According to the learning and forgetting curve of psychologist and pioneer of cognitive-psychological research Hermann Ebbinghaus, we can recall only 34 percent of what we have learned after just 24 hours if learning is not actively continued. After only 30 days, we have forgotten up to 90 percent of what we have learned if we do not try to reinforce what we have learned and remember the key elements. There are scientifically proven methods that can be used to store knowledge from training and continuing education in the long term and that can be combined with today's learning opportunities. Five of these methods for better retaining training content and recalling what has been learned are compiled here.

Learn more sustainably

• Distributed Practice and Spaced Repetition - In this learning strategy to combat the forgetting curve, exercises are divided into several short sessions over a longer period of time. People learn and remember content more effectively when it is studied in multiple sessions rather than in exercises within a very short period of time - a phenomenon called the spacing effect. This finding by Ebbinghaus was also reiterated by scientists such as Alan Baddeley and Longman in the 1970s and 1980s.
• Information retrieval (Retrieval Practice) and practice exercises. - So-called retrieval exercises are a learning technique that involves repeatedly recalling learned material without seeing it in front of you. An effective and common method of studying for practice exercises is flashcards. The Leitner system is a widely used method of using flashcards that was popularized in the 1970s by German science journalist Sebastian Leitner. It is a simple implementation of the principle of spatial repetition, in which flashcards are repeatedly queried at specific intervals.
• Interleaved practice or nested learning - Today's learners often need to build multiple skills simultaneously. With Interleaved Practice, a learner switches between multiple topics in the same session. Interleaving has been shown to be more effective than larger blocks of practice on a single topic and leads to better long-term recall of what is learned as well as. The ability to transfer learned knowledge also improves. This method forces the brain to constantly ask questions because each practice attempt is different from the last. Cognitive psychologists believe that the interlocking of learning topics improves the brain's ability to distinguish between concepts and strengthens memory associations.
• Teach A Friend (Feynman Method) - The Feynman Method mental model aims to convey information using concise information and simple language. It is a simple approach to self-directed learning based on distilling one's existing knowledge by imparting it to someone else. Nobel Prize-winning physicist Richard Feynman bases his approach on the assumption that if you can't describe an idea in simple terms, you don't really understand it. The ability to use this technique to explain a subject can prove and solidify one's understanding.
• Reflection or self-declaration - In education, the concept of reflection dates back to the work of John Dewey (1933). He defined it as "active, persistent, and careful reflection on any belief or supposed form of knowledge in light of the reasons that support it and the further conclusion to which it tends." In the scholarly article, "Learning by Thinking: How Reflection Aids Performance," researchers from HEC Paris, Harvard Business School and the University of North Carolina found that reflecting immediately after a lesson increased individuals' performance the next time they returned to the material.

Application in everyday work

Many of these methods can be easily integrated into everyday work. Active reflection or the trick of explaining what has been learned to a colleague offer additional benefits for the learners' environment. Some also retain content better if they actually write it down by hand on index cards, but there are also apps that can be used to implement this method digitally.

Modern learning platforms also support the implementation of some of the methods. Small learning units and microlearning make distributed and nested practice easily possible. Ideally, digital learning tools also have so-called learning reinforcement functions, with which course participants and users of the learning content are automatically prompted to deepen the knowledge, test it again in an exercise, or repeat it in a different format. Thanks to mobile access to modern learning solutions, this reinforcement of knowledge and memory can be easily implemented anytime and anywhere in everyday life.

"In summary, the cornerstone of learning reinforcement is based on: retrieving, remembering, reflecting and refining (Retrieve, Recall, Reflect, Refine) what has been learned. We have also built our Percipio Learning Reinforcement capabilities on this principle, where we bundle all these learning techniques," explains Andreas Rothkamp, VP DACH at Skillsoft, an education technology company that produces software and content for learning management systems. "Skills and competencies are the basis for the success and growth of companies today. Therefore, effective training programs that help employees not only build necessary qualifications and learn skills, but also internalize and apply the knowledge in the long term are key."

Source: Skillsoft

One speaks of a dilemma when a person or organization wants or needs to achieve several, sometimes contradictory goals at the same time. A typical dilemma is the much-discussed "compatibility of family and career". As with all dilemmas, this conflict of goals can only be resolved to a limited extent - no matter how much support is provided by the employer or the state. After all, if you want to earn a lot of money, you generally have to work a lot, too.

When dead ends threaten...

Dilemmas such as those described above also exist in companies. A typical management dilemma is: if the company is to remain one of the top providers in the market in the future, it must invest. However, if a lot of money is spent on this, then liquidity and earnings fall and debt increases. The consequence: the company becomes more dependent on capital providers, and this can endanger its independence and even its existence. In times of crisis or market upheaval, when a paradigm shift takes place in the corporate environment, dilemmas become more acute, because then the usual ways of dealing with such conflicting goals often end in dead ends.

