The team led by Markus Jäger (pictured 2nd from left), Patrik Bawidamann (center), and Hans Martin Zanetti (far right) Revidas is a fiduciary company specialized in SMEs in Eastern Switzerland. In view of the increasing digitalization of the industry and the need to find a sustainable and long-term succession solution for key positions, the managers of the company, which was founded in 1984, decided to partner with the OBT Group. According to Revida's main shareholder and partner Markus Jäger, "In addition to knowledge of OBT's strengths in the area of IT, the decisive factors in this decision were not least mutual sympathy, a common basis of values and a clear commitment to SME customers.

Revidas' core offering and existing competencies will remain in place; however, SME clients will be able to benefit from the merger with OBT not only in terms of IT know-how and infrastructure, but also from new resources in the areas of tax, legal and management consulting as well as fiduciary and auditing services, according to a press release. The Revidas brand will continue to be used until further notice and the company will retain its locations at Flurhofstrasse in St.Gallen and Theaterweg 11 in Chur, it added.

OBT partner and head of the fiduciary department, Christoph Brunner (pictured above, far left), will join the Revidas management and board of directors as an interface to the group. All 22 employees of the company will continue to be employed by Revidas at the current location. The priority for those responsible is to bring the employees together, generate synergies and standardize the IT processes in the takeover process that is now getting underway. In this way, the desired digitization thrust and the succession of the previous owners, who will continue to be available, are to be purposefully initiated. For the OBT Group, this step is a further, gratifying addition in the SME sector, with which it will now be possible to further strengthen its position in eastern Switzerland, the company explains.

Source and further information: OBT

Good leadership is already challenging when you formally occupy the position of boss. Because even your "position power" doesn't do you much good if people are reluctant to follow you. At best, you can force results in the short term. In the medium and long term, that never works. On the other hand, how much more difficult is it when you have to lead others but you have no formal authority to issue directives?

From my observation, such positions are becoming more and more common: be it the product portfolio manager across several divisions, the global sales head who is dependent on the national subsidiaries, or the project manager with twenty project team members from a wide variety of areas. The influence in all these cases is indirect. How can you achieve maximum results with your virtual team in these cases?

Well, the answer lies in the fact that top leadership has always meant top influence - whether with or without a formal position. So leading without a position is even more about your influence.

So the question is: How do you influence people in your favor, even if they have a different boss?

Here are three important questions to answer:

1. "What do I want?"
   This question may sound very simple, but most people have great difficulty in answering it (at least that is what I experience again and again in my coaching). It is very important that you can name clear results for clear time periods: What exactly do you want to have achieved by the end of the year? With whom? And why? Because if you are not one hundred percent clear about what exactly you want, how are others supposed to follow you? How are you going to convince others?
2. "What do the others get out of it?"
   In sales, this is called the "benefit argument." What do the others you want to influence get out of your role and leadership? What value do you bring from their perspective? Many individuals find this thought difficult, but you must also sell yourself in such a position. You need to be able to clearly demonstrate why they should spend their valuable time on your issues. By the way, a good way (as in sales) is to ask the others specifically.
3. "How kön can we benefit from each other together?"
   This is a good question to ask those with whom you want to achieve something together. Such an open and positive question challenges reflection. Additional tip: You can also ask the question in relation to specific topics that you want to advance. By doing so, you steer the others in the direction you want them to go. This is then called "exerting influence." This will make you a better leader.

So, if you are in a challenging leadership situation, I recommend answering these three questions. You will expand your influence a good bit by doing so.

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

An elegant suit with classy lace-up shoes for men and a suit with chic pumps for women are real outfit classics. They fit perfectly when you have to discuss serious business ideas or an important meeting is coming up. For a stylish appearance, the following applies to the business look: less is often more. Simple jewelry, an expensive watch or a silk scarf speak volumes without looking overdressed. Details also play a role: the person opposite can form a certain image of a person based on accessories such as a bag, belt or cufflinks.

Casual and cool: How to get ahead with the business casual look

The Business casual look is a broad term and includes a variety of outfits. For men, the look calls for a suit in a professional setting, but it may be fashionably tailored and worn without a tie. The combination of chinos, shirt and jacket is typical. In addition, fine knit sweaters or polo shirts may also be worn as part of this dress code. Ladies have a particularly wide range of looks to choose from: Casual blouses, cloth pants, skirts and sweaters can be combined as the mood takes you. The important thing is that the clothes suit the occasion and look neither too formal nor too casual.

