At the 28th Abacus Partner Conference, which took place last week, strategic developments and central innovations in the Abacus Business Software took center stage. Claudio Hintermann, CEO of Abacus Research AG, focused on the new Deep technologies. With these technologies, processes are largely digitized, enabling completely paperless accounting. Claudio Hintermann commented: "We have created a universal, web-based platform through which document exchange can be handled globally and integrated into an overall process."

New communication platform for companies

Various innovations in the standard software, including in the area of human resources, met with great interest among the more than 800 participants at the conference. A newly developed corporate communication platform enables news to be communicated directly to employees or information to be exchanged between employees themselves, which promotes corporate culture.

Proven forces complement the Abacus management team

The course for the future is also being set within the company. The focus is on continuity. As of June 1, 2023, Claudio Hintermann and Christian Huber will share the role of CEO. Christian Huber will remain CFO (Chief Financial Officer), while Claudio Hintermann will also assume the role of CRO (Chief Research Officer). The Executive Board will also be supplemented with long-standing Abacus employees and will present itself as follows from 2023: Claudio Hintermann (Co-CEO, CRO), Christian Huber (Co-CEO, CFO), Alexander Vetter (CTO, Chief Technology Officer), Raffaelle Grillo (COO, Chief Operating Officer) and Yvonne Seitz (CHRO, Chief HR Officer). A change is also on the horizon in the Board of Directors: Daniel Senn, currently COO, is to succeed Rainer Kaczmarczyk, who will step down as Chairman of the Board of Directors on May 24, 2023.

Source and further information

The award ceremony and the presentation of the finalists of this 10th edition of the Prix SVC Suisse Romande took place on November 15, 2022 at the SwissTech Convention Center of EPFL in front of about 1000 guests from business, politics, culture and media.

Mecaplast SA triumphs at the anniversary edition

Founded in 1971 in Botterens, Mecaplast SA is convinced that plastics technology can provide environmentally friendly solutions in the medical field by offering innovative technical advantages over current processes. Thanks to its great flexibility, it can respond to customized production requirements ranging from a few pieces to several million. In addition to its growing production of surgical instruments, Mecaplast is also active in watchmaking and various technical parts. As the president of the jury, Isabelle Harsch, was pleased to point out, "Mecaplast's strength lies in the fact that it has internalized most of its processes, which gives it great flexibility and thus the ability to offer its customers personalized products according to their requirements, in quantities ranging from a few pieces to several million."

Crevoisier SA and Baccinex SA also on the winners' podium

The second prize went to Crevoisier SA. Founded in 1966 and based in Les Genevez, the company originally manufactured clamping levers. Since 1974, the company has been designing and manufacturing machine tools specialized in machining, grinding hard materials, polishing and automation. Each Crevoisier machine is a unique work, marked by an inimitable character, according to the company.

The third awardee is Baccinex, a pharmaceutical supply laboratory specializing in the development and manufacture of injectable, liquid or freeze-dried (bio)pharmaceutical products. The Jura-based company is a critical link in the development of breakthrough treatments such as five drugs to combat Covid-19.

Diplomas for E.M.S. Electro Medical System S.A., La Fabrique Cornu SA and Planair SA

Three other nominees received fourth prize ex aequo: EMS was founded in 1981 in the Vallée de Joux and is now a world leader in its three business areas - development of state-of-the-art solutions and equipment for dental prophylaxis, treatment of kidney stones and shock wave treatment of musculoskeletal disorders. The Vaud-based company Cornu SA specializes in the production of fine bakery products, processing the equivalent of over 1,000 hectares of wheat each year, and its butter consumption is equivalent to the milk production of around 16,000 cows. And finally, Planair SA, which since its creation has been a committed promoter of energy conservation and energy efficiency, which increase competitiveness for companies and financial health for public bodies and individuals.

Source and further information: Swiss Venture Club

Switzerland is increasingly taking a special path in Europe with its vocational education and training system and is also increasingly differentiating itself from its neighboring countries Germany and Austria. Nowhere else has dual vocational education remained so strong and the division between vocational and academic education so clear, as the new trend report by the Swiss Observatory for Vocational Education and Training OBS SFIVET shows. This offers advantages, but also brings challenges.

General education gains in importance

To this day, the strengths of Swiss vocational education and training include its high level of practical relevance and labor market relevance, as well as low youth unemployment. Around 60 percent of young people complete a dual vocational education and training program - more than in any other European country. In addition, 91 percent of young people in Switzerland have completed upper secondary education by the age of 25, a very high proportion by international standards.

Nevertheless, it is necessary to respond to technological, economic and social changes. At the heart of this is the question of the ideal relationship between vocational and general education. It arises when the decision is made between a high school/general education path or a vocational path. And it also arises within vocational education, where some vocational apprenticeships provide twice as much schooling as others. In addition, the vocational baccalaureate (BM) varies widely by occupation and canton.

The requirements increase

Structural change in the world of work means that lifelong learning in school and company contexts is becoming even more important. The ability to adapt to new professional circumstances is gaining in importance. The change is also reflected in the fact that there are more learners in dual vocational apprenticeships with a higher proportion of schooling. However, increasing vocational school shares in dual basic education also lead to a conflict of objectives: If learners go to school more, they are absent from companies, which worsens the company's cost-benefit ratio.

The SFIVET researchers advocate an open debate about the future and the optimization potential of the Swiss education system. In particular, they would like to discuss its actual permeability, which could be increased, as a look at neighboring countries shows. In this context, it is also important to think about additional educational opportunities at the upper secondary level that offer young people an alternative if they have not been successful in basic vocational training.