Dilemmas can only be managed

A characteristic feature of dilemmas is that they cannot be solved, but only managed. It goes without saying that a company must take precautions to ensure that it will still be successful in five or ten years' time. So it has to invest and continue to develop. At the same time, however, it must ensure that it can still carry out its day-to-day business and remain liquid. Productivity and marketability must not suffer. The real art lies in finding the right balance. When managing dilemmas, the following "steps" can be distinguished:

• Step 1: Recognize the dilemma. Even this is often difficult for those involved in the company. The top decision-makers, because they are not involved enough in the day-to-day business, and the managers, because they primarily focus on their own (task) area in their work.
• Step 2: Do not negate the dilemma. Pragmatic doers tend to negate dilemmas. For example, they often interpret indications of (potential) problems as an expression of a lack of decisiveness and drive. Their actions are correspondingly actionistic. This often even bears "fruit", for example in the form of a short-term increase in sales or profits. However, it usually takes its toll at some point that the "competing" goals were neglected for a longer period of time. For example, in the form that the company's products are no longer marketable. Or top performers leave the company.
• Step 3: Point out the dilemma. Most of the goals of companies influence each other reciprocally. Accordingly, it is important for managing dilemmas to analyze which goals the company has, how they are interrelated, to what extent they influence each other and what impact they have on short-, medium- and long-term success. It can be helpful to draw up a strategy map in which the goals are listed and their interrelationships are mapped.
• Step 4: Agree on rules for dealing with dilemmas. Suppose an employee realizes that it is difficult for me to reconcile family and career and that I am suffering as a result? Then he should talk to his supervisor and say to him: "Boss, I have a 'conflict of objectives'. Let's talk about how we can ...." He should also sit down with his partner and say to him, for example, "We both want to have a career and still have time for ourselves and our family. Let's talk about how we ....". At the end of the conversation, arrangements can be made and rules agreed on for dealing with the conflict of goals.
  It is similar in companies. Here, too, someone has to take the initiative and say emphatically: "We have a conflict of objectives and need to agree on a strategy for how to...." Otherwise, there is a danger that the processing of the conflict of objectives will be put on the back burner until, figuratively speaking, the hut is on fire and the "problem" has already become a crisis or even a catastrophe. This must be avoided.
• Step 5: Don't be a stickler for the rules. Companies operate in a dynamic environment. That's why those responsible must regularly check: Are the formulated rules still suitable for managing dilemmas or do we need new ones? This applies in particular when unforeseen events such as the collapse of strategically important supply chains or a massive increase in raw material and energy prices threaten the company's ability to act and its liquidity. Then decision-makers must ask themselves: Should we suspend our current rules for dealing with the dilemmas, at least temporarily, in order to remain able to act and operate in the market?

VUKA world requires sharpened dilemma awareness

Companies can only respond flexibly to special challenges and changing conditions if there is a shared awareness of dilemmas, at least among the management team. Companies must communicate this to their employees and especially to their managers. In addition, their management personnel should learn to manage many partially contradictory goals in parallel and to rebalance them as needed.

To the author: Dr. Georg Kraus is the owner of the management consulting firm Dr. Kraus & Partner, Bruchsal. He is a lecturer at the University of Karlsruhe, the IAE in Aix-en-provence, the St.Gallen Business School and the Technical University of Clausthal, as well as the author of several change and project management manuals.

Masters of their trade can be recognized by the tools they use: Particularly in the wake of the digital transformation, it is essential to equip employees in purchasing with the necessary skills and the right tools. The selection of good "purchasing tools" is now large - there are currently over 100 tools that enable procurement tasks to be processed and solved more efficiently and effectively, i.e. holistically. This results in a total of around three million combinatorial variants of tools. This shows - the mere availability of a toolbox is by no means sufficient. Only the right use of the appropriate tool can sustainably increase organizational efficiency.

The book is not a theoretical treatise, but developed from practice for practice. This was done as part of an Innosuisse project at the University of Applied Sciences Northwestern Switzerland - with the support of procure.ch and purchasing experts from local companies. The selection of tools follows a simple principle of equivalence of the degree of complexity of the situation and the tool - the choice of tools is therefore not arbitrary. The book is basically an instruction manual. And with its digital integration into the company, it becomes a learning expert system for effective and efficient purchasing.

The book:
"Purchasing Toolbox - Using Supplier Management Tools Effectively".
ISBN 978-3-033-08731-6, 488 pages
The book can be ordered now: www.procure.ch/werkzeugkoffer-einkauf

To the author:
Herbert Ruile (60) is Managing Director of Logistikum Switzerland, an extra-university education and innovation center for purchasing, logistics and SCM. He completed technical training as a mechanical engineer with a doctorate from the Technical University of Munich and further business training with an MBA at EIPM, Archamps (F). Important professional stations were Höchst, ABB, Alstom and the FHNW.

