Nussbaum AG, based in Matzingen, Switzerland, is a renowned manufacturer of aluminum cans and packaging solutions for a wide range of industries - according to its own statements, it is even the world market leader in sustainable aluminum packaging. Under the management of CEO and owner Florian J. Nussbaum, the products are manufactured in Thurgau and at two other locations in Germany.

Early focus on automation

The company's history dates back to 1963, when it was founded by Eugen Nussbaum and Hans Ulrich Guhl to produce cans and tubes. Since then, the company has continued to develop and has become a leading supplier in its field. As early as 1964, for example, a fully automated production line for aluminum cans was put into operation.

A unique selling point of Nussbaum AG's products is their high quality and versatility. Innovative production techniques and strict quality controls - including ISO-15378 certification for the manufacture of primary packaging for medical products - ensure that the aluminum cans meet the highest standards of durability, safety and functionality.

Aluminum: greener than its reputation

Admittedly: The raw material aluminum has fallen into disrepute in terms of sustainability due to its energy-intensive production. This is why Nussbaum AG relies heavily on recycling: in 2020, the company succeeded in producing the world's first aerosol can made from 100 % Nucan-PCR aluminum. This innovation won the company the German Packaging Award in the "Sustainability" category. In addition, the company works closely with customers and suppliers to develop customized packaging solutions that meet the requirements of a sustainable economy.

"We can" taken at its word

Dealing with the issue of sustainability is of fundamental importance to Nussbaum AG. The company is actively involved in promoting recycling and environmental protection and is committed to ensuring that its production processes are as resource-efficient as possible. By continuously developing and improving its products and processes, Nussbaum AG is helping to shape a sustainable future for generations to come. Nussbaum AG is convinced that aluminum cans are among the most energy-efficient and resource-saving packaging materials. In fact, with their high-quality design and individual formability, they can help brands to make an impressive impression. Accordingly, the company's claim cannot be anything other than: "We can".

More information: https://nucan.com/de/home / www.svc.swiss

 

Prix SVC Ostschweiz - the other finalists (alphabetical order):

• Emil Egger Group
• Huber Windows AG
• Fairytale Hotel AG
• Zindel United

All parents know it: vacations with children can be exhausting. And sometimes the well-deserved relaxation falls almost completely by the wayside. Märchenhotel AG paints a completely different picture with its hotel of the same name: parents and children together on a nest swing, petting a chicken, or the food is brought to the table by steam locomotive. In short, the hotel transports its guests into a world full of magic and fantasy. Under the management of married couple Patric and Nadja Vogel, the company offers a unique experience for families, couples and adventurers of all ages.

From the grand hotel for the grand...

The history of the Märchenhotel goes back a long way. It was opened in 1907 as the Grand Hotel and subsequently experienced several economic ups and downs, changed hands several times and even served as military accommodation until it was bought by the Vogel family in 1972. The title "Fairytale Hotel" dates back to 1977, when the then management began reading a fairytale to the children every evening - a tradition that continues to this day and has spread accordingly: Every evening at 6 pm is still "fairytale hour" for the youngest guests.

...to the fairytale world for the little guests

Another unique selling point of the Märchenhotel is its extensive range of entertainment. In addition to traditional amenities such as a wellness area and exquisite gastronomy, the hotel offers activities tailored to families. Children can let off steam on an adventure playground, follow in the footsteps of the dwarf Baartli or simply relax in a "bird's nest" in the specially constructed "Märlibaum" developed in collaboration with Europapark. The children are professionally supervised every day from 9 a.m. to 9 p.m., which means parents can also enjoy a relaxing vacation.

Enthusiasm is guaranteed

The Fairytale Hotel's efforts to provide an unforgettable experience have resulted in numerous awards and positive reviews. The hotel has won several awards for its unique concept and outstanding hospitality and enjoys a high reputation among travelers from all over the world. Conclusion: If families with children want to spend a fantastic break in Switzerland, there is a good chance that they will choose to stay at the Märchenhotel. The 4-star hotel is located in the heart of the Glarus Alpine panorama and has been delighting guests of all ages for decades.

More information: www.maerchenhotel.ch / www.svc.swiss

Prix SVC Eastern Switzerland 2024 - the other finalists (alphabetical order):

• Emil Egger Group
• Huber Windows AG
• Nussbaum Matzingen AG
• Zindel United

More than just "a window to the courtyard": this is how you could describe the company philosophy of Huber Fenster AG from Herisau. The 5th generation family business offers solutions that go beyond the standard. On the one hand, windows should be a high-quality part of the building envelope, but on the other hand they should also be an individual façade element.