Stylish appearance: What to avoid at all costs as a CEO

Tattered jeans, overly colorful clothing and fancy prints are best left in the closet. Even in creative professions, such looks never go down well. Sportswear should also be avoided at all costs. As a CEO, you are still operating within a framework that presupposes "business. Therefore, the look must also fit the job description. You should also make sure that your clothes fit well and are comfortable to wear. The cut as well as the material are priorities here. Ill-fitting or uncomfortable clothing is immediately noticeable and can put the wearer in an uncomfortable situation. As CEO you have to be self-confident and sometimes even give a speech. It is particularly important that the clothing allows maximum freedom of movement.

Stylish accessories complete the look

With the right accessories, you show your personality as a CEO. Watches are an excellent way to express yourself discreetly, yet effectively. Classic wristwatches suggest a person who likes to be regulated and attentive to details, while a sporty chronograph reveals the adventurer. Rubber bracelets should be avoided. Instead, choose a bracelet made of leather or metal. Milanaise bracelets are particularly trendy. Ladies still go for watches in delicate rose gold. Often less is more, and this also applies to the price of chronographs. Here, it should not be decided that a watch is as expensive as possible to impress the counterpart. Nevertheless, many models from the luxury segment naturally have their price. Therefore, for young CEOs who have to watch their budget or don't want to spend vast sums of money, it is worth considering buying used watches. Renowned Manufacturers like Breitling offer refurbished and used models, which are absolutely as good as new and in addition cheaper.

If you wear jewelry, you should go for simple pieces. A bracelet or a necklace made of gold go perfectly with an otherwise simple outfit in muted colors. It is important not to overdo it here either. Especially large pieces of jewelry or those with colorful stones are best left at home and brought out for the next party.

This is how the shoe turns out

Shoes are often the first thing that business partners pay attention to. Therefore, they should be well-maintained and of high quality. Worn-out sneakers or old-fashioned pumps or lace-up shoes with a square toe do not meet these requirements. Men can definitely not go wrong with classic oxfords. Ladies are best off wearing a classic shoe model with a mid-height heel. If the look is a bit more casual, you can go for Chelsea boots or classy sneakers.

Belt and bag

Belt or bag should always match the footwear. However, this does not mean that the color and material must be identical. However, it will look strange if you wear a brown belt with black shoes, and vice versa. Ladies can lean their bag to an element of their outfit. Nevertheless, the handbag should always harmonize with the shoes.

Find his trademark

Steve Jobs wore a black turtleneck and jeans, Mark Zuckerberg prefers gray T-shirts: CEOs represent a brand - and often become a brand themselves. By creating a memorable look, you stay in the minds of your business partners. The important thing is to be consistent and follow through with the look. Small deviations are possible, but you should stick to your trademark. Building a certain image takes time and effort. You should therefore think carefully about what you want to make your trademark and what look you feel most comfortable in.

Conclusion

There is no universal look that suits a CEO. Rather, it is important that the appearance fits the respective company and reflects the brand's values. Many young CEOs choose a business casual look that is both classy and comfortable. Typical combinations are cloth pants and a jacket for men and slacks, a fashionable blouse and a blazer for women. Accessories and jewelry add a personal touch to the look. It is important that employees as well as business partners can identify with the look. Overly formal as well as overly casual clothing should be avoided.

Swisscom can call itself the world's most sustainable telco, according to a 2020 report by World Finance: For 12 years, Swisscom has been using renewable energy exclusively, has greatly reduced its consumption, and is offering since March 2022 all subscriptions climate neutral an.

Most sustainable telco in the world

Swisscom wants to save an additional one million tons of CO2 per year by 2025. Based on new innovative ICT solutions for private and business customers, they can massively reduce their CO2 footprint. According to its own projections, this contribution is far more significant than Swisscom's own footprint (the contribution that Swisscom itself can make across its own value chain). What's more, it is so relevant that Switzerland as a country could achieve its own climate targets more quickly because of it, as Swisscom notes. That's why the telecommunications service provider is looking for young companies with the tenth Swisscom Startup Challenge that have developed innovations and technologies to directly or indirectly protect the climate.

Startups and research teams from all over the world can apply for the Swisscom Startup Challenge until May 31, 2022. Ten startups will be selected from the applications received and invited to pitch in September 2022. In collaboration with Venturelab, the expert jury will ultimately name five winners. They will be given the opportunity to further develop their solutions with experts from the Swisscom ecosystem as part of a tailored exploration program. In addition, the winners will have the chance to win an investment or a business partnership with Swisscom.