The record global M&A hunt continues despite high inflation and the threat of recession, according to the half-year report on the global M&A market by consulting firm Bain & Company. There are signs that transaction volumes this year could reach $4.7 trillion, the second-highest level since the turn of the century, the report said. Only in the exceptional year of 2021 was it higher, at $5.9 trillion. The report not only analyzes recent developments in the M&A market. It also shows how company buyers can use acquisitions to gain a competitive edge even in turbulent times.

M&A market: solid balance sheets and high cash flow inflows boost willingness to buy

"In recent years, low interest rates have further fueled the M&A boom," explains Bain partner Dr. Tobias Umbeck. "With the central banks' turnaround on interest rates, first in the U.S. and now in Europe, the era of cheap money is coming to an end." This would currently affect financial investors more than strategic buyers, as in many cases the latter would have solid balance sheets and high cash flow inflows. Therefore, they would continue to have access to debt capital. "Leading companies will continue to make acquisitions in the future, because this will provide them with urgently needed skills," says Umbeck.

The focus here is on technology companies. Their share of the total transaction volume of strategic buyers has recently increased significantly. Bain partner and market observer Tobias Hürlimann notes: "The Corona pandemic has once again accelerated digitization in many industries. As companies are often unable to build up the necessary capacities quickly enough, they are buying in suitable specialists."

EBITDA multiple rises significantly

Russia's attack on Ukraine, with its consequences for the economy and inflation, has done little to change this. It is true that the transaction volume of strategic buyers fell from USD 970 billion in the fourth quarter of 2021 to USD 599 billion in the first three months of 2022. But the comparable prior-year level is likely to have been exceeded as early as the second quarter - especially as valuations are picking up significantly. While the average EBITDA multiple worldwide was still 11.0 in the first quarter of 2022, it rose to 16.7 in the spring. In 2021, this figure had been 15.4 across all four quarters.

"In view of such fluctuations and the general economic uncertainty, it seems understandable if companies hold back for the time being," says Hürlimann. "However, it would be unwise, because it is precisely in volatile times that markets are redistributed." Those who continue to invest during this phase have the opportunity to make their mark on their own industry for years to come and earn above-average returns, he adds. According to a Bain analysis of around 3,900 companies from all sectors worldwide, the winners of a recession increase their EBIT by an average of 14 percent in the 13 years following the recession. In contrast, losers struggle with stagnation in this regard. "Acquisitions make it easier to get on the winning side," says Hürlimann.

Meticulous preparation is essential

However, successful M&A transactions in a challenging environment require particularly thorough preparation. In Bain's experience, a stress test helps to reduce risks in the long term. At present, the focus should be on five topics:

• Net present value. Future cash flow inflows have a decisive influence on the purchase price. The longer the impending recession lasts, the lower they could be.
• Availability of capital. Restrictions on international capital movements, national regulations and demographic change could make it more difficult to raise outside capital in the future.
• Inflation. If companies cannot pass on their costs to their customers, margins fall - a decisive factor for valuation.
• Scope versus scale. In the crisis, the consolidation of individual sectors could accelerate. In the long term, however, the focus should remain on acquiring additional competencies to cope with disruptive change.
• Deglobalization. In view of geopolitical tensions, acquisitions in one's own region are gaining in importance.

Bain partner Umbeck recommends that corporate buyers review their valuation and integration models with regard to these five issues and take appropriate action. The M&A strategy must be adjusted, as must the list of potential target companies. It is also important to talk to banks about future financing conditions. "Turbulent times often offer the best opportunities for acquisitions," emphasizes Umbeck. "The faster companies adapt to the new conditions, the greater their chances of gaining a lasting competitive edge."

Source and further information: Bain & Company

The International Mobility Report 2022 from Aon plc shows that when it comes to international business travel, new factors are in focus: Companies are focusing on re-evaluating business travel. At the top of the list are sustainability, but also Costs and political unrest. At the same time, employee safety and well-being is one of the biggest challenges of international assignments. This means that employers must also be prepared for international talent and establish an international workplace and business policies for them. The report's findings are based on a survey of more than two hundred companies worldwide.

Corona jointly responsible for changes

Ingo Trosiner, Head of International People Mobility at Aon, believes that the Corona pandemic in particular has permanently changed international business travel: "If you look at the current number and also the way companies deal with business travel, you can see that a real reassessment is taking place. In the future, factors such as costs, employee well-being and also the current situation in the country of assignment will determine whether a trip is considered necessary or not. Thus, better decisions can be brought about. This is not to say that business travel will become obsolete, as it adds real value in various areas, but the world after COVID-19 will not be the same.

