It would have been well worth a resolution for this year: frustrate others less! Especially if you are a leader! That may come across as a bit negative, but it's meant in a positive way. Because we all frustrate others - and often without realizing it. This manifests itself in the fact that others avoid us, do not listen to us properly, do things differently than we imagine, and so on. By the way, you behave in the same way when you are frustrated by others.

This topic is as relevant in your family (or have you never frustrated your teenagers, if you have any?) as it is for your leadership in the professional environment. For the purists of psychology, here's a clarification: you can't frustrate others directly, but you can work hard to frustrate them. However, the crucial question remains:

How can you frustrate others less and thereby increase your positive influence? Here are three often overlooked levers:

1. Still know something better.
   Do you actually know how frustrating it is for others when you still add something to their ideas and their results and know something better? You think that's your job as a leader? No, unfortunately that's a red herring: every time you improve someone, you may have done it 10% better, but at the same time lost 50% of the person's commitment. My tip: be very aware of where improvement is really needed and where it is not. And then just don't do it.
2. Respond directly to questions.
   This is also something that most people don't think about. Because every time you answer a question directly, you deprive the other person of the opportunity to come up with the best solution themselves. In the long run, this is extremely frustrating. What should you do instead? Quite simply, ask open and motivating counter-questions that lead the other person to a solution themselves. Is that always possible? No, of course not. But more often than you think!
3. Too much tolerance.
   This may be as surprising to you as the previous two points. At the same time, it can be very frustrating for others if you do not show a "clear edge", but always tolerate exceptions to the demands of behavior. The reason: you then don't know where you stand. This is frustrating.

If you're thinking, phew, I'm going to have to change my behavior, you're not alone. It's actually extremely difficult, because you're going against behavioral patterns that have often been in place for decades.

But it can be done. Just start every day with a small improvement.

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

In its recent assessment of 40 companies and 250 mine sites, the Responsible Mining Foundation (RMF) finds a striking disconnect between company commitments and mine site actions on key ESG issues. Self-commitments are now commonplace, but basic measures at mine sites - such as informing and engaging communities and workers on safety issues or environmental impacts, for example - are rarely observed. According to the 2022 RMI report, approximately 94 % of mine sites score less than 20 % on average across the fifteen basic ESG issues assessed. The risk of harm is notoriously high at mine sites; from that perspective, mining companies should be expected to protect those most exposed to these risks. And without evidence that company commitments and protocols are being implemented at the mine site level, the credibility of these measures will be limited. The RMI authors' call is clear, then: "At a time when many companies are announcing record profits and ambitious plans on technical issues such as emissions reductions or efficiency improvements, there is an urgent need for a similar level of effort and leadership to ensure responsible practices across the business."

Mine sites fall short of corporate standards

The vast majority of the 250 mine sites assessed in 53 countries cannot demonstrate that they inform and engage site communities and workers on key ESG risk factors, despite the fact that many companies require these basic measures from their mine sites. For example, most companies have a number of corporate protocols for their operations to communicate with other water users about water management and with worker representatives about occupational health and safety. But only a minority of the 250 mining sites assessed can demonstrate that they have implemented these requirements. Hélène Piaget, executive director of RMF, says: "We have seen examples of good corporate practice in many areas - companies are proving that it can be done. What we need is much faster adoption of these best practices so that the industry, especially at the mine site level, can prevent harm, limit risk and build trust."

Some companies and mine sites are catching up

However, the report also notes that although scores on corporate policies and practices remain low in many areas, overall it is encouraging that companies have improved by an average of 11 % since the last assessment in 2020. However, this average would still hide significant differences between companies at opposite ends of the performance spectrum. Companies in the first tier - those with the best overall scores - show an average improvement in their scores of only 8 %. This contrasts with the average improvement of 41 % for tier three companies, which are beginning to catch up by adopting policies and practices across a range of ESG issues while increasing their transparency.

Responsible mining must become the norm

RMI's 2022 report notes that formal ESG commitments are increasingly becoming the norm. It is clearly within the realm of possibility for any company to meet society's expectations of ESG commitments. But implementation and performance tracking are still lagging. If companies are serious about ESG and sustainability, management must ensure that these departments have sufficient budget, staff, representation and respect within the organization.

There is much scope for companies to improve their responsible policies and practices by adopting the good examples of their peers, which are highlighted as leading practices in the report. As the energy transition continues to drive demand for minerals and metals, it is more important than ever for companies to accelerate their continuous improvement efforts and make responsible mining the norm.