Windows for "aesthetics with foresight"

A foray through the company's current projects shows: The clientele of Huber Fenster AG is diverse. From public buildings such as Zurich main station (south wing, which is currently undergoing a general refurbishment) or the new Amtshaus Walche building to a forest house in the Engadine or a multi-generation house on Lake Zurich - everywhere the windows do more than just let in light. They are part of a sophisticated architectural design. The aim is to combine the customer's aesthetic wishes with the technical specifications. Or in other words: Huber delivers "aesthetics with vision" and not just a window to the courtyard. And to protect against uninvited guests, the company offers a security window certified to level "RC 3", which also meets high design standards.

From glazier to modern production company

It all started very modestly in 1883 with the takeover of a glazier's shop in Herisau. Over generations, the company developed into a window manufacturer with its own production facilities. The company grew from a workshop in the village center to a factory that today stands prominently on St.Gallerstrasse, the main entrance to the capital of the canton of Appenzell Ausserrhoden. A new production hall was not put into operation until 2021. Finally, in 2022, the company's image was redesigned.

The company, managed by Sebastian (CFO), Matthias (COO) and Pascal Huber (CEO), currently has around 75 employees. At Huber Fenster AG, too, the focus is on people. The training of young professionals is of great importance. With around seven apprentices at any one time, the company is one of the leading training companies in the industry.

And the customers? They can draw from the full range at Huber Fenster. The desired window solution can be configured on the website and displayed on the screen. Whether classic window or lift and slide door, reversible window or vertical slider: the plans are created automatically after entering the parameters and can be downloaded. And with the "Hubothek", a comprehensive product catalog is available.

Oaks from the Ukraine

A lot can be done for the energy efficiency of buildings by choosing the right windows. It goes without saying that sustainability is also an issue that Huber Fenster AG actively addresses. For example, in the procurement of the natural product wood: together with the partner company Divario AG, this is kept in a closed cycle. From the first seedling in the forest of Vinnytsia (Ukraine), through the harvested raw wood to the finished window, the company promises sustainable, ecological management. The manufacture of the oak products is powered by 100% solar power, and the waste wood in Herisau and Vinnytsia is used as a source of thermal energy for the company's own production halls, drying chambers and surrounding buildings. This keeps the wood in circulation. Despite the war in Ukraine, the supply relationships continue, "simply under more difficult conditions", as project manager Martin Huber explains when asked. Due to border blockades in Poland, detours via Hungary have to be accepted for transportation. However, customs clearance works perfectly. "When it comes to digitalization, Ukraine is miles ahead of us," enthuses Huber. He is also the one who Ukraine Aid Association has founded. It builds new homes in the form of prefabricated wooden houses for people made homeless by the war.

More information: www.huberfenster.ch / www.svc.swiss

Prix SVC Eastern Switzerland 2024 - the other finalists (alphabetical order):

• Emil Egger Group
• Fairytale Hotel AG
• Nussbaum Matzingen AG
• Zindel United

The Emil Egger Group is a family business run by the third generation of the Egger family, Michael and Markus Egger. The logistics company has 800 employees at eleven locations throughout Switzerland. So far, so unspectacular. A logistics service provider like many others? No, not necessarily. The company has made a name for itself primarily with the handling of oversized goods. 

When a ship is on the road

No transportation route is too complicated and no load too heavy: this is the impression a neutral observer gets when visiting the company website. How does a ship get from Lake Zug to Lake Walen, for example? No, not by water, but by road. A few months ago, Emil Egger moved the "MS Schwyz", 31.2 m long and max. 7 m wide, to its new location by land using heavy transport - mainly at night. The route was a tough one, as the Hirzel mountain pass had to be crossed, and the logistics specialists also had to negotiate some narrow passages. Accordingly, everything had to be meticulously planned: The ship had to be divided into two parts (upper and lower deck) and trees and hedges had to be cut back along the route in advance. Various permits also had to be obtained. Even for them as experienced heavy lift experts, the challenges were great, recalls Michael Egger, who heads the heavy lift division at the Emil Egger Group.

A crane for (almost) any load

When it comes to transporting heavy goods, Emil Egger is definitely the No. 1 in Switzerland. And the company is also one of the top 20 crane service providers in the German-speaking world. After all, the heavy loads have to be lifted somehow. With the LR 11000, Emil Egger has what it claims is the largest crawler crane in Switzerland. It can move loads weighing up to 1000 tons. In addition to crawler cranes, the fleet includes tire and mobile cranes, mobile construction cranes, special cranes, truck-mounted cranes and mini cranes.