The trend report "Fields of tension in vocational education and training internationally and in Switzerland - developments, challenges, potentials" is available at: www.ehb.swiss/forschung/obs/themen-und-trends/spannungsfelder-der-berufsbildung-international-schweiz

Everyday sales. The salesperson intensively courts the new customer. He does everything for the "dear customer. But as soon as the contract is signed and sealed, his interest wanes. Suddenly, everything is "not so easy" and "costs extra. The customer also notices this. That's why he inwardly distances himself from the seller and his company. And he is correspondingly quick to switch suppliers if another provider makes him an attractive offer - even if he is satisfied with the (core) product.

One reason for this is that many salespeople are not sufficiently aware that complex (technical) capital goods can no longer be sold today without a certain level of service before and after the sale; moreover, customers always have expectations that go beyond the core product when they make their purchase. After all, what good is the best machine or computer system if the manufacturer's service technicians are unreachable for days in the event of a defect? Not much. That's why (after-sales) service is part of the purchased product for most customers. So they naturally expect it to be provided as requested.

The free service does not exist

How much service the promised service package contains from the customer's point of view depends, among other things, on whether the provider presents itself as a "box pusher" or a "full-service provider"; furthermore, on whether it is located in the low or high price range. Consequently, each company must decide for itself how much service it offers its customers. However, if a service promise has been made, then the corresponding services must be provided. So they must also be taken into account in the price calculation, because contrary to what some customers expect, there is no such thing as free service. Either it is already included in the price of the core product or it will be charged at a later date.

Many salespeople are also not sufficiently aware that when their company sells them a computer or machine system, for example, it is entering into a partnership, so to speak, with its customers for the life of the system. They consider their job to be over when the order is delivered. For the customer, however, the partnership is just beginning. For only when the system meets his expectations in day-to-day operation will he be satisfied with his investment. And only then does he gradually develop an emotional bond with the supplier in addition to the technical one. Customer loyalty therefore turns into customer loyalty. This means that the customer's employees try to maintain the relationship with the supplier even if another supplier makes them an apparently more favorable offer, because they know: Many services provided by our current supplier cannot be taken for granted. Therefore, a change of supplier would be associated with uncertainty and additional work.

Sales and service must cooperate

For such customer loyalty to develop, sales and service must cooperate closely. This is a weak point for many companies. For example, salespeople often make (service) promises to customers that the technicians cannot fulfill. Conversely, service technicians often unsettle customers in their purchasing decisions rather than confirming them. For example, by saying to the customer during the installation of the machine: "Who sold you that? Didn't anyone tell you that....". To avoid such mishaps, service and sales should cooperate as early as the sales phase - for example, by agreeing on what is possible when the customer's requirements are available. Both sides learn from such cooperation. It also creates the conditions for reliably meeting customer expectations.

In day-to-day sales, it also proves useful time and again for experienced service technicians to accompany the sales staff to the final sales meetings. After all, they iron out the glitches and problems in everyday work. So it is easier for the customer to decide to buy if he knows the service technicians and has a competent impression of them. Good contact between sales and service is also necessary because the service technicians are usually the first to register where the customer might have problems in the foreseeable future, as well as where the customer might have further needs. If this information reaches the salesperson, he can distinguish himself as a partner who thinks along with the customer and generate follow-up orders.

However, this presupposes that the areas value each other's work. Such a relationship between service and sales should be specifically promoted by the company or sales management - for example, through regular joint meetings. They should also define rules for cooperation - for example, that all major offers from Sales are checked again by Service.

Author

Peter Schreiber is the owner of the training and consulting company Peter Schreiber & Partner in Ilsfeld, Germany, which specializes in the sale of industrial goods and services. www.schreiber-training.de

Switzerland occupies top positions everywhere: In terms of innovative strength, tax burden, competitiveness, etc. By contrast, our country's ranking in terms of climate protection is rather inglorious: Within a year, Switzerland has lost seven places in the Climate Change Performance Index (CCPI). The EU and countries such as Egypt and Malta now rank higher. The Climate Change Performance Index (CCPI), published by the environmental organization Germanwatch, the NewClimate Institute and the Climate Action Network, evaluates the climate protection efforts of 59 countries and the entire European Union. They are all among the largest emitters worldwide. A current ranking is presented each year at the time of the UN Climate Change Conference. This year, Denmark, Sweden and Chile occupy the top ranks 4, 5 and 6. The first three places are not awarded because none of the countries considered is making the necessary efforts to limit global warming to a maximum of 1.5 degrees.

Greenpeace: Switzerland shirks climate protection

Switzerland's less than stellar performance is grist to the mill of environmental organizations. "Switzerland's crash comes as no surprise to me," says Georg Klingler, a climate and energy expert at Greenpeace Switzerland. "Switzerland is not meeting the commitments it made under the Paris Agreement and is not doing enough to reduce its emissions at home and abroad. Our country is on a path that leads to global warming of 3 degrees. This has serious consequences, as global warming of more than 1.5 degrees already threatens the basic rights of everyone in the country. I hope that this is a wake-up call for the Federal Council to quickly step up efforts to protect the climate in all aspects. The Federal Law on Climate Protection Targets, Innovation and Strengthening Energy Security (indirect counter-proposal to the Glacier Initiative) must allow us to immediately reduce our dependence on fossil fuels."

Politics engages in greenwashing

Greenpeace has little good to say about Switzerland's environmental and climate policy at the moment, as already directly communicated in the run-up to the ongoing COP27 conference in Sharm El-Sheik was. Greenpeace said the Federal Council's logic of whitewashing climate protection efforts in Switzerland with measures implemented abroad was particularly shocking. "Switzerland has already emitted a lot of greenhouse gases in the past. Our country has very high per capita emissions due to our consumption habits, and our financial center continues to invest globally in coal, oil and gas. We must therefore clearly ensure that emissions abroad are reduced. However, these reductions must in no way replace the measures needed in Switzerland. The current policy is nothing more than greenwashing."

