying instead of founding - the underestimated strategy for success". The conference will be moderated by Stephan Lendi. 

Participants at the third Zurich SME Innovation Day will therefore receive comprehensive information on how to take effective steps to lead their company into the future.

You can register here!

The organizer and CEO of KMU Swiss AG, Armin Baumann, was once again satisfied: The hall at Trafo Baden was once again well filled, contacts were made and experiences exchanged. With representatives from the embassies of Taiwan and the Philippines, the event also had an international touch.

Cultural change with obstacles

But first it was about crystallization points of a cultural change. Chantalle Moerker, engineer and psychologist, introduced the conference topic. She spoke about the most important hurdles that need to be overcome when an organization strives for cultural change. This is because the topic of "culture" is often considered to be of secondary importance. And many companies feel overwhelmed by it. They often stop at working on the structure or organization. But: "Culture cannot be digitized away," says Chantalle Moerker. The key lies in integral corporate development, which encompasses the dimensions of structure (processes, products, organization; objective), culture (values, guiding principles, working atmosphere; subjective), external leadership (knowledge, appearance, communication; objective) and internal leadership (attitude, mindset; subjective). The effect must be from the inside out, i.e. from subjective to objective. "The self-awareness of managers determines the level of culture," Chantalle Moerker summarized her remarks.

The energy supply company Alpiq is currently undergoing a cultural change. CEO Antje Kanngiesser outlined the path taken so far, which began a good five years ago. The energy supply crisis revealed the limits of the large company and made tough decisions necessary: Moving away from diversification, withdrawing from ten countries. However, Antje Kanngiesser was also able to note: "When the pressure is really on, a lot can be achieved together". The crisis also released new energy, and honest communication at all levels proved to be crucial. Today, Alpiq considers itself to be well positioned with a clear purpose of "security of supply" and an organization that allows for quick reactions. A lot of work has also been done on the work culture, which is also visible to the outside world thanks to the "Great Place to Work" label.

From CEO to Chief Enabling Officer

Innovation and creativity were at the heart of the presentation by Stephan Wartmann, CEO of the Brugg Group. The company manufactures a wide range of products such as plastic pipes, cable systems, wire ropes, slope stabilizers and process control systems. The energy transition, sustainability, infrastructure safety and further internationalization are key elements of the Group's strategy until 2028. Stephan Wartmann presented impressive examples from the Group's portfolio. For example, smart process control technology can save up to 40 percent energy in urban drainage. Or with automatically installed safety systems for mine tunnels, the consumption of shotcrete, which has a large CO2 footprint, can be reduced. Last but not least, lightweight construction systems can contribute to the conservation of resources in general. However, such solutions are only possible by cultivating a culture of innovation throughout the company, as Stephan Wartmann - who sees himself as the "Chief Enabling Officer" - explained. As an example of this, he also showed a TikTok video created by apprentices, which presents the benefits of an apprenticeship at the Brugg Group in a humorous way.

"Destroying the culture"

This was followed by the appearance of Josef "Joe" Ackermann. The world-famous and not uncontroversial former CEO of Deutsche Bank and other financial companies answered questions from presenter Hugo Bigi. Of course, he was also asked about the downfall of CS. Josef Ackermann described it as a mistake that the former Schweizerische Kreditanstalt SKA was "torn apart". "This destroyed the culture", said Ackermann. After that, too many risks were taken, the wrong acquisitions were made and an exaggerated bonus culture was adopted. Commenting on his understanding of leadership, particularly at banks, Ackermann said that teamwork was important. "Banking needs integrity," Ackermann continued. Promoting innovation at banks is not easy, however, but you have to allow lateral thinkers and mistakes. Josef Ackermann sees various dangers in the current economic and geopolitical developments. For example, he fears that the combination of tax cuts, tariffs, tightening of the labor market and interest rate cuts could lead to inflation in the USA. And he sees the easing of the debt brake, for example in Germany, as an "unfortunate development" on the one hand, but also as a necessity due to the circumstances - keyword: rearmament. Josef Ackermann concluded by advising the younger generation to be diligent and to do things that are not so prestigious.

Combining innovation and tradition

The 21st KMU Swiss Symposium concluded with the presentation of the KMU Swiss Award. This went to the company Lantal Textiles AG. In its more than 100-year history, the family-run company has managed to transform itself from a simple manufacturer of linen fabrics for cheese production into the world's leading supplier of textile systems for the aviation industry. According to the laudatory speech, the company is exemplary in combining tradition and innovation. The award winner was selected by a jury from numerous submissions in a multi-stage process. There will be another winner next year - applications can now be submitted on the KMU Swiss website.