Nothing is too bulky, even for general cargo and in the warehouse

With so much spectacle, the other business areas almost fade into the background. But Emil Egger is also one of Switzerland's best-known service providers when it comes to general cargo and warehouse logistics. And here too, the transportation of goods of special sizes is one of the company's specialities. In St. Gallen, Härkingen, Bassersdorf, Avenches, Fribourg, Romanel sur Morges, St. Margrethen and S. Antonino, there is space for goods of all sizes, shapes and containers. "From long steel pipes to rail wagons - no goods are too big, too heavy or too long for us. Our infrastructure and our trained staff always offer a solution, even for special cases," Pascal Möller, Head of Warehouse Logistics in St.Gallen, is quoted as saying on the company website.

Economical on the road

And what about sustainability? Emil Egger is also making an exclamation mark here. For example, the drivers and chauffeurs are trained to drive at particularly low speeds; the maximum speed is limited to 89 km/h. The trucks are also equipped with particularly aerodynamic cabs to reduce diesel consumption. The trucks are also equipped with particularly aerodynamic cabs to reduce diesel consumption. Alternative drive systems are also being tested: Since February 2023, the e-Actros, an e-truck series model from Daimler Truck, has been in operation as an electrically powered truck. However, the company is still cautious when it comes to hydrogen drive systems, which are often seen as a particularly suitable alternative for freight transport. Because the supply infrastructure for hydrogen is still poorly developed, Emil Egger is also likely to hold off on taking more concrete steps in this area.

More information: https://www.ete.ch/ / www.svc.swiss

Prix SVC Eastern Switzerland 2024, the other finalists (alphabetical order):

• Huber Windows AG
• Fairytale Hotel AG
• Nussbaum Matzingen AG
• Zindel United

Yes, every success has its price. Everyone knows that. This is about how you can not only become significantly more successful, but - and this is much more important - also more fulfilled. The first step is to become aware of this "price" for success. Because only then can I decide much better and more specifically what price I am prepared to pay.

What we often forget are the currencies in which the price is to be paid. What do I mean by that?

Well, real success, which goes hand in hand with fulfillment, will require or entail changes in various areas of our lives. So we pay with different "currencies", often at the same time. If we are not aware of this enough, we will not only fail, but be unhappy, even if we "succeed". Who hasn't experienced this? We have achieved something and don't feel good about it. Or we know what steps we need to take to achieve success, but still don't do anything. The reason is often the unknown currencies that we pay too little attention to.

So what are these currencies for success and fulfillment? Here are 5 examples:

1. LifestyleChanges.
   Every significant success requires changes in our lifestyle. We may have less time for previously important topics. Or we have to learn things that are difficult for us and question our habits. The problem is that we unconsciously always fight against changes to our lifestyle, even if they are anything but positive.
2. Less time for others.
   Greater success often means that we have less time for certain people. This is an important currency. The classic example is the manager whose team has grown substantially and who is therefore no longer able to have detailed discussions with everyone at all times.
3. Selection of people around us.
   If we want to reach a new level of success, we often need different people around us than before. Even certain friendships from the past are now more of a hindrance than a help. The old saying applies: you are the average of the five people you surround yourself with the most.
4. Enduring the envy of others.
   It is essential: With your success comes envy and maybe even people who hate you. You have to be able to put up with that. Even I get "hater" comments on my posts from time to time. This currency is particularly relevant for you if you are strongly seeking the approval of others.
5. New problems.
   More success inevitably leads to more problems. Many people believe that success will reduce their problems. This is almost never the case. So the currency is: pay with more problems that you will have. If you see problems in a positive light, this currency has a motivating effect.

One last tip: the more passionate you are about your goals, the more likely you are to be happy to pay the price.

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

Seven or two years before the end of the transition periods, the executive boards of the 100 largest Swiss employers have 20 % women and the boards of directors 31 %. This means that they have reached the gender benchmarks of 20 percent on executive boards and 30 percent on boards of directors required by politicians. "Nevertheless, this year's results leave a bitter aftertaste. It was already clear two years ago that the companies would achieve the benchmarks. However, chalking this up as a success would be short-sighted," says Guido Schilling, publisher of the schillingreport, which regularly examines the gender diversity of management bodies in the Swiss economy and public sector. The 2024 edition also explored the question of what changed patterns can now be observed, now that the basic homework seems to have been done. To say it up front: There are indicators that may show positive results in the short term, but would harbor risks in the long term.