Source: Responsible Mining Foundation

SMEs in the MEM sector report a good business climate. The high pace of incoming orders and sales continued among companies in the fourth quarter of 2021, the industry association Swissmechanic announced after the latest quarterly survey. Around two-thirds of the companies surveyed recorded higher incoming orders compared to the same quarter last year, 69 percent were able to increase their sales, and half of the companies achieved better margins.

The export figures confirm this positive trend, even if the peak values from the summer half-year 2021 were not reached. Capacity utilization is high and, at 94 percent, is above the level seen before the Corona crisis. The upturn has also reached the labor market after a prolonged lean period; the trend toward staff expansion is continuing according to the survey at the beginning of the year.

Business climate expected to remain good in 2022

The Swissmechanic Business Climate Index was in positive territory for the third time in a row in January 2022 and has reached a new high. "Around 80 percent of the SMEs surveyed assessed the business climate as positive. That is more businesses than in October 2021. Order backlogs have also remained at a persistently high level," says Jürg Marti, Director of Swissmechanic Switzerland.

However, the tense supply chains continue to be a brake on momentum and are at the top of the list of the biggest challenges for 62 percent of companies, according to Swissmechanic. Depending on how the pandemic progresses, the problem could even be temporarily exacerbated by China's zero-covid policy. In addition to the supply chain problem, SMEs are also increasingly concerned about labor shortages and exchange rate developments.

For a secure and climate-neutral energy supply in Switzerland

Despite supply chain problems, a shortage of skilled workers and the strong Swiss franc, the MEM sector is looking to the future with confidence. But for how much longer? From the point of view of Swissmechanic Switzerland, the looming electricity shortage is jeopardizing the security of supply in Switzerland. However, a reliable power supply that meets demand at all times of the year and at competitive prices is a key competitive factor for Switzerland as a manufacturing location. The industry association fears that electricity prices, which are already rising sharply, will put a strain on the entire production and supply chain and drive up inflation.

It would therefore be wrong to rely on imported electricity: "We need domestic production capacities. But gas-fired power plants are not compatible with climate protection; we need alternatives," writes Swissmechanic in a media release. For this reason, the association is calling for an energy policy that is open to new technologies, one that does not exclude nuclear power and creates the conditions for permitting new-generation nuclear power plants.

In the whole climate and energy discussion, the MEM industries are an important part of the solution, it continues. In order to play this key role, it needs an economic policy environment that is conducive to research, development and innovation. For this reason, Swissmechanic is committed to the dismantling of regulatory and bureaucratic barriers and to attractive framework conditions for Switzerland as a business location.

Source: Swissmechanic

To kick off 2022, the global plastics and rubber industry is demonstrating unity and relying on K in Düsseldorf as the world's most important meeting place and showcase for the entire industry. The intention is to actively set the course for the future together with the visitors. And these will clearly lead in the direction of climate protection, the circular economy and digitalization. Accordingly, the three main themes of K 2022 are, according to a statement to the media.

Strong European plastics and rubber industry

The open exchange and dialog on solution-oriented innovations and sustainable developments across national borders and continents will also be the focus of this year's K in Düsseldorf, it continues. Nowhere else is the plastics and rubber industry gathered in one place with such a high degree of internationality and thus has the ideal conditions for intensive global networking and jointly advancing projects.

Suppliers from Europe, especially Germany, Italy, Austria, Turkey, the Netherlands, Switzerland and France, will again be particularly strongly represented this year, but also from the USA. At the same time, K clearly reflects the changes in the world market: the number and presentation area of companies from Asia have been at a consistently high level for several years. Strong appearances are expected above all from exhibitors from China, Taiwan, India, South Korea and Japan.

The approximately 3,000 exhibitors from 61 countries will occupy the entire Düsseldorf exhibition center. The exhibitor database for K 2022 is available at www.k-online.com/1410 retrievable.