Tenth Swisscom StartUp Challenge: Failed, won, sold to Apple

"We rehearsed with them late into the night before the winners of the first Startup Challenge pitched their business cases to the big venture capitalists in Silicon Valley the next day," recalls Stefan Kuentz, co-founder of the Swisscom Startup Challenge. That was in 2013, and since then, a visit to Silicon Valley has opened up a new world for the nearly 40 winners of the funding program. "We had been in Palo Alto with our Outpost since 1998 and wanted to bring some of the Californian entrepreneurial spirit to the Swiss startup landscape and, of course, find candidates for investment from Swisscom Ventures," says Roger Wüthrich-Hasenböhler, who launched the initiative in 2013 together with Stefan Kuentz, Urs Stender (now Blue Lion) and Beat Schillig from Venturelab.

Since then, around 2,000 startups have applied for the Challenge in ten years, and 45 have completed the funding program. Nearly 100 young entrepreneurs traveled to the Swisscom Outpost and pitched their business cases to major venture capitalists and Internet giants. Among them were startups such as Ava (2015), Creal (2019), Ecorobotix (2017), Geosatis (2014), Gmelius (2019) and Nanolive (2016). Swisscom Ventures, a division of Swisscom, also invested in all of them. Six of the winning startups have since sold their companies: For example, regtech startup Qumram (2016) to Dynatrade or intelligent image recognition Fashwell (2016) to Apple. Some of the Swisscom Startup Challenge alumni are now ranked among the top 100 young companies in Switzerland. 4 of the 45 have unfortunately already had to abandon their entrepreneurial journey. "Compared to the statistics in the US, the failure rate in the Swisscom Startup Challenge Hall of Fame is much smaller," explains Beat Schillig from Venturelab. "So either the selection was very good or we in Switzerland take fewer risks than startups in Silicon Valley and still have a lot of untapped innovation potential. Because those who dare more can also win more!"

More about the Swisscom Startup Challenge: www.swisscom.ch/startupchallenge

With the SME Study 2022, the Swiss Institute for SMEs and Entrepreneurship at the University of St.Gallen and the auditing firm OBT provide readers with in-depth information about the SME landscape in Switzerland. The authors also point out the differences between SMEs, because not all SMEs are the same. A hairdresser, a bakery, a painter or an advertising agency are just as much SMEs as high-tech global market leaders in medical technology or mechanical engineering. Moreover, in the view of the authors, SMEs are not simply small large companies, but are distinguished by specific characteristics. Every two years, the most recent SME figures are evaluated, with reference being made to past studies in each case. The focus of this study is on the evaluation of the 2019 figures and a comparison with previous years.

How many SMEs are there in Switzerland in total?

99.7 % of companies in Switzerland are considered SMEs according to the latest provisional figures from the Federal Statistical Office. Micro-enterprises with fewer than ten employees are the most common type of SME, accounting for almost 90 % of all companies. The two other forms of SME, namely small and medium-sized enterprises, together account for just around one in ten companies in Switzerland: 8.4 % of companies are small enterprises with 10 to 49 employees, and just 1.6 % of companies are medium-sized enterprises with 50 to 249 employees.

How many people work in Swiss SMEs?

A look at the employment figures shows that around two-thirds of employees in Switzerland - measured in full-time equivalents (FTEs) - work in SMEs. The employees are distributed roughly equally among the various company sizes in SMEs: 22.7 % of employees work in microenterprises (< 10 MA), 21.6 % in small enterprises (10 - 49 MA) and 21.0 % in medium-sized enterprises (50 - 249 MA).

How many SMEs are there in each of the different sectors?

If the various sectors are compared with one another, the following picture emerges: In the first sector - the agricultural sector - there are almost only microenterprises. They account for 98.2 % of the enterprises. In the third sector - the services sector - microenterprises are also very dominant, accounting for 90.6 % of enterprises. And even in the second - in the industrial sector - their number is 80.4 % of the enterprises. The following sectors, among others, have a high number of microenterprises:

• Real Estate
• Legal and tax consulting, auditing, management consulting
• Healthcare
• Other freelance activities
• Artistic activities
• Provision of other services
• Agriculture

In terms of the number of employees, the sectors differ greatly: in the first sector, almost all people work in SMEs (99.7 %), and 86.4 % are employed in microenterprises. In the second sector, on the other hand, 67.4 % of employees work in SMEs. At 15.5 %, less than one-fifth of employees work in microenterprises. In the third sector, 63.2 % of employees are employed in SMEs, the least in percentage terms compared to the other sectors. However, their share is again larger among microenterprises than among employees from the industrial sector: 23.0 % of employees in the service sector are attributable to microenterprises.

What legal forms do Swiss SMEs have?