So far disappointing COP27

If you put the ranking in relation to the COP27 climate conference, Switzerland's performance fits well into the overall picture. So far, the conference has produced few tangible results. The industrialized nations are also repeatedly proving to be the brakes. According to the UN Emissions Gap Report, global emissions are expected to reach a new record level in 2022, after briefly falling in 2021 due to the pandemic. The Climate Action Tracker report highlights that the increase in LPG consumption due to the energy crisis, exacerbated by the Ukraine war, is likely to have a negative impact on the transition to climate neutrality. In addition, in the absence of more stringent regulations and formal carbon pricing, public and private actors are increasingly relying on offset measures and voluntary carbon trading initiatives. A number of African countries, for example, launched the African Carbon Markets Initiative, which aims to produce 300 million carbon credits worth $6 billion annually by 2030. And with great fanfare, Vella announced the one billionth carbon credit at COP27. These initiatives may show a lot of goodwill, but they distract from actual decarbonization.

Sources: Greenpeace / Voxia Communication

The HR consulting firm Egon Zehnder has published the results of the Global Board Diversity Tracker 2022. The study has been analyzing how diverse boards of directors are in terms of gender, age and internationality on a global level since 2004. The results show that the proportion of diverse boards is only increasing very slowly. Switzerland in particular is still lagging behind in terms of diverse appointments to management positions. For example, since the first study 18 years ago, the proportion of women on Swiss boards is only 29.1 percent. This is below the Western European average of 35.5 percent. France has increased its share of women from six percent to a total of 45.3 percent since 2004 and thus leads the Western European countries.

Increase the proportion of women: The pace in Switzerland is too slow

All of the Swiss companies analyzed have at least one woman on their board of directors: 100 percent of the Swiss companies analyzed now have at least one female board member. In 2020, the figure was still 97.6 percent. While this would be pleasing, "The results should be a wake-up call for male and female managers in Switzerland. There needs to be a rethink when it comes to filling top positions," says Dominik Schaller, Managing Partner of Egon Zehnder Switzerland. "Because change must start at the top of the company. Only then can leaders from diverse backgrounds act as role models for the entire organization and shape an inclusive culture."

Looking at Western Europe as a whole, the proportion of women on boards of directors has increased more rapidly in the past two years than in the previous ten. Today, significantly more women are part of a board of directors than the global average. This is also true in Switzerland, but it should also be noted that of the total 10.6 percent of new board seats, 6.8 percent were held by men and only 3.8 percent by women. The average board size in Switzerland comprises 9.7 seats.

Internationalization of boards of directors globally sluggish

Regardless of gender, the average proportion of board members with an international background is around a quarter at global level - and has been falling in almost all world regions since 2012. Western Europe, with an average of almost 39 percent, is the only region to record a continuous, albeit rather slow, upward trend. Switzerland is an exception here, with a share of 63.5 percent, well above the Western European average. Of note here is the very high proportion of female board members with an international background, which in Switzerland is as high as 75.8 percent.

"The fact that the talent pool for female board members in Switzerland is mainly abroad is food for thought," says Simone Stebler, consultant and Head of Diversity & Inclusion at Egon Zehnder Switzerland. "Diverse talent pipelines need to be built, especially for CFO and CEO roles. Diverse teams are not only more successful economically, but also more innovative in product development, more resilient in crises and more creative in problem situations. Building an inclusive corporate culture is essential to attract and develop these diverse talents - all the way to the highest levels of management."

Source: Egon Zehnder

A digital workplace is now largely standard. But the more technology, the greater the annoyance. The software manufacturer Nexthink has now presented the results of its latest report, "The Drivers of Digital Employee Experience (DEX)". The report examines the disruptions and problems employees face in the IT experience. It became clear that it is mostly IT and colleagues that cause frustrating interruptions in the workflow.

Digital workplace and human distractions

Ninety-three percent of more than 1,000 workers said technology in the workplace interferes with productivity in one way or another. The most commonly cited "technology problem" that disrupts productivity and focused work is "human distractions." This is the reason to get work done at home (according to 55 percent of respondents who said there is too little room for focused work), or to shut yourself off for focused work, such as turning off your phone or entering mock meetings (33 percent said they use this digital self-defense).

"What we've found over the years through our research and individual experience is that technology is often both the solution and the problem," said Yassine Zaied, Chief Strategy & Marketing Officer, Nexthink. "The question organizations should be asking is how IT teams can solve these common problems while balancing the needs of individual teams with the legitimate interests of the business. Technology is our greatest asset, but a true understanding of its weaknesses and potential is critical to ensuring positive digital experiences for employees."

Technology is not everything

The aforementioned report explored frustrations using a survey of more than 1,000 respondents, 20 individual interviews and 86 diary entries from a subset of employees documenting their issues with technology. The research also found that only half of the respondents felt that technology was a key enabler of greater efficiency. Of the disruptions cited, connectivity and application performance were the biggest technology obstacles, and these complaints were cited equally by home office and office-based employees. Even short disruptions (under five minutes and between five and 10 minutes) lead to high rates of employee frustration, according to the diary entries - an uphill battle for IT to gain the trust and appreciation of employees. When asked why employees are hesitant to contact the IT department with a problem, the four most common answers were:

• Fear of a lengthy support process
• Uncertainty whether the technical problem only affects them or whether it could also be a fault of their own
• Fear that the problem is too minor, despite the frustration it causes
• Assumption that the IT department can't help anyway.

Unsurprisingly, the report finds that the better technology supports their productivity, the happier employees were.