Various informational events in the run-up to the trade fair

Interested parties can already get in the mood for the trade fair. For example, the K-Talka digital live talk in English, offers exciting discussion rounds once a month with changing international participants on a variety of topics. The focus is always on the three key topics of climate protection, the circular economy and digitization. The first K-Talk, which already took place on January 20 under the motto "Climate protection and plastics - do they go together?" is still now, as all subsequent K-Talks, available on-demand. The K-Talk in February is all about plastics in medicine, while the discussion in March is dedicated to mechanical engineering. In addition, the online magazine K-MAG to all industries associated with K and delivers facts, news, stories and trends from the international plastics and rubber industry in German and English all year round. And with K-monthly a new newsletter is available, which not only delivers the most interesting news and stories from the K-MAG via e-mail, but also current information about the K in Düsseldorf and the international trade fairs of the K-Global Gate product family. Subscription is possible via the K homepage or the K-MAG. And last but not least: The Ticket store for K 2022 starts in April 2022.

Employees of telecoms service provider Swisscom can look forward to wage increases. The wage increase of 0.9% will benefit around 10,000 Swisscom employees covered by the collective employment agreement from April 1, 2022. To take account of inflation, most employees will generally receive more pay. The wage increases will vary depending on the position in the wage band. For employees whose salary is above the salary band, no salary increase is planned.

Swisscom and the social partners have been able to reach agreement on these wage increases. "Swisscom employees have shown great commitment to our customers and to Swisscom in a challenging environment in 2021. We have achieved very good results. With this year's pay settlement, we would like to express our sincere thanks for this. As a good employer, it is important for us to pay salaries in line with the market as well as attractive fringe benefits. In this sense, I am delighted with the agreement reached with the social partners," says Klementina Pejic, CPO of Swisscom. Daniel Hügli, Head of ICT sector syndicom comments on the agreement as follows: "In 2021, employees have again made a significant contribution to a high-performance infrastructure and high service quality as part of the public service. The result of the negotiations takes this into account." And Robert Métrailler, Sector Manager Communication of the social partner transfair, adds: "For transfair, it was important to take into account the increased inflation, Swisscom's solid financial result and, above all, the extraordinary commitment of the staff in an extremely difficult working environment. These aspects contributed to a very positive salary result."

Source: Swisscom

CM Informatik AG (CMI) takes over the business activities of its long-time market companion, which previously belonged to Graphax AG, as of March 1, 2022. Through this acquisition of the business activities of BrainCONNECT, CMI consolidates its leading role in the Swiss software market for municipalities and accompanies its customers into a secure and sustainable future. The acquired software solution "BrainCONNECT GEVER" is almost identical to the solutions offered by CM Informatik in the GEVER area. Therefore, the CMI solution platform is the best possible successor software for the newly acquired customers and at the same time offers a wealth of additional specialist solutions and modules, it says. As of February 28, 2022, BrainCONNECT AG will cease its business activities. However, the BrainCONNECT system will continue to run as usual and support will be seamlessly ensured. The existing customer contracts will continue unchanged. "We are sure that we have taken the right and optimal step by handing over the business to CMI in order to offer both customers and employees a solid perspective for the future," comments Silvia Stäubli, Managing Director of BrainCONNECT AG on this step. The software solution "BrainCONNECT GEVER Standard" is a cloud-based GEVER solution with specialist applications (contract and meeting management) and interfaces to peripheral systems. In 2015, the company was sold to Graphax AG in Dietikon ZH.

Sources: cmiag.ch, brainconnect.ch, graphax.ch

Company transformations are reported in the business news on an almost daily basis. Digital transformation is currently on everyone's lips. But other megatrends such as climate change, demographic and social change, or rapid urbanization also require companies to change their previous business processes and models, in some cases radically. Company takeovers or a generational change in management can also be the trigger for far-reaching upheavals in the company.

Many business transformations fail

International studies report that over 70% of such business transformations fail. However, the extent to which companies in Switzerland are affected by such business transformations and, above all, how successfully they carry them out, is not well understood. This is exactly what the HSLU Wirtschaft is now investigating in more detail together with the Swiss Society for Organizational Development and Management SGO. As part of a survey, companies in Switzerland are asked to self-assess how well prepared they are for such business transformations, how successful the actual transformation is, and what critical transformation competencies they can draw on in the process.

Factors that must be met

Three factors play a decisive role if business change is to succeed: readiness, the basic organizational prerequisites, and the organization's capabilities for transformation. Readiness is determined by the ability and willingness of employees and managers. Organizational prerequisites are created by making the entire process of a business transformation part of the corporate DNA (from recognizing to sustainably anchoring identified changes). A company's capabilities for implementing transformations primarily relate to competencies such as strategic, project, people or change management. The HSLU study covers these central factors and provides information on how companies are positioned overall for mastering transformations.