In terms of legal forms, it is striking that most SMEs are organized as sole proprietorships. In agriculture in particular, almost 90 % of SMEs are sole proprietorships. SMEs in industry and services are often organized as AGs or GmbHs. As the size of the company increases, the number of sole proprietorships dwindles, as does the number of limited liability companies.

How long do SMEs exist?

Also this year, the survival rate of new companies was highlighted in the mentioned study series. The study shows that about 49 % of the companies are still active five years after their establishment, with large differences depending on the industry. The survival rate is lowest in the hospitality industry with 38 %, while it is highest in the health and social care industry with 64 %.

How many SMEs are involved in exports?

The influence of SMEs on export volume discussed above shows that although only around one in 13 SMEs in Switzerland exports, they are nevertheless responsible for 42 % of Switzerland's export volume. The majority of SME export volume comes from medium-sized enterprises. In addition, micro-enterprises with fewer than 10 employees account for two-thirds of all export-oriented firms and 7 % of the total export volume. In Germany, France or Ireland, the influence of large companies is much more pronounced. Compared to other European countries, Swiss SMEs - according to the study - have some of the highest average export volumes.

SME Study 2022 also shows comparison with other countries

According to the SME Study 2022, the SME share is also similar in other countries. However, there are differences in the number of employees - for example, large companies in the United Kingdom (UK) and Germany employ proportionately more people than large companies in Switzerland. Based on these differences, comparisons of company size with the economic performance (GDP per capita) of the countries can be drawn. The trend line shows a slightly negative correlation between the share of SMEs in a country and economic performance.

The complete Swiss SME study can be here or under kmu.unisg.ch/kmu-numbers can be downloaded.

Especially in the start-up phase for an online store, some decisions can slow down the venture. Andreas Köninger* is familiar with the e-commerce industry and knows how startups can avoid the five most common mistakes.

Error #1: Act head over heels

"Anyone who wants to be successful with an online store should not act hastily. Be it in the selection of the software, the infrastructure or its subsequent updates," notes Andreas Köninger. Planning processes thoroughly is the order of the day. "If the focus is only on the quick launch of a website, the directional decisions can make future plans more difficult or completely obstruct them," the professional points out. "There is, of course, the option of making processes agile and iterative. However, such an approach requires a well-coordinated team as well as experience and brings its own challenges. Accordingly, implications for possible extensions of the digital storefront should also be considered at every step." Therefore, in case of doubt, the expert advises consulting with specialist personnel, especially when it comes to technical intricacies. "The targeted analysis of the existing concept and the resulting requirements increase the chance of sustainable success," Andreas Köninger knows.

Mistake #2: Underestimating your own innovative power

Pioneering providers often take their cue from the competition. But why appear as a copy when your own products represent something fundamentally new or a clever interpretation? "Trusting your entrepreneurial instincts and having the courage to find a gap in the market often pays off on the Internet," emphasizes Andreas Köninger. That is why it is worthwhile in any case to make the so-called Unique Selling Points (USPs), i.e. the unique features of the products, the core of the presentation. "Newcomers need a clear and unambiguous positioning and niche, but should always think about mobile traffic. Because depending on the target group, up to 50 percent of purchases already take place there," says the expert.

Error #3: Do not include order process

Only the first impression decides whether a sale is closed? That falls short! "Even when there are already items in the shopping cart, potential
Press Release customers turn away again and again. Whether this is due to the lack of availability of various shipping options, a mandatory customer account or other reasons must be carefully examined in each individual case," says Andreas Köninger. One thing is certain: The entire ordering process contributes to the success of the online store. Anyone who relies entirely on appealing images without keeping an eye on the user experience throughout the entire shopping process is recklessly gambling away sales. Particular attention should be paid to the check-out process. "Around 60 percent of customers abandon the purchase process here," explains the e-commerce specialist. For international sales, for example, a wide selection of payment options takes on great importance. While credit cards are the method of choice in one country, for example, customers from other parts of the world prefer payment services such as PayPal. "If the desired option is not available, shoppers often go in search of other stores," the expert notes.

Error #4: Neglect power optimization

Eternal loading times? Slowly building product images? Tough navigation elements? No customer likes to wait for offers, especially not on the Internet. "Online stores with a large range of functions are particularly prone to performance problems if no adjustments are made by specialist staff," Andreas Köninger describes. Even lean platforms can occasionally lose speed. "If product images lack web optimization, for example, shoppers wait too long for a page to load," says Andreas Köninger. If it takes longer than three seconds to load, most users lose patience. "Regular maintenance and optimization prevent unnecessary financial losses due to poor performance," affirms the professional.