Gianluca Galli, Broker Health Solutions at Aon adds: "Employers have learned about the benefits of remote working and want to continue offering it. Not least to ensure the best possible work-life balance for their employees and thus create more resilience. At the same time, however, it is necessary for companies not to focus solely on the benefits of working remotely, but to formulate concrete strategies on how to deal with the challenges and legal requirements - and communicate these to their employees in a way they can understand."

International business travel put to the test

After little to no travel in 2020 and the first half of 2021, business travel in Europe picked up again in the second half of 2021. However, a re-evaluation of international travel is taking place on the part of companies: General safety (75 %) and employee well-being (60 %) are the biggest challenges. The ability to work with and guide posted workers (36.2 %) and compliance with laws and regulations (31.9 %) were also frequently cited as key reasons for whether to implement a posting or business trip. CO2 emissions, on the other hand, were in last place with 15 %.

Many employers are now focusing on quality rather than quantity. This means that companies are increasingly looking for local talent, which is why no increase in the number of international assignments is expected. At the same time, international remote work is seen as a solution when talent is in short supply. In 2021, employees in sales (66 %) and management (65 %) in particular went on business trips again. The main focus here was on maintaining relationships and trust through personal contact.

Overarchingly, the return on investment is the top priority: the actual value for a company, the measurable benefit and the ability to demonstrate this benefit to internal stakeholders are considered the most important criteria in the assessment for or against a trip. Another decisive factor is the fact that a business trip always places higher demands on due diligence and preparation, such as compliance with laws and regulations and ensuring the safety and well-being of employees.

Increasing trend toward international remote work

In addition to the challenges already mentioned, international work brings with it many other issues for companies that employers must necessarily address before sending or sending their employees on business trips. These include, for example, regulatory compliance (54.6 %), social security (51.5 %) and taxes (49.5 %). However, 40 % of companies offering international remote work do not have policies in place for this. However, mishandling the issues related to working abroad can have huge consequences.

Previously mentioned reasons often explain the decision of companies to rely on international remote work instead of secondments. Nearly 60 % of employers indicated within the study that remote work is an option within their company. This goes hand in hand with many people's need to be able to work flexibly from anywhere in the world, allowing them to combine leisure and work away from the home office or to be closer to family. Furthermore, remote work can also be a possible solution when it comes to recruiting and retaining much needed talent.

Source: Aon plc

The shortage of skilled workers in Switzerland is increasing - especially in the technical sector. The first two places in the Swiss Skilled Worker Shortage Index are occupied by engineering and IT professions. Yet Switzerland's current challenges can hardly be met without the right skilled workers. The focus at the moment is primarily on Switzerland's energy supply and the associated expansion of renewable energies: temperature records, the threat of shortages and rapidly rising prices for fossil fuels and electricity are increasing the urgency of the energy turnaround. "Well-trained and innovative engineers are needed to implement the energy transition," says Ruth Schmitt, head of education at the FHNW School of Engineering. "That's why we're offering high school graduates a new, direct path to a degree starting in the fall semester of 2022. In this way, we want to attract more young people to a technical education." And this path leads via a practice-integrated bachelor's degree program.

Dual bachelor studies for high school graduates

Students who wish to study at a technical university of applied sciences do not necessarily have to have completed a technical apprenticeship. High school graduates are also admitted if they have at least one year of practical experience in the world of work before starting their studies, which fits in with the chosen course of study. Starting in the fall semester of 2022, high school graduates at the FHNW will be able to start their technical studies directly - and build up their practical work experience in parallel. This is possible thanks to a pilot trial by the federal government: The practice-integrated bachelor's degree (PiBS) was launched as part of a package of measures to combat the shortage of skilled workers in the MINT sector (mathematics, information technology, natural sciences and technology).

The PiBS is a dual education: Students attend the study modules at the FHNW and work 40% at a partner company from industry and business. To do this, they either divide the week into study and internship days or study in phases in the full-time model and spend longer practical phases at the company. The study content is the same as in a three-year full-time program. A practice-integrated course of study usually lasts four years, but offers a major advantage, according to the FHNW: "The high school graduates start their professional life and their studies at the same time. This allows them to apply what they have learned in practice right away - and, conversely, to bring their practical experience into their everyday studies. For example, in student projects, a central part of every degree program at the FHNW School of Engineering: From the first semester, students work in teams to implement specific assignments from industry," says Ruth Schmitt.