Participate in the survey until March 20

Interested companies can participate in this survey until March 20, 2022. The survey can be accessed directly at this Link to find, or also about these Landing page. Participants are offered to receive a more detailed results report free of charge after completion of the survey, which summarizes the results of the Business Transformation Survey 2022 across companies and industries. Companies wishing to conduct a more detailed assessment of their own transformation capabilities in order to gain more in-depth insights into the subject matter can contact Jan Schlüchter, project manager of the Business Transformation Survey 2022.

As of today, February 17, 2022, the home office recommendation is officially a thing of the past in Switzerland, following the abolition of the home office obligation. Only the rules for the protection of particularly vulnerable employees remain in place. So companies are now free to decide whether they continue to accept home office, offer flexible working models or require their employees to be present in the office again. This could now give rise to different expectations, and this harbors potential for conflict. How should companies or managers now proceed?

Giving employees confidence

Many employees are likely to have acquired a taste for the freedom to work at home and will no longer let themselves be taken for granted. Many HRM experts are convinced of this, including Joachim Pawlik, CEO of Pawlik Consultants in Hamburg. He warns against simply returning to a comprehensive obligation to be present. Rather, he says, it is now the order of the day for managers to trust their employees. "They pay it back twice over," says Pawlik. Swiss employers say they are aware of their responsibilities in this regard. "Employers will continue to exercise caution and avoid contagions in the workplace and staff absences as far as possible with adapted protective measures. As usual, they will also be concerned about protecting the health of their employees as part of their legal duty of care," says a statement from the Swiss Employers' Association.

When it comes to recruitment, the question of mobile working is likely to become a decisive one. Talents and potential candidates will probably no longer simply approve of too strict an obligation to be present and overregulation. Companies that are open and flexible when it comes to hybrid working are likely to receive significantly more applications.

After the removal of the home office obligation and recommendation: Five tips

1. Safety first. Hygiene concepts are the norm. But especially when more people are coming together in the office again, they should be consistently adhered to. The manager is the role model here. They should not allow any peer pressure to arise in which "at last we are together again" results in too lax an approach.
2. Giving psychological security. Not everyone has the courage to come out with their worries. Especially when people say things like, "Oh, it's all right now. The central role of the manager will be to pay attention to the very different interpretations of the current situation and to do justice to them - as far as the operational requirements allow.
3. Test new solutions. Managers should have the courage to first try out new models with remote and presence and to gather experience before laying down rules. It's better to take a pragmatic approach: try things out, reflect together and learn. Only then should a rule be laid down.
4. Rethinking the office. People no longer come to the office to work alone. If you want to lure them out of the home office, you have to offer them a sense of community. This can be achieved through zoom-free zones and days of new office design - without having to remodel right away, shared lunches...
5. Trust instead of obligation. Mandatory rules are the last resort. It is better to discuss and decide together that "it would be good if everyone was there together on Wednesday" than to oblige employees to do so "from above". Trust is the most important commandment; employees pay it back twice.

You can find more information about hybrid working here (Source: Pawlik Group, Hamburg)

Cheap money makes company acquisitions and sales by SMEs attractive. Accordingly, M&A activity has recovered impressively despite an environment still dominated by the Covid 19 pandemic, according to the latest Deloitte MidCap M&A Study. Since it was first published in 2013, never before have so many transactions taken place as in 2021, according to the report. Globally, the value of company acquisitions and disposals rose to 5.8 trillion US dollars in 2021, clearly eclipsing even the previous record year of 2007 (4.55 trillion US dollars). Compared to 2020, this development corresponds to an increase of 64 percent, and the number of transactions increased by 24 percent. M&A performance for Switzerland saw similar growth to 233 transactions (+24.6%). Private equity investors also showed greater confidence in the market again and were involved in a total of 94 transactions. According to Deloitte, this is more than a doubling and also a record figure.

Swiss SMEs see opportunities abroad again

60 Swiss SMEs made an acquisition abroad in the past calendar year (+30.4%). Confidence in opportunities outside Switzerland's borders is thus at a historically high level. Almost half of the acquisitions took place in the immediate neighboring countries, with Germany remaining the preferred target country with 30 percent of the transactions. Swiss SMEs were most interested in the TMT (technology, media and telecommunications) and healthcare sectors. Both sectors have been instrumental in coping with the ongoing digitalization during the global pandemic last year. By contrast, the manufacturing industry, which dominated the rankings in the past, dropped to fifth place in 2021.