Error #5: Want to appeal to everyone with an online store

As a rule, clearly identifiable target groups make purchases in the online store. They also account for a large proportion of sales. Accordingly, the Internet presence should be tailored to this audience. "If the focus is lost, there is a quick danger that the USPs will fade into the background," Andreas Köninger knows. This is all the more true in the B2B sector. While laypeople look for extensive explanations for products that require explanation, such as specialized sensors, the actual target group needs tangible technical data. Therefore, the e-commerce specialist advises: "In this respect, it is usually worth focusing on the core competence of the online store."

* Andreas Köninger is a member of the Management Board of SinkaCom AG. Further information at: https://www.sinkacom.de/.

Editor's note: We have not yet discussed the possibility of using AI to optimize the user experience. here reports.

The current crisis period does not seem to be slowing down trends that have already begun: according to a recent survey commissioned by B2B platform operator Visable, more than two-thirds of all companies (69 percent) have implemented environmental and climate initiatives in the last twelve months. Among the measures, the digital office in particular is becoming increasingly prevalent, certainly accelerated by the imperatives of the Corona pandemic. Nearly one-third (29%) of SMEs surveyed have increased their use of home offices over the past twelve months. Twenty-six percent of companies have moved to paperless processes. About a quarter of companies (23%) have preferred to conduct their meetings online, and a fifth have reduced their business travel.

Despite or because of the crisis period: More environmentally friendly mobility

There are also measures that have probably been implemented completely independently of the pandemic. For example, 16 percent of SMEs have promoted environmentally friendly employee mobility and 12 percent have newly deployed electric vehicles. As many as 11 percent have switched their energy supply to renewable sources.

The result of the survey is surprising. After all, Swiss SMEs have been struggling with many other challenges for some time. "The current crises are presenting companies with enormous problems in a wide variety of fields: Massively rising energy costs and interrupted supply chains are just two examples," says Visable CEO Peter F. Schmid. "Nevertheless, this does not make the topic of sustainability any less important - quite the opposite: a time of crisis in particular shows companies that only sustainable and forward-looking management in all areas makes their operations future-proof," explains Peter F. Schmid.

The survey was conducted by the market research institute YouGov between April 5 and 10, 2022 220 among decision-makers from small and medium-sized Swiss companies. The survey took place on the occasion of the "Leaders for Climate Action Week". Visable supports the organization "Leaders for Climate Action (LFCA)" in its goal of reaching a total of 100 million people with information on climate protection during the campaign week from April 18 to 24, 2022.

Remote work loses importance after pandemic

As the pandemic is expected to subside, the momentum for implementing measures in the area of remote work also appears to be waning: A significantly lower proportion of respondents have planned corresponding measures for the next twelve months. However, despite the radically changed work situation that has already resulted from two years of the pandemic, 14 percent still want to expand home office work even further. 13 percent want to switch even more to online meetings and 12 percent want to reduce business trips. Other measures such as promoting environmentally friendly mobility (14%), switching to electric vehicles (9%) and switching energy supplies to renewable sources (10%) remain more or less unchanged in importance over the next 12 months.

Similar trends in international comparison

In addition to Switzerland, the online survey was also conducted in Germany (508 participants), Austria (220 participants) and France (530 participants). The country comparison shows that the relevance of sustainable management is not only unbroken by the current crises, but is even increasing (significantly) in some areas: The importance of sustainability has increased significantly or somewhat for 41 percent of the German SMEs surveyed. In Austria, this is the case for 49 percent of SMEs. In France, the figure is 36 percent.

Peter F. Schmid comments: "I am pleased to see that the issue is gaining further importance in our core markets. To promote this development, it is important to me personally to raise awareness of more climate-friendly corporate action and, of course, to implement it in my own company. That's why I'm involved with Leaders for Climate Action and we support Leaders for Climate Week as a company."

Source: Visible

The post Despite time of crisis: sustainability gains importance among SMEs appeared first on Organizer.

With around 14,000 graduates per year, the commercial apprenticeship is the most popular basic education in Switzerland. In order to monitor the situation during and after the apprenticeship as well as the future plans of young professionals, the Commercial Association has conducted an annual survey of commercial apprentices in Switzerland since 2006. Around 3,600 people took part in the first survey wave in July 2021; around 1,200 people in the second survey wave in November 2021. The last two years have been marked by the Corona pandemic and the prescribed measures. For commercial apprentices, this meant a daily routine with home office and home schooling and thus reduced contact with their friends, school colleagues and employees in the company. In addition to the job situation of the young professionals and their further training plans, the focus of the apprenticeship leaver study 2021 is therefore on mental health and general well-being.