More information: www.kmuswiss.ch

On March 12, 2025, the Swiss parliament elected a new Federal Councillor in the Federal Palace, and the Swiss Venture Club (SVC) chose the winner of the 15th Prix SVC Espace Mittelland on the same evening in Bern's Kursaal. With around 1,300 guests, the event was "completely booked out", as OC President Reto Portmann proudly stated. With its award ceremonies in eight Swiss economic regions, the independent and non-profit association SVC has created a high-profile vehicle for recognizing SMEs as the driving force behind the Swiss economy.

Giving SMEs a stage

Five SMEs were also in the spotlight for the Prix SVC Espace Mittelland 2025, vying for the winner's trophy: Gasser Ceramic - Brickworks Rapperswil Louis Gasser AG, Megasol Energie AG, Olwo AG, Platit AG and Schwob AG. All of these companies are exemplary for traditional trade coupled with a high degree of innovative strength, as was emphasized time and again. The much-cited "backbone of the Swiss economy" was thus once again given a stage. Even Sabine Keller-Busse, head of UBS Switzerland, the presenting partner of the Prix SVC Espace Mittelland, did not miss the opportunity to refer to her own SME roots: "My grandfather made the 'Schober trailers' in Aarberg," she said, regretting that she had never learned Bernese German. SVC Vice-President Hans Baumgartner pointed out that increasing regulation was putting more and more pressure on this economic backbone. Regulations are necessary, he said, but they should be applied with a sense of proportion. "Every regulation means interfering with companies' freedom of choice and costs a lot of money," said Baumgartner.

Gasser Ceramic: Traditional bricks with an innovative interior

However, politics definitely faded into the background when the finalists were presented and the ranking was announced. In the end, Rudolf Gasser and his niece Julienne Gasser were the beaming winners and received the winner's trophy. For generations, their company has combined state-of-the-art technology with craftsmanship. Gasser Ceramic develops and produces high-quality clay products: roof tiles, bricks and photovoltaic systems that offer a pleasant living experience and optimum energy efficiency. With around 200 employees, ten production lines and six kilns at four locations, the winner of the Prix SVC Espace Mittelland 2025 is one of the leading Swiss manufacturers in this sector. Jury president Jürg Schwarzenbach paid tribute to the winner in his laudatory speech: "No one can ignore Gassers. The brickworks is a pure family business, run by Hans and Rudolf Gasser in the third generation. The next generation, Julienne Gasser and Lukas Schläppi, have already joined them. During the day of the jury visit, we could sense the enthusiasm for the products and the pride of the employees in working for this traditional company." Gasser Ceramic is constantly presenting new innovative solutions for sustainable construction, such as solar bricks or the new, innovative Capo bricks, which are filled with insulating material and make additional external insulation superfluous.

Platit AG and Schwob AG also on the podium

Second place goes to the leading manufacturer of high-tech PVD coating systems, Platit AG. The company, which is also owner-managed, has been dedicated to the processing and finishing of surfaces for over 70 years. Its machines are used to emboss nickels and gold medals as well as to coat the hinges and dials of luxury watches. Anyone visiting the high-tech company will feel the spirit of innovation and the uniqueness of the company and its products. With over 650 coating systems installed worldwide and support and sales offices in Europe, America and Asia, the family-owned company maintains close partnerships with its customers.

In third place is Schwob AG, which has been developing and producing exclusive textiles for hotels, restaurants, clinics and residences in its own Jacquard weaving mill since 1872. The company employs 240 people. The five Schwob laundries and thirty local partner laundries provide customers with a unique range of services as an integral part of a multi-layered process. The great tradition paired with high innovation leads to a quality that inspires customers. Schwob exports bed and table linen - made in Burgdorf - to many renowned addresses around the globe.

Diploma ranks for Megasol Energie AG and OLWO AG

Megasol Energie AG, founded in 1993, was awarded a diploma. The Swiss manufacturer develops and produces solar modules and intelligent mounting systems. The company's own research department works with renowned partners on future technologies to take the design, aesthetics, production and efficiency of building-integrated power generation to the next level. As one of the leading manufacturers of solar products, the company is an important supplier for industry and commerce in Switzerland and Europe. While others in the industry are struggling, Megasol is growing strongly on its own in the tough European market.