First places for study start in fall 2022

Anyone wishing to enroll in a practice-integrated bachelor's degree program PiBS must sign a training contract with a company for the entire duration of the program. Brugg Cables and Pfiffner Messwandler are two of the first partner companies to offer internships to high school graduates who have made up their minds and want to start a dual study program in electrical and information technology, energy and environmental technology or mechanical engineering in the fall of 2022. Brugg Cables is internationally active in the systems business with high-, medium- and low-voltage cables and accessories. The company's research and development department is constantly working on new, innovative products for the highest voltage levels and for the complex cabling of power supply systems. The company is located just a stone's throw from the FHNW University of Applied Sciences, but is globally networked. Pfiffner Messwandler, on the other hand, develops, produces and sells products and solutions for customers in the field of energy technology with around 220 employees. "Major technical challenges await us in the energy sector. To master these, we need young people who can shape the grids of the future with their ideas," says Dr. Jürgen Bernauer, CEO of the company, about the motivation to support future students in their careers.

The range of companies offering internships is to be expanded on an ongoing basis.

More information: www.fhnw.ch/technik/pibs

SGES 2022 is probably the most comprehensive business summit in Switzerland on the topic of sustainability. It brings inspiration, knowledge and networking for representatives from business, politics, science and civil society who decide, implement and drive innovation. This year's conference, which will take place on September 7 and 8 in Winterthur, features an exhibition and 270 speakers (including eight keynotes) at 16 innovation forums. Around 1400 participants are expected to attend.

16 innovation forums on various topics

The innovation forums are in-depth conferences. High-profile decision-makers, implementers and innovators from business, politics, science and NGOs show how they transform challenges into successful (business) solutions with added value for the economy, society and the environment. Participants will receive concrete recipes for success on topics such as healthcare and the circular economy, nutrition, cooperative urban logistics, energy-efficient operation of buildings, and sustainable financing and investment opportunities.

Presentations and panels

Moderated by Sonja Hasler, editor at SRF, and Dominique Reber, partner at Hirzel. Neef. Schmid. Konsulenten and member of the SGES advisory board, various topics will be discussed in the plenary session. For example, the question of the circular economy: How can we scale up? Dr. Katrin Schneeberger, Director, FOEN Federal Office for the Environment, and Dr. Torsten Wintergerste, Division President Chemtech, Sulzer Chemtech AG, will speak on this topic. National Councillor Jürg Grossen, himself an entrepreneur and President of Swissolar, the Swiss Association for Solar Energy, will address the issue of concrete climate protection in companies. Secure and sustainable energies will be the topic of the thematic block in which Andreas Kuhlmann, Chairman of the Executive Board of the German Energy Agency, and Alexander Keberle, Member of the Executive Board of economiesuisse, will be speakers. A closing event will also be the presentation of the SGES SDG Award for companies.

Exhibition at SGES 2022

This year, an exhibition will once again be located at the heart of the symposium. In terms of content, this is closely interlinked with the other topics of SGES 2022 and the innovation forums. Exhibition topics include education and sustainability, bioplastics, printing and design, SMEs and innovation, culture promotion and, of course, the circular economy. "Today, no company can avoid the topic of sustainability. We are convinced that sustainability is not a compulsory exercise, but an elementary success factor," says Mario Weiss of Creaholic, for example, a development partner for improving the ecological compatibility of companies in a wide range of industries.

More information and Registration

TA Triumph-Adler GmbH is a German specialist in the field of multifunctional systems and digital office solutions and has a wholly owned subsidiary, TA Triumph-Adler Schweiz AG. The management of this subsidiary is now realigning itself for the expansion of the digital solutions business and has a new General Manager Sales & Marketing in Michael Heegewald. His core responsibilities include the strategic expansion of the ECM & ICT (Enterprise Content Management & Information and Communication Technology) business unit and the service business, according to the company. Heegewald will drive the company's further development into a comprehensive IT solution provider for the document business and contribute his expertise in the sale of software and service solutions to this end, according to the statement.

"There is a lot of potential here," says Michael Heegewald on the reason why he moved to TA Triumph-Adler Schweiz AG. "TA is a traditional company and very ambitious. It's a very good fit for me. I see it as a great challenge to shape the ECM business together with the team and to drive the transformation of the company in Switzerland." Michael Heegewald has worked in the IT industry for more than 20 years, primarily in sales and business development. Most recently, as Managing Director, he steered the business of the IT systems integrator Infoniqa SQL AG in Zurich. Before that, he spent around 17 years as Managing Director of Hirt Informatik AG, where he built up a cloud data center and marketed storage and backup solutions as an independent entrepreneur before selling the company around four years ago.

"With his strong knowledge of the cloud business, his many years of experience as an entrepreneur and his large network in the Swiss IT industry, Michael Heegewald brings the best qualifications for this role. He will optimally complement our existing management team in Switzerland. I am looking forward to working with him," says Christopher Rheidt, Managing Director of TA Triumph-Adler GmbH. With the new addition to the management team, the management of TA Triumph-Adler Schweiz AG will continue to follow the constant path in the usual three-person constellation in the future, following the imminent departure of Michael Gasser at the end of August this year, the company statement continues. Michael Heegewald is now working (per procura) with long-time members Corina Schupp, responsible for commercial management (per procura), and Marcel Graf, responsible for technical management (per procura). Michael Gasser has decided to take on new challenges after more than 15 years with TA Triumph-Adler Schweiz AG.