After the apprenticeship is far from over

The Covid 19 pandemic had hit young professionals hard and made it difficult for them to enter the labor market. However, the situation of apprenticeship graduates recovered quickly after the pandemic-related challenges in 2020. As a result, the majority of graduates (71.6%) are employed at the time of the second wave of the survey in November 2021 (see Chart 1). "The upward trend observed in recent years is continuing after an interim low in 2020," confirms Kathrin Ziltener, specialist in charge of basic education & youth counseling at the Commercial Association. At 4.2%, the proportion of jobseekers in November is even lower than in the years before Corona. The interest of young commercial apprentices in further training also remains enormous. Some 90% of the participants have already started continuing education or plan to do so in the future. "The survey confirms that CT continues to serve as a solid basic education for a wide variety of specializations and careers," says Ziltener.

Apprenticeship leaver study 2021 asked specifically about well-being and mental health

It is pleasing to note that around 90% had a positive perception of the training period in the apprenticeship/internship company: Both in terms of the nature of the tasks, the working atmosphere and the support provided by the vocational and practical trainers. Most respondents also coped well with the more difficult Covid 19 situation and are positive about the future. Nevertheless, a considerable proportion of young people also share fears. About one-third (32.4 %) of youth say the future worries them. "The reasons vary in nature: some worry about their professional future, their job or further education, while others feel overwhelmed and stressed," explains Ziltener. Uncertainty factors also include the megatrends of digitalization and climate change.
Ziltener states: "It is particularly important that young people are given the opportunity to talk about fears and negative feelings. Only by talking openly about it can solutions also be found for those affected and mental health strengthened." 86% of the participants have one or more people in their environment with whom they can talk about their worries and fears in confidence. However, not all young people fare equally well: around 14% state that they cannot or do not want to talk to anyone about their problems (see chart 2). For these young people, there is an urgent need for external contact points so that they can also get the support they need in difficult situations.

New Partnership with Health Promotion Switzerland

The Commercial Association says it takes the concerns of commercial apprentices and their need for more information very seriously and is therefore expanding its existing support services. This includes a new partnership with the Swiss Health Promotion Foundation. This will further focus on the health of apprentices and healthy home offices. Reto Kälin, Head of Partnerships at Health Promotion Switzerland, confirms: "The Job Stress Index, which we have been calculating periodically since 2014, provides key figures on how work-related stress affects the health and productivity of employees. The latest survey reinforces that particular attention should be paid to the mental health of young workers." A comparison of different age groups shows that in Switzerland, young workers between the ages of 16 and 24 have the highest stress levels. Health Promotion Switzerland launched Apprentice for VET students in 2021 to promote the mental health of learners. As part of the cantonal action programs and two language-regional campaigns to promote mental health, the foundation is also working with the cantons to ensure that young people eat a balanced diet, take more exercise and stay mentally healthy.

Source and further information: KV Switzerland

In 2021, the international logistics group Dachser generated more than 7 billion euros in revenue for the first time. The past financial year was an exceptional one in many respects, with volume increases and high freight rates generating record growth. Air and sea freight alone increased by 78.3 percent. Organic shipment and tonnage increases of 6.3 and 7.7 percent, respectively, at Group level were responsible for the positive annual results. High freight prices, caused by the shortage of cargo space across all modes of transport, completed the jump in sales. Dachser Switzerland generated net sales of 128.8 million Swiss francs in fiscal year 2021 (2020: 99.05 million Swiss francs). This corresponds to an increase of 30 percent. In 2021, Dachser Switzerland transported 621,000 consignments weighing 264,800 tons.

High freight rates in many business areas

The Road Logistics business field, in which Dachser combines the transport and warehousing of industrial and consumer goods (European Logistics) as well as food (Food Logistics), grew by 12.3 percent to EUR 4.99 billion in revenue in 2021. After the lockdowns in Southern Europe had caused a 2.2 percent decline in revenue in 2020, the result is also a significant increase compared with the pre-Corona year 2019.

The European Logistics business line increased its sales strongly by 13.1 percent and recorded sales of 3.92 billion euros. After several years of stagnation, shipment figures increased significantly by 6.8 percent to 72.0 million, and tonnages by as much as 8.5 percent to 30.0 million. All regional business units - Germany, North Central Europe, France & Maghreb, and Iberia - increased their revenue in the double-digit range.