Previous studies have shown that 20 percent of employees would leave their jobs because of a poor IT experience. Since technology and how it is experienced are critical to productivity as well as overall employee satisfaction and return on investment, it is essential for IT departments to focus here, according to one finding of this study.

Source: Nexthink

A survey commissioned by Equinix, a global digital infrastructure company, has found that IT leaders worldwide are seriously concerned about retaining and hiring employees. According to the Equinix 2022 Global Tech Trends Survey, 62 % of IT decision-makers worldwide (54 % in Switzerland) see IT skills shortages as one of the biggest threats to their organizations. Organizations - including Equinix - are looking to expand the talent pool and attract a greater variety of candidates through alternative recruiting measures. The 2,900 respondents - including 100 from Switzerland - acknowledged that the speed at which the technology industry is changing is making it difficult for companies to find employees with the right skills to meet current and future challenges.

Many applicants with the wrong qualifications

The most common concerns were candidates applying for jobs with the wrong skills (44 % globally and in Switzerland) and the need to retain current talent (44 % globally and 47 % in Switzerland). Among these, IT professionals (27 % globally / 25 % in Switzerland), cloud computing specialists (26 % globally / 17 % in Switzerland), and AI and machine learning professionals (26 % globally and in Switzerland) are the most in-demand professionals. Other shortages are in data analytics (21 % globally / 17 % locally), data protection (21 % globally / 19 % locally), security software development (19 % globally / 9 % in Switzerland), and security analytics (18 % globally / 21 % locally). IT leaders expect the technical skills gaps to remain similar in the future, with AI and machine learning becoming even more prominent.

Keri Gilder, CEO Colt Technology Services, explains, "Finding the right skills is a real issue in the technology industry, especially in software. The reality is that with the softwarization of services, all industries are looking for the same skilled workers. One of the challenges is the lack of awareness among young talent about the opportunities that the technology sector offers. Connectivity providers don't come up in many use cases - even at the university level - although a lot is being done in areas such as undersea, satellite and fiber optics. We need to think about talent together and work as an industry to include all those waiting for an opportunity as well."

Using retraining to combat the shortage of skilled workers

In response to the shortage of skilled workers, many companies are making intensive efforts to retrain employees from other sectors. For example, 62 %s (39 %s locally) reported retraining employees from similar industries, while 34 %s (21 %s locally) are seeking to augment their workforce with employees from non-industry sectors. Given recent layoffs and furloughs that may prompt workers to seek opportunities to improve their skills or careers, technology companies that offer training and development opportunities may be better positioned to attract talent.

The most common sources of retrained workers are administration and business support (36 % globally / 21 % in Switzerland), finance and insurance (33 % globally / 25 % locally), and people returning to work after an absence (30 % globally / 13 % locally). These retrained workers can help companies fill gaps in the technical field by working as IT professionals (51 % global / 48 % local), in cloud computing (36 % global / 30 % local) and in data analytics (35 % global / 24 % local). Study contractor Equinix also offers a range of career transition or career change programs as part of its Career Pathways portfolio.

IT executives: "Investing in talent pays off"

Companies also try to attract new employees through higher education and training programs. IT executives around the world indicated that when working with higher education institutions, their companies primarily offer internships for students (42 % / 38 % in Switzerland), conduct joint training programs with higher education institutions (41 % globally / 25 % locally), participate in higher education career fairs (37 % / 24 % locally), and partner for training programs (34 % / 26 % locally).

Roger Semprini, Managing Director, Equinix, Switzerland: "Investing in people and talent always pays off, especially in uncertain times. Now, with economic uncertainties looming, the first instinct of some business leaders is to save on things that are not 'essential for survival', such as hiring new employees or investing in their professional development. From our perspective, this mentality is short-sighted. We invest heavily in talent." Brandi Galvin Morandi, Chief Legal and HR Officer at Equinix, said, "The survey shows that mismatched skills are hindering talent acquisition in technology-focused teams around the world. There is a general lack of understanding of the specific skills required for certain roles, and potential candidates need better guidance on education, preparation and employment opportunities. This challenge gives our industry an opportunity to recruit and develop talent in a different way, and it's something we've been working on for the past few years. We believe companies should promote a progressive talent development plan for tech positions that appeals to both inexperienced and trained candidates."

Source: Equinix

Swiss retailers are in the grip of a crisis: This is roughly how the results of a recent survey conducted by the Swiss Trade Association among its 33 member associations can be summarized. Indeed, global trade is being put to the test, according to a statement by the association: the Ukraine war, the Chinese Covid strategy, sanctions in the Russian economic area, the efforts of the USA to reduce its technological dependence on China, the planned further digitalization of the Chinese economy and society, and the construction of new energy infrastructures in Europe - all these developments are driving the transformation of global trade in parallel. Rudolf O. Schmid, President of Handel Schweiz since June 2022, emphasized at the media briefing of the umbrella organization of Swiss trade: "Switzerland and its traders are called upon to move and adapt in the changed trade structures. As a small country, Switzerland benefits from the great advantage of being only partially subject to the foreclosures." Current figures also show this. For the third quarter of 2022, exports increased by 1.3 percent overall. Thus, 4.9 percent more watches were exported. While a minus of 4.4 percent was recorded in exports to Europe, those to China rose by 19.3 percent. The forecasts also give Swiss retailers cause for hope. The ETH Zurich's economic research unit expects GDP to increase by 2.3 percent in 2022 and inflation to fall from mid-2023; this should be only 2 percent by the end of 2023. Kaspar Engeli, director of Handel Schweiz, explained the relatively stable situation in Swiss foreign trade despite the "state of emergency": "Crisis mode is to some extent the normal case for many companies active in global trade."