In contrast, a total of 173 Swiss SMEs were acquired. The number of domestic buyers rose moderately to 76 (+10.1%), while inbound transactions increased by over a third to 97 deals. "The surge in cross-border transactions confirms the general regained confidence in the international macroeconomic situation. The easing of uncertainty around COVID-19 has also certainly further supported this development," explains Anthony West, Head Corporate Finance at Deloitte Switzerland.

Swiss SMEs show resilience and remain attractive

Just under three quarters of the foreign buyers are European companies. More than a third of these (36%) come from neighboring countries, with Germany the largest investor in Switzerland at 26 percent. Also on the podium are the U.S. and the U.K., which were the buyers in 18 percent of acquisitions each. Transactions were again mainly made in German-speaking Switzerland, and the canton of Zurich remains the most dynamic region with 55 deals.

"Swiss SMEs have demonstrated resilience, global leadership and unwavering innovative strength during the pandemic. This makes them attractive to foreign investors today and will continue to do so in the future. In addition, we have observed an increase in local transactions since the beginning of the pandemic. So the stable political and regulatory environment remains attractive," says Anthony West.

Economic growth likely to further boost boom for company acquisitions and sales

After the turbulent 2020, 2021 will go down in history as a peak year both globally and from a Swiss perspective. It is unlikely that this growth trend in corporate acquisitions and disposals will slow down in 2022. The abundance of capital, the current favorable financing opportunities and the high company valuations should continue to boost the M&A market. The TMT and healthcare industries will also be in focus in 2022 as they continue to ride the wave of digitization and innovation triggered by the pandemic.

However, the global rise in infection rates from the Omikron variant of the virus highlights the fragility of the global recovery. "We also see potential impediments to current growth," said Anthony West. "These include potential travel restrictions, shutdowns and the risk of inflation, as well as geopolitical risks in certain parts of the world."

Source: Deloitte

For her Berlin agency macheete and their clients, Mareen Eichinger is always on the trail of the latest trends. The marketing expert founded her company in 2010 and has since then implemented the conception and implementation of communication campaigns in the areas of brands, products, people and lifestyle. In conversation, she repeatedly reminds us that for long-term success, further development, communication and sustainability are the key points for a progressive and successful company.

Ms. Eichinger, you've been in the communications business for more than a decade. How did you originally get started?
Mareen Eichinger: Before I founded macheete in 2010, I was employed in a classic marketing agency. At that time, everything in the industry revolved around the topic of 360-degree communication. Integrated communication was the top priority for companies and agencies and was the big thing. The goal was to communicate with customers through various touchpoints anytime and anywhere - mostly offline - to create a holistic brand experience. As a project manager, I was responsible for all the issues within a campaign. By going through all these steps from start to finish, I gained a very strong understanding of holistic marketing.

What has changed compared to back then? How do you perceive communication today?
Mareen Eichinger: The term 360-degree communication is still relevant today, of course. But at macheete, we've been focusing more on the changes in society and media use, as well as changes in communication behavior, in recent years. This has resulted in a completely new approach to the communication process for us. The focus is on all online communication tools with the new digital media such as the Internet, e-mail or social media. There are brands that sometimes only rely on their own digital touchpoints and are incredibly successful with them. Conversely, this means that as a brand, I no longer have to look for my customer everywhere; ideally, just a few channels are enough to be successful. That's why we at macheete see ourselves as experts for a subarea of communication within the marketing mix.

Since 1995, the circulation of daily and weekend newspapers has fallen sharply. How do you see the development in the classic PR sector for corporate communications?
Mareen Eichinger: In my opinion, the change in media offers many opportunities for both sides. On the one hand, for newspapers, which have to reinvent themselves and find their place online. Because there's no way back. On the other hand, for many companies that unfortunately still haven't understood that press and public relations work today is more than just a placement in yesterday's newspaper. Classic PR work is almost dead, and I'm not being a revolutionary with this statement. This should have long been clear to anyone who has studied the subject of communication. In my opinion, the topic of strategic online PR should have top priority in every company from now on.