Supply chain disruptions, tight freight capacities and correspondingly high rates characterized business in air and sea freight in 2021. As a result of this development, the Air & Sea Logistics business segment achieved record revenue growth of 78.3 percent. Shipments there increased by 9.1 percent and tonnages by as much as 20.9 percent. The further expansion of air freight charters into a network of regular services between Asia, Europe, and North America proved particularly successful. Dachser operated a total of 230 charter flights in 2021.

Acting strategically and with an eye to the future

Volatile and challenging market conditions continue to prevail in 2022. The war in Ukraine is causing extreme human suffering. It will also leave deep scars on the economy worldwide. Added to this are historically high energy and fuel costs, a further worsening of the driver shortage, and ongoing disruptions in global supply chains, including COVID-19 outbreaks, as recently seen in China and Hong Kong.

Nevertheless, Dachser is continuing to invest in logistics facilities, digital technologies, and equipment. After around 100 million euros in 2021, around 200 million euros are planned for 2022. "This includes lighthouse projects such as our fully automated high-bay warehouse in Memmingen for 52,000 pallets, which will go into operation in October," explains Dachser CEO Burkhard Eling. "In addition, we are investing substantially in digitization, climate protection measures, and, in particular, our employees, because logistics is and will remain a business done by people for people." In 2021, Dachser hired an additional 1,000 people worldwide, and approximately 2,200 young people are currently undergoing training at Dachser worldwide. Dachser Switzerland is currently present at seven locations and employs 292 people.

www.dachser.ch

It seems that times of crisis cannot harm cryptocurrencies, on the contrary: the enthusiasm for digital means of payment is still not decreasing. Compared to the previous year, the number of people owning cryptocurrencies increased by more than a third. One in ten people worldwide now own at least one cryptocurrency. And regulators are also watching the cryptocurrency markets with great interest. El Salvador, for example, declared bitcoin an official currency. Just this February, shortly before the outbreak of war, Ukraine also passed a new law legalizing cryptocurrencies. Digital currencies continue to play an important role in Ukraine. "Ukrainian and foreign companies will now be able to officially work with cryptocurrencies, open bank accounts or even offer their services to the population," explains Andrey Wolfsbein, Switzerland spokesman at investment company Freedom Finance. This is an international and internationally audited investment company with more than 340,000 clients that offers direct access to trading on the largest exchanges in American, European and Asian markets.

Despite times of crisis: The bitcoin has recovered

Although the prices of some digital currencies collapsed briefly at the end of February, a certain recovery can currently be observed. Since the outbreak of the conflict at the end of February, the price of Bitcoin has risen, and since then it has remained at a constant level. This is because with increasing global tensions, interest in investing in digital means of payment usually increases as well. People fear for their money in times of crisis and do not want to entrust it to a possibly unstable government. At the same time, trust in payment systems such as PayPal, Visa and Mastercard is declining. "Even if cryptocurrencies are not at an all-time high, bitcoin is holding up well right now," Wolfsbein says. That's because at more than $40,000 (as of April 13, 2022), the Bitcoin price remains above the psychologically important $40,000 mark. The prices of other well-known currencies such as Ethereum, Solana and Binance Coin also rose last month.

The crisis as a driving force

So the current war in Ukraine is not having too much of a negative impact on the cryptocurrency market, on the contrary. "In a geopolitical crisis, one of the main advantages of digital assets is that they enable a fast and, above all, global transfer of money," Wolfsbein provides an explanation for the growing interest in cryptocurrencies in times of crisis. As an example, he cites Turkey: "In 2021, inflation in Turkey reached an almost 20-year high of 36%. The national currency lost almost half of its value against the U.S. dollar. In contrast, the number of people owning cryptocurrencies doubled within a year. Almost every fifth internet user in Turkey now owns one." The fact that cryptocurrencies seem so attractive to many during crises is mainly due to their decentralized nature and fast payment and transfer options. In times of crisis, people like to take refuge in gold investments, but in the last month there has been a comparatively large amount of investment in digital currencies. This is not because crypto investments are safer than gold investments - they are still a high-risk investment product. It is much more likely that cryptocurrencies score points for their digital capabilities, which are clearly gaining relevance and are needed, especially in acute crisis situations. Nevertheless, Wolfsbein warns, "Crypto prices are not solely dependent on the current situation. Fundamental factors should not be forgotten now either. The Fed is raising interest rates and will continue to do so through the summer. In times like these, money is looking for risk-free investments."