Survey of 33 trade member associations

The survey results show that in recent months, half of the trading sectors were able to increase foreign trade sales by up to 50 percent. Just under a third lamented a slump of up to 20 percent. The crises triggered by the Ukraine war, rising commodity prices and potential energy shortages impacted foreign trade to varying degrees, with 93 percent of trading sectors facing the effects of higher commodity prices. The Ukraine war and future energy shortages are each changing foreign trade in 77 percent of firms. Nearly one-third of traders are already saving energy or building alternative energy solutions. The three crisis areas are primarily causing additional work for trading companies and problems in the supply chains. Retailers are still countering this with larger warehouses, which further increases the need for liquidity in the already capital-intensive retail sector.

Multiple roles in global trade

The constant state of emergency forces traders to be agile. Hans Christian von der Crone also knows this. The owner and CEO of the 10-strong Nimex AG in Adliswil is a full-blooded trader with a global network. He explains the robustness of crisis-tested Swiss retailing also with the well-established structures: "There are a lot of owner-managed family businesses in retailing. They pass on their experience from generation to generation. Long-standing contacts with trading partners all over the world are a second success factor that helps to build resilience even in uncertain times. Nimex is constantly exchanging ideas globally. This is how we find new products and land real sales hits time and again. What remains the same is a certain caution. Swiss retailers can't trump with size abroad. But we're known for being able to empathize with each other's mentality and maintain a respectful approach." Nimex's core businesses include watches and jewelry and toys. In the two core businesses, Nimex is in contact with a total of more than 100 partners worldwide. The fashion watches as well as jewelry are produced in several places such as Thailand, Taiwan or China. Traditional toys such as cars, dolls and accessories, collectibles and plush make up around 70 percent of the toy range. Here, about 70 percent of the goods come from China. Nimex also manufactures products itself or has them manufactured; whether in Europe, such as in Portugal, or in the Far East. For example, the company has been launching Swiss Made watches with local producers for years. The Swiss Made watches are then sold 95 percent worldwide. Prices range from CHF 150 to 500. The owner of Nimex explains, "Our watches, if Swiss Made, stand for Swiss quality, but they are still 'mass-produced'. Very many people in numerous countries are proud to be able to afford them." In addition, Nimex holds licenses for merchandising products. One of the most prominent is the now 90-year-old Globi brand. Globi or, for example, the Disney princess doll are perennial favorites that have sold well for years. In view of the change in markets, scarce raw materials and the energy crisis, Nimex is planning even more ahead today. Orders are placed earlier. The geopolitical changes have not led to a drop in sales at Nimex. The higher transport costs, especially for the larger products such as trampolines, are having an impact. In the case of jewelry, the additional costs are insignificant. For example, with 10,000 stuffed animals in 20 containers, the additional costs can be absorbed with minimal to no price increases.

Headquarters in Hong Kong, production in China, European warehouse in the UK

One of Nimex's long-standing trading partners is Herald Holdings, based in Hong Kong. The company was founded in the mid-1950s by the family of current Chairman Robert Dorfman and a second family from Hong Kong-China. Dorfman was on the online media call from Hong Kong, He explained the interaction of the two families: "We bring Western management and marketing techniques, and they bring a great knowledge of China and the manufacturing base." Action figures such as Star Wars and Avengers are produced for its largest customer, U.S. toy maker Hasbro. While Herald started out producing in Hong Kong, in the 1980s it moved manufacturing to lower-cost China, first through subcontractors and later to its own factories. Although China has long since ceased to be the cheapest country, relocation to Indonesia, India or Vietnam is out of the question for Herald, as Robert Dorfman explained: "The proximity to Hong Kong, as well as the cultural and linguistic proximity, make it possible to operate factories in China reasonably well. An almost unlimited supply of labor, readily available land, and perhaps the best infrastructure of any manufacturing country in the world gives China a big advantage. Herald looked at relocating production, but decided to stay in China and automate the manufacturing process as much as possible." Trade with European partners is handled by a subsidiary in the United Kingdom, which also maintains a large warehouse. Nimex AG, for example, can have goods delivered at short notice.

Herald's challenges are similar to those of Swiss retailers: disrupted supply chains, rising costs for raw materials and the shortage of chips. Relief is evident in the shortage of electricity. In addition, Herald has expanded its stock of raw materials and goods, which is possible thanks to its healthy financial situation, despite the now longer payment terms. The Chairman of Herald Holdings notes, "The world is simply a mess right now; relationships are fragile everywhere. Even as the political clamor between countries grows louder, trade continues. Trade is a necessity." Sustainability is important to the group. It relies on recyclable raw materials, whether plastic or metal. A lot of work has gone into environmentally friendly packaging. Robert Dorfman emphasizes, "We are a responsible manufacturer and ensure fair working conditions in terms of ventilation, accommodations and food, for example. If we weren't that kind of company, we simply couldn't be in business anymore."

80 percent of new customers are not familiar with free trade agreements

At Nord-Transport AG in Arlesheim, 35 employees take care of transports within Europe and overseas, as well as customs and logistics. Up to 25,000 orders are processed each year. These include toys, sporting goods such as trampolines or scooters, but also stones, marble for bank buildings, wooden boards for tables - the whole spectrum of commercial goods. Nord-Transport AG has been working with Nimex AG for almost 30 years. Pascal Felten is a member of the management of Nord-Transport and explains: "For me, Nimex is an example of a customer who plans for the medium and long term and works together with foresight."