How can companies succeed in building a holistic strategy for the future here?
Mareen Eichinger: If you want to remain relevant in the future, you should build up various assets on the Internet to digitally strengthen your company, your brand. This involves using the right measures such as online PR, content marketing, SEO, multipliers and social media to strategically spread one's own message on the various platforms and channels. Online positioning is and will remain indispensable in the future in order to reach one's target group. This is because they are very likely to look for answers to their questions on the Internet and also interact there. Content can no longer be produced for just one medium. Instead, companies should develop content that they can use on several digital channels at once in order to pick up their target group where they are.

So everything is the same as before, but digitally?
Mareen Eichinger: Just like in the analog world, in the digital context it's all about reaching my target group. The Internet, with all its possibilities, even offers the chance to keep wastage as low as possible through precise targeting of the target group. I like to compare this with the poster at the bus stop. There, I am seen by many people as a brand and have actually achieved my goal of attracting attention. So I could be satisfied as a company or brand. But if I'm honest with myself, I should ask myself: Who of those who saw my poster is really interested in what I have to offer? And what is the response of those who are interested? This doesn't happen to me so quickly with strategic content placement on the web. I definitely get noticed by the right target group and receive responses in the form of traffic, views, likes, shares or even links. So as a brand, I make my target audience work for me by giving me feedback and put my products out there. Sounds easy now, but it's still a long way to go.

Why haven't many companies recognized this yet?
Mareen Eichinger: When I talk to customers, I notice time and again that many people, including CEOs and marketing managers, simply don't want to recognize the importance of online communication. They have not yet realized that we live in a digital world and that there is no turning back. Then they say, yes, but business is going quite well and there are always small fluctuations in sales. Or they say, "Our target group is not online. It is easy to forget that target groups also change over time. They get younger, or the target group they are used to goes digital, and their buying behavior changes as a result. Conversely, this means at least: If I don't present myself online, I miss the chance to reach even more people.

Society is currently undergoing enormous change, both politically and socially. What do you recommend to companies?
Mareen Eichinger: Younger consumers in particular expect companies and brands to take a stand on certain social and political issues. You can see that especially with topics like Fridays for Future or Pride Month. And I think it's great that there are brands like Nike or Ben & Jerry's that are clearly positioning themselves here. Brands are becoming friends and getting involved with their consumers, standing up for their interests and rights. There are already studies that prove that brands make more sales when they get involved in social issues, even if that sounds very immoral right now. And that's where my recommendation comes in: If you briefly champion issues like diversity, inclusion or environmental protection because it's hype at the moment, you can quickly fall flat on your face. I therefore recommend a PR strategy that is designed to be sustainable. Values must fit the company and its target group. Corporate social responsibility is not a carnival ride that a brand can just jump on.

Butter by the fishes: Has classic advertising as such had its day?
Mareen Eichinger: Yes and no. The consumer and buying behavior of all of us has simply changed a great deal. While we used to be very receptive to colorful advertising images and could sing along to almost every commercial on TV by heart, today we are mostly just annoyed by them. But even online, hardly anyone is impressed by a flashing banner on a website, unless they need the product anyway. The banners are also hardly seen anymore, because we have all become mobile users. High-quality content that adds value is more important than ever. And that's where PR, which can increasingly act as a sale channel through good stories, can shine in full bloom, in my opinion. Here, PR people have to think big and design topics in such a way that they can be used for various channels.

In conclusion, what do you see as the most important trends for 2022?
Mareen Eichinger: Public relations is becoming more and more numbers-driven and therefore even more closely linked to the marketing or even sales department. KPIs such as traffic, conversions, leads and ultimately sales will play an enormous role. Social media communities are growing and gaining influence. That's why personal contacts with journalists, bloggers and influencers are very important to me, because they are being inundated with offers more and more. Only a long-term and strategic partnership will achieve success here in the long run. Companies and brands will constantly have to deal with topics such as sustainability, empowerment or diversity. It is not only the climate and the economy that are changing, but also the way people think and act. Companies should seriously address this and incorporate it into their future strategy. Customers or consumers want to know what a company or brand stands for and whether it is in line with their own worldview. The most important thing will be to put consumers at the center and reach them via different channels and individual content.

Even in prehistoric times, those who had a tool at hand, such as a stone hammer, were at an advantage. Materials could be shaped and work results achieved more quickly.

Tools for professional integration

Today, there is hardly any activity for which there are no corresponding tools, aids or programs. However, the fact remains that the tool is only as valuable as the hand that guides it. So what happens when the person at the tool is no longer able to guide the tool? If, due to illness, accident or birth defect, the possibilities are not sufficient to cope with the complexity of the working world?