Recognize trend changes

In times of crisis, people often tend to want to make investments quickly. The cryptocurrency market in particular is characterized by rapid price fluctuations, which is why it is advisable to analyze movements more closely before investing. A constant upward movement of the price and a steady accumulation of buy orders indicate that a trend change has either already taken place or is imminent. In addition, a trend change can be observed when the price of an asset fluctuates between highs and lows, Wolfsbein explains. Such events could be observed in mid-January and mid-March 2022. In addition to technical analysis, increasing activity in specific social media communities such as Twitter, Telegram or Reddit should also be taken into account to more accurately determine the price trend of individual cryptocurrencies. "Increased public interest in a topic or even news hype also indicate that the market will soon turn around. This should also be taken into account in the current situation," Wolfsbein said. Whether an investment in a cryptocurrency such as Bitcoin should be seen as an opportunity or a risk in an acute crisis is therefore also significantly dependent on whether and when a trend change seems imminent.

Source and further information: Freedom Finance

After a multi-stage selection process, the University of Applied Sciences and Arts Council has elected Prof. Dr. Barbara Bader as the new Rector of the Lucerne University of Applied Sciences and Arts (HSLU). Born in Bern, she has many years of strategic and operational management experience in the Swiss and German university environment. From her previous functions as professor, head of study programs and head of institutes, the established university manager can also draw on know-how and extensive experience in teaching and research in the context of universities of applied sciences.

From Stuttgart to Lucerne

Barbara Bader's career began with the completion of her primary and secondary teaching diplomas. In 2002 she moved to England and obtained her doctorate in art history at Oxford University. Upon her return to Switzerland, she took on the role of Head of Institute at the Zurich University of the Arts ZHdK and after a few years moved to the Bern University of Applied Sciences, where she was Head of the Master's and Bachelor's programs in Art Education. In 2013, she received an appointment as Professor of Art Didactics and Educational Sciences at the State Academy of Fine Arts (ABK) Stuttgart and was also appointed to the university council there shortly thereafter. Since 2017, Barbara Bader has been rector of the ABK Stuttgart, which unites four faculties (architecture, design, art, art sciences-restoration) under one roof.

Barbara Bader takes over on December 1, 2022

As of December 1, 2022, she will now take over as head of HSLU, replacing Markus Hodel, who headed the university for 16 years. "We are very pleased to have Barbara Bader, an integrative and communicative leader, as our
We are pleased to have found a successor who combines profound experience in higher education management with a broad network at national and international level," says Anton Lauber, President of the FH Council. Sylvia Egli von Matt, Vice President of the FH Council and also member of the selection committee, emphasises: "The demands on universities with regard to knowledge and technology transfer have increased. The links with business, politics, culture and society are closer than ever before. We are convinced that Barbara Bader will give new impetus to strategic topics such as social and digital transformation, sustainability and diversity, and will further develop our university and Lucerne as a university center in a high-quality and ambitious manner."

Source: Hochschule Lucerne

Lockdown, home office, virtual collaboration, mandatory masks, hiring freeze. The outbreak of Covid-19 has turned our working worlds upside down in the spring of 2020. The winners are digitization and digital natives, who have always seen the world of work differently than the generations before them. But how sustainable is the rapidly initiated change? Without a doubt, companies need to rethink their structures and working time models and find new forms of personnel management. The Ostschweizer Personaltag 2022 will provide input from different perspectives. What might the workplaces of tomorrow look like? What new ways of thinking are opportune? What will future recruitment processes look like? How will talent be developed? Not only HR specialists are called upon, but all managers and employees, as well as office architects and architects, artists, and even philosophers.

18th East Switzerland Human Resources Day with two speakers

On September 15, 2022, there will also be a broad spectrum of speakers who will address the perspectives of new working environments. Stefan Camenzind, partner and CEO of Evolution Design AG in Zurich, will examine the changes in our working environment as a result of the pandemic. Zurich-based media scientist and lecturer Dr. Sarah Genner looks at the impact of the digital transformation on the workforce and workplaces. Elke Thamm, Global Head of Personnel Development at Bühler AG in Uzwil, will present new ways of thinking and models in organizational development. Finally, answers and messages on the new world of work will be provided by author Carlos Frischmuth, who, as Managing Director of the international HR consultancy Hays, follows the debates on the labor market in the Bundestag in Berlin. All the input on the working world of the future will be rounded off with a discussion panel.

Registration via website

From now on, registrations for the Ostschweizer Personaltag 2022 - with early bird discount - are possible via website: www.personaltag.ch. The newly designed website also features the latest info and updates on Staff Day, as well as texts and images from previous years' events.

The 18th East Switzerland Personnel Day will take place on the afternoon of September 15, 2022, starting at 1:30 p.m. in Hall 9.1.2 of Olma Messen St.Gallen. An aperitif will be served at 5 p.m., and of course there will be the opportunity for extensive networking.