OLWO AG, a family-run company in its third and fourth generation, which has developed into a central production, trading and service company in the Swiss timber industry since 1926, was also awarded a diploma. OLWO's production facilities include two sawmills in Worb and Erlenbach and a planing mill in Stalden. In recent years, the company has extensively modernized its infrastructure and invested in digital logistics solutions. With around 180 employees, the OLWO Group stands for proven specialists, state-of-the-art machinery, strong partners and flexible logistics.

More information: SVC

It's the well-known cycle: good times create bad leaders, bad leaders create bad times, bad times create good leaders - and so on. The key question is: how do you prevent yourself from falling into this trap?

Why good times weaken leadership

After decades of economic stability, many leaders have become accustomed to comfort. But leadership means the opposite: vision, courage and responsibility - especially when there is no crisis in sight. Those who rely on the status quo are caught unprepared when circumstances change.

Three keys forr excellent leadership - regardless of the situation

1. Have a clear and positive vision: Many companies communicate goals, but rarely an inspiring, forward-looking vision. Ask yourself: If you asked your team today about your shared vision - could they clearly state it? And more importantly, is it really motivating?

2. Give each person a concrete perspective: A vision without a connection to everyday life remains ineffective. Your task as a leader is to show everyone in the team exactly how he or she contributes to the big idea. This creates clarity, identification - and real motivation.

3. Be a real role model: Leadership does not work from behind, but from the front. Your actions speak louder than words. Do you expect decisiveness? Then make courageous decisions yourself. Do you expect a sense of responsibility? Then live it consistently.

Why these principles are often forgotten

Good times tempt us to neglect these principles. But without vision, perspective and a role model, you unconsciously help to build up the next crisis. When the going gets tough, it's too late to quickly switch into leadership mode.

The big question: what do you do with it? You already know all this - the challenge lies in the implementation. My tip: reflect regularly:

• What is my vision for my team or my organization?
• How do I show everyone how he or she contributes to the vision?
• Do I myself live the principles that I expect from others?

These questions not only bring you clarity, but also make your leadership crisis-proof - no matter what happens.

Author:
Volkmar Völzke is a success maximizer, book author, consultant, coach, speaker. www.volkmarvoelzke.ch

The schillingreport has been examining the composition of the executive boards of the 100 largest Swiss employers for 20 years and of the boards of directors for 15 years. During this time, the proportion of women on executive boards has risen from 4 % in 2006 to currently 22 % and on boards of directors from 10 % in 2010 to currently 33 %. "When we started surveying the composition of executive boards in 2006, I could not have imagined that 20 years later we would be publishing such a broad-based survey in the form of the schillingreport, which has made and continues to make a significant contribution to transparency at the top of the Swiss economy," says Guido Schilling, publisher of the schillingreport. The schillingreport has always focused on data on the composition of management bodies in the Swiss economy and the public sector. For the current edition, 119 executive boards and 93 boards of directors as well as the federal administration plus 26 cantonal administrations were surveyed.  

Proportion of women on boards of directors: Switzerland needs to catch up

When the survey on the proportion of women on boards of directors was first carried out in 2010, there was only one female chairperson; there are currently seven. In 2010, the proportion of women on the board of directors was 10 %, which has risen steadily to the current 33 %, with the required benchmark of 30 % under company law being exceeded in 2024. In recent years, companies have filled between 37 % and 48 % of vacant seats with women, ensuring the desired mix. "We are making good progress. Nevertheless,
Compared to the EU countries, where France already has 48 %, Italy 45 % and Norway and the UK both have 44 % women on their boards, we in Switzerland are unfortunately still at the bottom of the league," says Schilling. He also points out that countries such as the UK, Finland and Sweden have achieved their top position without statutory quotas for women. However, it is encouraging that 62 % of companies currently have a proportion of women of ≥ 30 % on their board of directors, compared to a modest 2 % in 2010, notes Guido Schilling. At the same time, the proportion of companies without women on their board of directors fell from 44 % to currently 3 %.