More information

Global travel prices are expected to continue to rise in the remaining months of 2022 and throughout 2023. This is according to the Global Business Travel Forecast 2023, published by business travel services provider CWT together with the Global Business Travel Association (GBTA), the voice of the global business travel industry, was published. Rising fuel prices, labor shortages and inflationary pressures in commodity costs are the main drivers of expected business travel price increases, according to the report, which uses anonymized data from CWT and GBTA with publicly available industry information, as well as econometric and statistical modeling from the Avrio Institute.

"Demand for business travel and meetings is back, there's no doubt about that," notes Patrick Andersen, chief executive officer of CWT. "Labor shortages across the travel and hospitality industry, rising commodity prices and a greater awareness of responsible travel are impacting services, but projected prices are broadly in line with 2019." And Suzanne Neufang, CEO of GBTA adds, "What we're seeing now are several factors that come into play when corporate travel buyers and procurement officers model their travel programs. This eighth annual joint forecast combines statistical travel data and trend analysis with macroeconomic influences to provide an important reference point for business travel planning."

Macroeconomic influences

The global economy contracted by 3.4 % in 2020, experiencing one of the sharpest declines since World War II. Services sectors, including travel and hospitality, were hit particularly hard, but the global economy recovered quickly from the 2020 lows and grew by 5.8 % in 2021. Economic growth is moderating as the recovery continues, although concerns about another recession are growing. The current baseline scenario for 2022 assumes growth of 3 %, followed by growth of 2.8 % in 2023. The 2023 Global Business Travel Forecast also notes the three main forces putting pressure on the economy and the business travel industry. These include Russia's invasion of Ukraine combined with other geopolitical uncertainties, inflationary pressures driving up costs, and the risk of further COVID outbreaks that could limit business/business travel.

Conversely, the report highlights that companies are placing sustainability among their top priorities, and combating climate change is becoming increasingly important. The report highlights that greater visibility of greener travel options at the point of sale, as well as carbon footprinting and environmental impact assessments, are ways for the travel industry to actively contribute to responsible decision making.

Meetings and events

Prices have increased across most spend categories in all regions, fueled by pent-up demand, a desire to strengthen corporate culture, and an uncertain economic outlook. The cost per attendee for meetings and events is expected to be about 25 % higher in 2022 than in 2019, and is projected to increase another 7 % in 2023. In addition to pent-up demand, corporate events are now competing with many other types of events that were canceled in 2020. And with many companies abandoning office space in favor of remote work during the pandemic, they are now booking meeting space so employees can meet in person, further fueling demand.

Shorter lead times for events, varying from six to 12 months to one to three months, are also contributing to this "perfect storm," perhaps underscored by companies' concern that the current situation could change very quickly. This is particularly noticeable in Asia Pacific, where post-pandemic reopenings have been slower than in other regions, with ongoing restrictions in China driving clients to ensure their events can take place, and as quickly as possible.

Business trip flights

Airfares for business travel decreased by over 12 % in 2020 compared to 2019, followed by a further decrease of 26 % in 2021. Economy ticket prices decreased by over 24 % from 2019 to 2021, while premium ticket prices decreased by 33 %. Prices are expected to increase by 48.5 % in 2022, but even with this large price increase, prices are expected to remain below pre-pandemic levels through 2023. After rising 48.5 % in 2022, prices are projected to rise 8.4 % in 2023.
Rising demand and continued increases in jet fuel prices, which have caused prices to double to more than 160 $/barrel in some markets, according to S&P Global, are putting upward pressure on ticket prices. First-class tickets accounted for over 7 % of all tickets purchased in 2019. The share of these premium tickets fell to 6.5 % in 2020 and to 4.5 % in 2021, but has been rising again since 2022. In the first half of the year, premium tickets accounted for 6.2 % of all tickets purchased. An increasing share of premium tickets will lead to higher average prices, as the average ticket price is made up of economy and premium.

International and cross-border bookings are recovering in most regions, which will lead to a higher share of international ticket bookings and a correspondingly higher average ticket price, despite the uncertainties caused by the war in Ukraine. After two years of minimal or no spending, business travelers will likely be willing to spend more on tickets, especially as availability declines due to labor shortages. This upward trend is largely due to the introduction of vaccines and the reopening of borders.