Free trade agreements are an "absolute enabler" for trading companies, Pascal Felten knows from daily experience. For Nord-Transport, they are an administrative advantage, because customs processes are simplified. They are also a marketing tool. Pascal Felten: "Based on the Seco statistics, we see that up to CHF 400 million were still collected for customs duties on goods from countries with free trade agreements. This is partly due to the complicated and constantly changing regulations. Our specialists are specially trained and educated. Nevertheless, they need some time to familiarize themselves with the formal requirements of the free trade agreements. 80 percent of our new customers - mostly SMEs - are not familiar with the free trade agreements. This is where we can provide valuable support." For Nord-Transport, problems on the supply chains determine everyday life. Pascal Felten gives examples: "Delays are caused by service disruptions in shipping line services. By June this year, only one out of ten ships had arrived on time; the remaining 90 percent were delayed by at least three days. Another problem is high ocean freight rates, which at times had increased tenfold." When it comes to diesel or other oil-based inputs, the energy crisis directly affects Nord-Transport. Whenever possible, the company relies on renewable energies as well as long-term cooperations with subcontractors and does not just look for the cheapest price. Pascal Felten: "Wherever possible, we work with partners who also use alternative fuels or electric drives and hydrogen drives. On the shipping company side, we prefer partners who operate their fleet sustainably and plan for the future."

Global trade in medical technology

This year, Jil Bachmann was the best apprentice at 7S Medical International to complete a shortened apprenticeship in the commercial trade sector. She decided on the apprenticeship after completing her bachelor's degree in political science and geography, because she wanted to get to grips with foreign trade not only in theory, but also in practice. 7S Medical International is a subcontractor of the Stöckli Group. and a medical technology company specializing in orthopedics. Implants such as plates, screws, nails and bone replacement products are traded worldwide. These are used together with the appropriate instrument set in the treatment of fractures. A typical product is Heracles - a femoral neck nail produced by the supplier exclusively for 7S. Femoral neck fractures are among the most common indications worldwide. The products distributed by 7S are manufactured in China and Portugal, among other countries. From the manufacturer's site, they arrive at the central warehouse in Belgium. Orders from suppliers and deliveries to customers are coordinated from Oberkirch in Switzerland. Jil Bachmann explains why the warehouse is located in Belgium: "One of the reasons is that far fewer medical products are patented in Belgium than in other EU countries. From Belgium, we deliver our products to Hungary, Serbia, Slovenia, Croatia, Malaysia, Panama and even Saudi Arabia, for example." In recent years, faltering or collapsed supply chains have been a recurring concern for 7S. For example, power shortages at production facilities in China disrupted entire operations. Customers had little to no understanding for delivery delays. After all, the hospitals had planned operations and were dependent on the corresponding products. In recent months, there have also been price increases, which will be passed on to customers from 2023. 7S sought direct talks with all distributors and was able to reach an agreement.

Production in Switzerland, export to China

18-year-old Thomas Stjelja was also one of this year's best apprentices to complete his commercial apprenticeship. His employer is the SFS Group in Heerbrugg, a leading global supplier of precision molded parts, mechanical fastening systems, quality tools and logistics systems. The products often invisibly perform mission-critical functions in technical devices such as cars, smartphones and aircraft. During his apprenticeship, the budding business economist also gained an insight into foreign trade. In export, for example, he personally experienced what interrupted supply chains mean in everyday life. He explains, "We export around 70 percent to European countries from our Swiss production sites. To China, for example, we supply the world's smallest thread-forming miniature screws for hearing aids with a diameter of 0.5 mm. During the Covid pandemic, due to the closed port in Shanghai and various lockdowns in China, our screws did not arrive on time and could not be delivered. Production was severely delayed at the Chinese producer, resulting in late deliveries to end users. At times, the machines were at a standstill; this at several customers."

Source: Trade Switzerland

Have you also considered investing your money in an alternative way? If yes, then "Splint Invest" would probably be an issue. "Splint Invest" is an app that allows anyone and everyone to invest in luxury items or collectibles, such as watches, exclusive wines or limited edition whiskey bottles. The minimum investment is 50 francs, and the investment period is three to twelve years. If a customer sells an object profitably, the founders also profit from it, who earn low salaries from it. The three founders of the company Mario von Bergen, Robin Muster and Aurelio Perucca from Zug see in their app an alternative to conventional investments, where currently the returns are rather small. Alternative investments in things that retain their value, such as exclusive luxury goods, should no longer be the exclusive preserve of the rich, according to the idea. Yields of 10 to 12 percent should be possible. With a capital requirement of 200,000 francs against 2 percent company shares, the three entered the race. Then followed, as usual, the critical questions from the lionesses and lions, for example about the management and storage of these assets. And the number of customers and assets naturally also interested the potential investors. The only thing was: the app had only been live for six months when the show was recorded, but at least there had already been 4000 downloads. About 250 users have invested a total of 250,000 francs, and in the subsequent quarter the invested assets are expected to grow to 2 million, according to forecasts. Even though Mario, Robin and Aurelio had comprehensible answers to all questions, the lions remained reserved. Roland Brack was the first to drop out. Lukas Speiser found the idea exciting, but Anja Graf would set up the business model differently: Better to buy the luxury goods herself. She then dropped out of the bidding race. Lukas Speiser, Jürg Schwarzenbach and Patrick Mollet discussed the matter in threes, but found the valuation of 10 million too high. However, they agreed to a "kick-start" of 500,000 Swiss francs against 7.5 percent. This was immediately followed by a counter-offer from the company's founders: 500,000 against 6 percent. Lukas Speiser, however, insisted on the 7.5 percent. After a short hesitation, Mario, Robin and Aurelio joined in after all. Once again, it became clear that interesting financial investment solutions are well received in the lion's den. Roland Brack is known to have invested in several such financial startups, including "Findependent" from last season. This was also briefly reported on in the current broadcast, including the fact that Lukas Speiser was also subsequently appointed to the board of directors.