Generation project Gender diversity in management

The proportion of women on the management boards of Switzerland's 100 largest companies has risen from 4 % in 2006 to 10 % in 2020 within 15 years. "These homeopathic steps have kept me busy for a long time," admits Guido Schilling. "As early as 2010, I talked about the generational project of a balanced gender mix in the Executive Board. The sensitization phase lasted 15 years. The catalyst effect only came about when the companies established two or more women in their overall management. Last year, the companies cracked the 20 % mark and thus achieved the required gender benchmark. I'm talking about the awareness phase here." According to the schillingreport, companies currently have 22 % women on their management boards, with 25 % of vacancies being filled by women. "The acceptance phase in this generational project is reached when companies are moving towards a balanced mix of 40-60 % women and men. Some companies are already far
With more than a third of management positions held by women, they will be the big winners in the war for talent," concludes Schilling. Nonetheless, an increasingly positive trend is also visible in key management functions. In 2006, companies only had 2 female CEOs and 2 female CFOs, whereas there are currently 12 female CEOs and 16 female CFOs.

Gender diversity pipeline expands

Since 2016, the schillingreport has been surveying the proportion of women below management level at the 250 most important Swiss companies. This pipeline of women in top management and middle management shows whether there is sufficient potential in companies to fill more management roles with women in the future. In the private sector sample, the proportion of women in middle management has risen from 22 % to currently 28 % and in top management from 14 % to 21 % over the last 10 years. "This broadening of the gender diversity pipeline is the key to a balanced gender mix in management and at all management levels," says Schilling. 

As pleasing as the increase in the proportion of women on management boards is, another problem is becoming clear: women remain in their positions for a much shorter time than men. For Guido Schilling, this also raises the question of how sustainable this development is for the stability of management bodies. Possible reasons for the higher turnover of women on management boards were in last year's issue of the schillingreport discussed.

Many GL members without a Swiss passport

Another finding of the schillingreport 2025: the proportion of executive board members without a Swiss passport increased from 36 % in 2006 to 43 % in 2010 and oscillated around 45 % over the following 15 years. It was not until 2025 that this rose to its highest level to date of 49 %, whereby
63 % of the newly appointed members of the Executive Board do not have a Swiss passport. "Surrounding countries, especially Germany, have been struggling with a recession since corona, which increases the attractiveness of Switzerland and its employers. While it was more challenging to attract qualified managers from abroad in the past 4 to 5 years, Switzerland is now more attractive again due to its continued stable economic situation," says Schilling. "We have always been a country of immigration, which is also reflected in the high proportion of people without a Swiss passport who have spent the majority of their career in Switzerland, the so-called 'nationals'." The number of nationalities represented has also increased significantly over the past 20 years. In 2006, there were 23 other nationalities on the Executive Board in addition to Swiss; currently there are 48.

The public sector as a pioneer

In the public sector, the proportion of women in top management rose from 14 % in 2016 to currently 26 %. Looking at the Federal Administration separately from the cantons, the proportion of women in top management rose from 17 % in 2016 to currently 42 %. "The federal government not only set targets, but also fulfilled them in an exemplary manner," says Guido Schilling. "Thanks to this balanced mix, there are plenty of opportunities for
There are enough qualified candidates of both genders for top positions in the federal administration". And the consistency between the public sector and the private sector is high, according to Schilling.

Source: guido schilling ag

The medical device provider Lohmann & Rauscher (L&R) is acquiring the St.Gallen-based telemedicine start-up OnlineDoctor, the market leader for teledermatology in Switzerland and Germany. OnlineDoctor offers digital skin diagnoses by medical specialists and will remain an independent subsidiary with an unchanged team and under the same name. "L&R is the ideal partner for us. Being part of the L&R Group opens up new and long-term opportunities for us to drive forward our innovations in the field of digital medical products. We share a common vision of creating superior solutions for healthcare systems. As a young team, we are excited about the great opportunities for the future of OnlineDoctor," said the founders of OnlineDoctor, Dr. Tobias Wolf and Dr. Philipp Wustrow.

L&R sees great potential in the acquisition for the digitalization of the healthcare sector. OnlineDoctor impresses with its impressive growth momentum, its technological expertise in digital ecosystems and AI and, above all, its exceptional, agile team, the company writes. "OnlineDoctor's unique position as a leader in dermatology software as a medical device makes it a valuable part of our growth and digitalization strategy," say Thomas Menitz, CEO, and Holger Mägdefrau, CFO of Lohmann & Rauscher.

With around 800 dermatologists and partnerships with pharmacies and health insurance companies, OnlineDoctor enables rapid diagnoses - a model that has become even more important during the pandemic.

Sources and further information: www.lohmann-rauscher.com and www.onlinedoctor.ch. You can find a portrait of company co-founder Tobias Wolf here (paywall): https://www.organisator.ch/de/management/2024-10-23/das-system-grundsaetzlich-anders-denken/