Hotels and rental cars

Hotel prices fell by 13.3 % in 2020 compared to 2019 and by a further 9.5 % in 2021, but the report expects them to rise by 18.5 % in 2022, followed by an increase of 8.2 % in 2023. In some regions, such as Europe, the Middle East and Africa, and North America, hotel prices have already exceeded 2019 levels, and this is expected to be the case globally by 2023. Hotel prices have already risen sharply in some parts of the world, including by 22 % in North America and a projected 31.8 % in Europe, the Middle East and Africa, reflecting an accelerated recovery combined with ongoing capacity constraints. Hotel rate increases were initially driven by strong leisure travel in 2021, but group travel for corporate meetings and events is increasing, and transient business travel is also gaining significant momentum, putting further pressure on average daily hotel rates.

Global car rental prices decreased by 2.5 % in 2020 compared to 2019, before increasing by 5.1 % in 2021. Prices are expected to rise by 7.3 % in 2022, reaching a new high, and increase by a further 6.8 % in 2023. There are many reasons for this: the vehicle industry is still facing capacity constraints, and car rental companies, which downsized their fleets after the pandemic, have not yet fully recovered. Car rental companies have switched to buying used vehicles to increase fleet size and are keeping their vehicles longer. Some rental companies are also buying vehicles from manufacturers that are not among the brands they traditionally support.

Skyrocketing prices, vehicle shortages and the need to monitor door-to-door carbon emissions are driving business travel managers to incorporate ground transportation into overall trip planning from the start. This is especially true when considering the inclusion of electric vehicles. Even if widespread adoption is still a few years away, personal preference should not be underestimated.

Source: CWT

Marcel Sennhauser is taking over as Head of Policy and Communications at the Swiss Association of Master Builders. The 53-year-old engineer HTL with further education at the HSG in St.Gallen and Columbia University in New York took up the position in the function of a member of the Executive Board in full on August 1, 2022, with the intensive familiarization phase already taking place from the end of June. Most recently, Marcel Sennhauser spent twelve years as Head of Communications and Public Affairs and Deputy Director at the chemical and pharmaceutical association scienceindustries, and from 2018 he also held the position of Head of Education, Research and Innovation. His previous professional stations include the media company Tamedia AG, where he played a key role in shaping online journalism in its pioneering phase and also provided decisive impetus in the introduction of online advertising in Switzerland, as well as the Internet auction house Ricardo, where he was responsible for communications and marketing activities.

Marisa Lienberger has already taken over as Head of Finance and IT on July 1, 2022. Lienberger is a federally certified expert in accounting and controlling with further training in corporate finance (MAS) and real estate management (CAS). She brings many years of experience as Chief Financial Officer (CFO) as well as in leading positions in corporate finance. For the past nine years, Marisa Lienberger has been Head of Finance + Controlling and a member of the Executive Board at Sto AG in Niederglatt, a subsidiary of the German Sto Group. Other previous positions held by Marisa Lienberger include Chief Finance & Administration at a division of the automotive supplier Autoneum in Winterthur and management functions in controlling, planning and corporate development at the Belimo Group in Hinwil.

The Swiss Association of Master Builders has its headquarters on Weinbergstrasse in Zurich. Its Executive Board is made up of Bernhard Salzmann, Director, Martin Graf, Vice Director and Head of Corporate Management, Marc Aurel Hunziker, Vice Director and Head of Vocational Training, Michael Kehrli, Vice Director and Head of Legal Services, Marcel Sennhauser, Vice Director and Head of Policy and Communications, and Marisa Lienberger, Head of Finance and IT.

Source and further information

The Climate Protection Strategy 2030 is another building block in the framework of the sustainability activities of the IT company Bechtle, which is intended to contribute comprehensively to the goals of the Paris Climate Agreement. "For us, it is not only a question of corporate responsibility to design our business operations in a sustainable manner, but also a social task to limit global warming in a joint effort," says Dr. Thomas Olemotz, CEO of Bechtle AG. The core of the climate protection strategy is the Group's goal of achieving climate neutrality by 2030, which is essentially based on saving CO₂-emissions. The planned reductions are flanked by the avoidance and accompanying compensation of emissions through certified climate protection projects.

Climate protection strategy with many measures

The reduction targets for the greenhouse gas CO₂ are distributed across the different emission categories along the value chain according to the Green House Gas Protocol, the so-called scopes. According to this, emissions under Scope 1 (company facilities and vehicle fleet) and Scope 2 (purchased energy for own use) are each to be reduced by 60 percent by 2030. The reduction in Scope 3 emissions, which relate to the upstream and downstream value chain, is to be 30 percent. In concrete terms, these targets are to be achieved, for example, by increasing energy efficiency at the company's sites, by generating its own electricity or by purchasing green electricity, as well as by means of a sustainability-oriented purchasing strategy, more climate-friendly logistics and raising awareness among internal and external stakeholders, as the climate protection strategy states.

Ambitious roadmap

The ambitious roadmap is based on the science-based reduction targets of the Science Based Target Initiative (SBTI). In the SBTI, the Carbon Disclosure Project (CDP), the United Nations Global Compact, the World Resources Institute and the World Wide Fund for Nature have been working together since 2015 to set transparent and comparable science-based climate targets.