Vegan chocolate as too heavy food for investments

CAROPHA - chocolate that is not chocolate. With this, Philipp Kern, Rebecca Reichertz and Nora Zejnullahu-Maliqi from Rorschach (SG) went into the lions' den. The product they presented does look like chocolate and tastes the same - to the amazement of the lions; "fascinating," said Tobias Reichmuth, for example. A bar of Caropha is made from the fruit of the carob tree and is vegan. It contains neither allergens nor caffeine, theobromine, granulated sugar or cholesterol. For 40 years, the recipe had been stored in the drawer of Philipp Kern, a trained baker-confectioner, as he recounted. Ten percent of company shares offered the three against an investment of the lionesses and lions - without naming a sum at first. 400,000 francs was then still delivered as information. "That's a house number," Bettina Hein stated whimsically. Jürg Schwarzenbach then asked about the further plans. At present, they have a capacity of 300 bars per day, production costs 7.30 francs, and they are sold at a price of 11.50 francs in the online store, according to Philipp Kern. With the investment of 400,000 francs, they want to afford a production plant for an output of 800,000 bars per year. Tobias Reichmuth raised the question of whether it would not be possible to work with existing chocolatiers with Caropha. According to Philipp Kern, they were indeed interested. But Tobias Reichmuth probed a little further and wanted to know how the high company valuation of 4 million could be justified. Bettina Hein, in particular, was not convinced by the answer: too high for what had already been achieved and too strongly based on forecasts. She therefore decided not to invest. Jürg Schwarzenbach also dropped out because he felt that the company had not progressed far enough. Roland Brack's problem was his lack of knowledge of the food industry, so he also dropped out. Lukas Speiser would like to buy the product, but also found the company valuation too high. That left Tobias Reichmuth, who is always interested in sustainable products. He was not ready for an investment either, but offered to support the strategic development of the company. Once again, it became clear that a good product can win the hearts of the lionesses and lions, but if the company structure behind it is not (yet) quite right, positive feedback is then simply the only thing that remains as an "investment". In any case, Philipp Kern and his two comrades-in-arms were not disappointed by the verdict.

Product with good approaches, but still too little thought through to the end

VE COOK! - behind this name stand vegan cooking kits presented by Niklas Bubori and Adriana Bubori from Oberengstringen (ZH). What it's all about: to make vegan cooking easier, the start-up has developed these kits for various dishes, consisting of the right meat substitutes, suitable spices and step-by-step instructions for preparation. Without flavor enhancers, exclusively with natural ingredients. Would actually be quite in the sense of the avowed vegan Tobias Reichmuth, who - as he told - also likes to cook himself. He would have to invest 200,000 francs against 10 percent, at least that was the offer from the two young entrepreneurs. But first it was all about tasting, and the lionesses and lions were given a taste of Bolognese sauce (with soy granules) and "Chili sans Carne" (with pea and bean granules as a meat substitute). Everyone seemed to like it. However: various fresh ingredients had to be added extra for the dishes served. This was a circumstance that especially Lukas Speiser was a bit bothered about. But then, as always, it was also a matter of key figures: The product is available in stores at a price of 5.20 francs. It is produced in Germany, which immediately prompted Tobias Reichmuth to ask: Why is the much smaller Swiss market being targeted? Without waiting for the answer, Jürg Schwarzenbach gave his verdict: "That's not for me. Bettina Hein found the product exciting, but did not see herself as an investor either. Tobias Reichmuth's interest as an investor would only have been there if Ve Cook! would concentrate on the larger German market and therefore dropped out. Lukas Speiser considered the market potential to be too low and missed a clear USP. He also did not want to invest. Finally, Roland Brack offered his cooperation, but an investment was out of the question for him as well. Thus, the two young entrepreneurs also had to leave the studio without a deal.

Sympathetic idea finds favor

Storylino, represented by Jonas Trachsel and Stefan Christiani, offers personalized audio stories for children aged 3-9. After entering a few keywords, an individual story is then put together from pre-recorded story fragments - similar to what happens today with train station announcements. As their "biggest fan", they brought along seven-year-old Nevio for their pitch, who was immediately allowed to demonstrate how it works. The idea already seems to be popular with other children - but the company is still in its infancy. But the two young entrepreneurs are operating in a growth market: the market for audio stories is growing by 15 percent a year, they explained to the round of investors. And personalization is a megatrend. They are now looking for a mentor to help them build up the company. 1 franc for a 4 percent share, but coupled with a right of first refusal for a further 8 percent of the company for 120,000 francs - that was the innovative offer of the two entrepreneurs. In further remarks, Jonas and Christian revealed that they would like to focus primarily on the German market (identifiable by the storyline.de website alone), while also considering the Swiss market to be covered. Engaged are at present different authors, authors and speakers, who are honored in each case with a percentage per sold story. Shorter stories cost 6 euros, longer ones 8 euros. In two years, the founders want to achieve sales of 1.7 million. Jürg Schwarzenbach found the idea fascinating and was enthusiastic. Lukas Speiser was the first to offer this one franc for 4 percent and to contribute his marketing and branding know-how. Roland Brack also joined in, while Anja Graf and Patrick Mollet dropped out. Now we can look forward to seeing how Storylino continues to develop.

Too much headwind for wind-solar small power plants

The founder of NewGreenTec, Frido Stutz from Dübendorf, has developed small wind-solar power plants that can be placed on the roof or in the garden and produce at least half of the annual electricity needs of a household. The devices make no noise and have all the necessary technology (control, inverter, storage) integrated. Frido Stutz and his team wanted 300,000 Swiss francs in exchange for a 15 percent share in the company as a deal. Twelve products have been sold in the meantime, it was further learned. But the potential is great, because there are about 1.7 million roofs in Switzerland on which this device could be placed. The devices are available in two versions at 9000 or 15000 francs. About 3500 kW/h can be generated. Anja Graf thought this was not economical enough. And whether the devices could be set up without permission, she asked. That depends on the building authorities, so the answer of Frido Stutz. One moves there somewhat in a gray area. "What is not explicitly permitted is prohibited," countered Roland Brack. The unclear regulatory background also prompted Lukas Speiser not to become an investor. Anja Graf also saw too many uncertainties and dropped out. Roland Brack, although a proponent of sustainable technologies, also did not participate. Jürg Schwarzenbach also did not offer a deal. That left Patrick Mollet: but he too dropped out. So there was a bit of a headwind in the lions' den.