Answers to these questions will be provided by the Integration Forum on Monday, March 7, 2022 (4 to 6 p.m.) in the Pfalzkeller St.Gallen. On the one hand, the participants will be presented with "Compasso" and "REP", two tools that provide valuable information and support so that employees can be employed in a meaningful way in the company despite temporary or permanent restrictions. On the other hand, two concrete case studies will be presented at the event to show how integration has been successful for employers and employees and which tools have been used for this purpose.

Forum Integration with Integration Award 2022

The 2022 Integration Award will also be presented at the event. It will be interesting to see which company the jury will honor for its efforts to integrate young people with disabilities into the primary labor market.

After the official part, all participants are invited to an aperitif and have the opportunity to exchange ideas. The event is organized and supported by procap, Suva, obvita, Bühler AG, Migros Kulturprozent, and gewerbe st.gallen, among others. The event will be moderated by Matthias Flückiger. The event will be held in accordance with the current Corona guidelines.

Registration and further information: www.forumintegrationsg.ch

The QR bill is the eierlegende Wollmilchsau in Swiss payment transactions: It serves the old world of post office counters for people who like to pay their bills with cash on the basis of a paper receipt and receive a stamp on the receipt as a "reward". And yes, it still exists, the yellow booklet that knows a fan base that can't be quelled. Approximately 15% of the roughly one billion bills sent out each year are still paid at the post office counter (source: SIX Group AG). However, the QR bill also makes it easier to scan payment data for customers who have long since switched to digital channels such as mobile or online banking. For this customer group, the new format offers some new conveniences, but many banks are not (yet) taking advantage of them.

QR bill pay

The financial institutions have done their basic homework: they can record payments on the basis of a QR invoice. On the one hand, this concerns the classic channel, namely the submission of physical receipts by means of a postal remuneration order. On the other hand, the Swiss QR code can usually be scanned in the mobile banking app with the smartphone camera, which eliminates the tedious typing of account and reference numbers. However, the new format fails in the most important channel of all, online banking: Neither can the Swiss QR Code be scanned with the PC camera, nor can an invoice sent via e-mail as a pdf document be read. For most users, this still means manually typing in endless numbers or copy-paste orgies. The fact that individual banks have linked online and mobile banking in such a way that a QR invoice, which one would like to pay on the PC, must first be scanned in with the smartphone, makes things only marginally better, as one is forced to handle different devices and logins. The potential for increased efficiency that the QR bill would have had is thus wasted.

Create QR Invoice

It is practical for the banks, because it reduces costs, that they can now discontinue the order administration for the orange and red payment slips. While some are still waiting a few months, others have already discontinued the service. Instead, those banks that rely on avaloq or finova as their core banking system offer their online banking customers the option of obtaining pre-printed QR payment slips, as the slips are now called. However, this service is not designed to be very customer-friendly, because:

1. Preprinted is only the invoicing party, but not the payer and also not the invoice amount.
2. QR payment parts can be ordered with a reference number, but since these are produced in a vacuum, billers must laboriously assign them to the correct debtor in their customer accounting system.
3. Because the content of the QR code must match the plain text information on the receipt, billers are not allowed to subsequently print the payers' details. This task is outsourced to the latter, which is moderately customer-friendly.

Banks still have room for improvement

These three points alone illustrate that the banks still have room for improvement. Ironically, this system is not only not very customer-oriented, but also cements the time-consuming order administration and the cost-intensive printing and mailing service of physical receipts. However, since most business customers are currently still pushing out the changeover, there is little pressure calling for a more meaningful solution. This is likely to change in the course of this year, when even the last companies, self-employed persons, fiduciaries and associations can no longer ignore the fact that payment slips are really disappearing.

The remedy for the aforementioned service gaps lies in solutions such as those offered by startups like www.qrmodul.ch have developed. The "QR Module" solution came in first in the user voting for the Best Retail Cases Swiss Award took third place in the e-commerce category. It offers its customers a SaaS service not only for the creation of fully completed QR payment parts, but also, in addition, the creation of complete invoices in the customer's own design and language of choice. So once again, it is small, innovative fintechs that are providing the necessary efficiency gains.

Author:
Beni Schwarzenbach is the Managing Director of QR Modul in Zurich.