Bechtle has published an annual sustainability report since 2015. The company is a signatory of the UN Global Compact and the WIN Charter and has its sustainability performance regularly audited by EcoVadis.

Source and further information: www.bechtle.com

Not there at all, or far too close. Executive coach Boris Grundl identifies ten leadership personalities that inhibit the development of empowering corporate cultures. But it doesn't have to stay that way, because it's important for everyone to build a positive attitude toward change. "Empowering people to take responsibility and making that visible through results" is how the Leadership Institute (GLI), founded by Boris Grundl, describes leadership. According to Grundl's own account, the "Leading Simple" system provides leaders with tasks, tools and principles for leading themselves and others responsibly and developing sustainable corporate cultures.

Absent ...

To lead a team well, managers need a certain amount of distance. But some overshoot the mark and hand over responsibility completely to their employees - even in an emergency. By doing so, leaders eliminate the possibility of communicative errors and seemingly give free rein. In reality, however, they are refusing to do their job as guides. The "principle of distanced proximity" applies here: In terms of a motivating work climate, leaders take care to maintain a balance between distance and proximity.

... and favorites

Everybodys Darling avoids conflict. Instead of playing with open cards and addressing mistakes, this type praises or appeases and sympathetically takes the position of his counterpart. But the need for harmony stifles development opportunities: Only those who know that and where things are going wrong can change something. If leaders swallow critical words without saying them, they give away the potential of employees and reduce the appreciation for services rendered. If you follow the principle of distanced proximity, you open up space for constructive discussions.

Waiting

Let's see what happens - freely according to the motto: Someone will do it. Such action, like absence, leads to a misinterpretation of freedom and trust. In reality, those who wait fail to respect the work of others. Those who do not stand by employees neither know who is doing a good job, nor do they register discrepancies. Positive control over the team's performance keeps employees on their toes.

Shooting stars

Especially new to the company, these leaders are happy to take on any tasks that are called out to them in order to look good. If you get a lot done, you do a good job? No, this is where action and actionism get confused - a mistake that many succumb to and which, in the worst case, leads to spongy performance. Good leaders focus on results and unflinchingly answer the question: What helps to achieve the next step?

Know-it-all

The lament "I always have to do everything myself" succinctly and accurately describes this type of leader. Their knowledge ranges - as they feel - from labor law to interest calculation. So why should someone else take on the job in hand and possibly do it worse? Many years of experience show that knowledge does not mean ability. Distributing tasks according to core competencies brings more for the individual and the team - a transformation towards trusting delegation allows self-makers greater acceptance of results.

Lone wolf

Always with their sights set on the goal, some leaders block out second opinions. Their motto is: My way or no way; if no one goes along, then they go it alone. Attention: Such leaders quickly find themselves lonelier than they should be! Good leaders understand or learn the necessity of concretely defined areas of responsibility. If everyone is allowed to contribute his or her share to the project, employees develop. Therefore, leaders formulate a purpose with whose core each individual can identify and define clearly distributed tasks.

Ruling

Other views do not exist in the regiment of the ruler. An announcement comes from above, and the followers are guided by it. Some speculate on prestige in higher echelons; for others, governing is in their nature. But authoritarian delegation does not serve the advancement of a company and a team. Instead of giving orders, those who are inclined to govern learn to listen at the other person's pace and to ask questions. This allows interlocutors to think about problems and finally tackle solutions themselves instead of passively waiting for the boss to make a decision.

Workhorses

They shine with professional competence and take over when there is a need. Fulfilling tasks is what drives them. They start their day with "What's on the agenda?", tick boxes, scurry here, help there, rush to meetings. Only to wonder at the end of the day what they have actually accomplished. Human resources research calls such people "watering cans." Their counterpart, the "burning glasses," is focused on desired results. In the understanding of the Grundl Leadership Institute, being results-oriented means focusing on the part of the results that I can influence and becoming the best I can be there.

Scattered

Your schedule is about to burst? No matter. The absent-minded can't say no. Only in emergencies do projects change areas of responsibility. The result is nothing half and nothing whole. If leaders focus on a few task areas and approach the "burning glass", they achieve significantly better results with the same effort.

Skimming

They reap all the laurels - even those for which others have toiled. They channel their energy into personal advancement and also live this control. In this way, egoists squander trust and waste the energy of their employees. The desire for networking and recognition puts the brakes on an honest interest in good results for the company. Mental transformation away from oneself to the desire for good company results generates sustainable motivation: This intrinsic desire releases positive forces in oneself and the team. Convincing performance follows, which in turn raises the status.

More under www.grundl-institut.de, www.verantwortungsindex.de and https://lernwelt.grundl-institut.de/