Once again heavy fare, but this time with a happy ending

Aathavan Chiwacumar and Sarankan Ravendran from Villmergen (AG) entered the race with Memoria, software solutions for the paperless office. 200,000 Swiss francs against a 2.5 percent stake in the company was the capital requirement. It turned out: The product is complex and offers a lot of functions. The presentation of the product was more confusing than clarifying. Only technology entrepreneur Bettina Hein understood what the two founders were actually offering. Three out of five investors did not push the right buttons. Even when asked repeatedly about subscription models, pricing and individual modules, the answers were not satisfactory enough, and the founders had to cope with rejections. Bettina Hein waited the longest with her verdict: As a person who has been doing business with software solutions all her life, she kept her perspective. She made an offer of 200,000 Swiss francs in exchange for a 10 percent stake. Aathavan Chiwacumar and Sarankan Ravendran accepted this offer. Software-as-a-Service is not a very simple matter, to put it plainly. That's probably why it was all the nicer for them to have found the right investor after all, who is now supporting them in making the solution even more marketable.

More information on upcoming shows: https://www.oneplus.ch/detail/1000604

With its partner ClimatePartner, the Rheintaler Wirtschaftsforum had all CO2 emissions calculated that were generated in connection with the event: From the arrival of the guests and the number of overnight stays to the event technology and energy to the food and drinks. Now Wifo is climate neutral. Already in the run-up to the event, care was taken to avoid emissions wherever possible. Thus, Wifo always pays attention to regional and seasonal products when choosing catering. In cooperation with RTB Rheintal, Wifo now offers a shuttle service to make travel by public transport even more attractive.

Sensible compensation

Offsetting CO2 emissions, in addition to avoiding and reducing them, is an important puzzle in holistic climate protection. Greenhouse gases such as CO2 are distributed evenly in the atmosphere, so the greenhouse gas concentration is roughly the same everywhere on earth. With regard to the global greenhouse gas concentration and the greenhouse effect, it is therefore irrelevant where emissions are caused or avoided. Emissions that cannot be avoided locally can be offset by climate protection projects elsewhere.

Project in the Amazon

The Rheintaler Wirtschaftsforum offsets its emissions, which are calculated at 9908 kilos of CO2, through a high-quality, internationally recognized project. Specifically, Wifo is investing in a climate protection project for forest conservation in Mataven in Colombia. The region is located in the area of the Amazon and Orinoco rivers. The project protects 1.15 million hectares of tropical rainforest and preserves its biodiversity. It also provides education, health care, sanitation, food security and other social services to 16,000 indigenous people. It works hand in hand with local communities.

More information at:  https://fpm.climatepartner.com/project/1402/de

Registrations for the 28th Rhine Valley Economic Forum on January 20, 2023 are online (www.wifo.ch) possible.

In order for COP27 to actually help achieve the goals of the Paris Agreement, Greenpeace says Switzerland and the other rich countries urgently need to improve their largely inadequate climate strategies and take responsibility. They must commit to adequately finance the management of losses and damages caused by climate disasters, the environmental organization further demands. It also needs commitments to financially support low-income countries in adapting to the consequences of climate change and strengthening their resilience.

"Despite the climate extremes of the past months that brought death and destruction, despite recent findings that clearly show that dangerous tipping points are likely to be triggered from a global warming of 1.5°C, Switzerland persists in its largely inadequate position," says Georg Klingler, climate and energy expert at Greenpeace Switzerland.

Greenpeace pillories Switzerland

International analyses comparing the climate protection efforts of individual countries would clearly show the shortcomings of Swiss climate policy, Greenpeace writes in a media release. In particular, the following points are denounced:

• Switzerland has failed to meet its climate protection commitments for 2020 and is no better off for 2030: If all countries were to follow Switzerland's ambitions, the planet would heat up by up to 3°C compared to pre-industrial levels. This would put the future of humanity at risk.
• Instead of a 50 percent reduction in greenhouse gas emissions by 2030, Switzerland would have to achieve at least 61 percent domestically compared to 1990 levels. This is without offsetting emission reductions achieved in other countries. Such reductions would have to be achieved in addition to the domestic target and, in total, would lead to Switzerland reducing more emissions by 2030 than it emitted in 1990.
• The regulation of financial flows remains a huge problem. Seven years after the adoption of the Paris Agreement, Switzerland would still lack binding requirements to reduce the global climate damage caused by the financial center and thus also by the Swiss National Bank. The Swiss financial center is currently fuelling global warming of 4°C, he said. According to the environmental organization, corrective action must be taken quickly, as the Swiss financial center is Switzerland's biggest climate protection lever.
• Switzerland's position on financing climate-friendly development and climate damage in countries that have contributed comparatively little to climate warming in the past also leaves much to be desired. Instead of providing new funds to solve the globally threatening problem and to alleviate suffering, funds from development cooperation would be reallocated and made to look good with private loans.

COP27 with low expectations

The environmental organization Greenpeace itself is present at the conference with an international delegation. Its representatives are committed to making progress with regard to climate justice and maintaining a maximum global warming of 1.5°C. According to Expert assessment the results of the COP27 are again likely to be modest. It seems that the agenda of many industrialized countries is currently dictated more by the Ukraine war than by a global climate crisis.

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