High fluctuation of female members of the Executive Board

While the proportion of companies with at least 30 % women in management has risen continuously over the past 5 years from 4 % in 2019 to 21 % in 2023, it is currently falling again to 20 %. At the same time, the proportion of companies without women on the Executive Board has stagnated at 23 % after years of steep decline from 53 % in 2019 to 25 % in 2023. One reason for these shifts can be seen in staff turnover: while between 10 and 16 women resigned from their position on the Executive Board in previous years, the current figure is 33. These are offset by 44 new female members joining the Executive Board, resulting in a net increase of 11, which means that the gender benchmark of 20 % has just been reached. "Retaining the women we have gained is the key to achieving a balanced mix," says Schilling. "However, we have noticed for years that female members of the Executive Board have been on the board for significantly less time (3 years) than their male colleagues (7 years) when they leave office. Such a short period of membership can hardly be sustainable." 

Why the high fluctuation? Attempts to explain

The high fluctuation of women in management positions is the subject of further research. A look at the new members of the Executive Board shows that 62 % were already working in the company before they joined the Executive Board. This proportion of internal appointees has remained roughly the same over the past few years. Of the male members of the Executive Board, 64 % were appointed internally, compared to 55 % of the female members. Conversely, this means that 45 % of the female members of the Executive Board joined the company and the Executive Board from outside. "This could well be a reason for the shorter length of stay of the female Executive Board members who left," Schilling points out. "Someone from outside the company who may be taking on a management role for the first time not only has to familiarize themselves with their new role on the management board, but also with the company, the culture and the circumstances. Internal appointees have the advantage that they know the company-specific DNA and are already networked."

The women who were promoted internally were appointed to management after just 9 years with the company, compared to 12 years for men. This means that too early a promotion with a correspondingly smaller backpack of experience can lead to women leaving top positions again after a short time. According to Guido Schilling, one solution could be to promote more women to middle management and retain them for longer so that they can be promoted more successfully later on. Another reason for the high fluctuation: women often hold service functions such as HR or marketing in top management. In the event of restructuring, these functions often move back into middle management, which causes a disappointed female job holder to leave the company.

High proportion of foreign women

The proportion of foreigners on the Executive Board has oscillated around 45 % for many years and currently stands at 46 %. Broken down by gender, 45 % of the male and 57 % of the female members of the Executive Board are not from Switzerland. Among the newly appointed members of the Executive Board, there are 55 % without a Swiss passport, 51 % of men and 66 % of women. The companies in the SMI are significantly more international in composition, with 73 % foreign members of the Executive Board, 68 % of the men and 85 % of the women not holding a Swiss passport. "Foreign managers also have to familiarize themselves with the country and its people," says Schilling: "In contrast to other countries, there is still no tradition of balancing family and career in Switzerland." Another reason for the high turnover of female managers is that they feel misunderstood in Switzerland with their career ideas? Absolutely, says Guido Schilling. Those who are not familiar enough with the local culture find it difficult to gain a foothold.

Among the new members of the Executive Board, it is also noticeable that at 49 years of age, the women are considerably younger when they join the board than their male colleagues, who are appointed at 52 years of age. Conclusion: "The female members of the Executive Board are younger, are promoted earlier, tend not to have a Swiss passport and stay on the board for a significantly shorter period of time than their male colleagues," summarizes Schilling.

Increasing ageing of the management team

In recent years, the average age has risen continuously across all samples. The members of the Executive Board are currently 53 years old. At 51, the female members of the Executive Board are slightly younger than their male colleagues at 54. The age of the CEOs has risen the most. In 2011, the average age was 52, with the newly elected CEOs being 49 years old. Of these 14 newcomers, 29 % were older than 50 at the time. Currently, the CEOs are on average 55 years old and the newcomers 53 years old. 67 % of the 24 newly elected CEOs are currently older than 50. "In view of the demographic trend, this ageing poses major risks and will lead to a dead end in the long term," says Schilling. "I wonder whether the boards of directors are taking this into account in their risk assessments."

Motor SMI loses drive - Public Sector on track

The companies listed on the SMI already reached the gender benchmark of 30 % on the Board of Directors and 20 % on the Executive Board in 2022. This figure is currently stagnating at 34 % on the Board of Directors and rising slightly to 26 % on the Executive Board. "Both respectable figures, but there is a noticeable flattening in the SMI economic engine, which makes me sit up and take notice," says Schilling.

In the public sector, the proportion of women in top management rose to 25 % ( previous year 24 % ). 31 % of vacancies in top management were filled by women. Looking at the federal administration separately from the cantons, the proportion of women in top management continues to stagnate at 38 %, with women currently filling 25 % of vacancies at federal level.

Setting the course for the future now

"Until now, private and public employers have been in an absolute minority when it comes to recruiting women for management positions. The higher up the hierarchy, the more the search for women resembled the famous needle in a haystack," summarizes Guido Schilling. "We are currently seeing that there is a respectable pool of qualified female managers in middle management in the Swiss economy who are not only active in service roles, but increasingly in business roles with a direct impact on results. In a few years' time, this potential will be reflected in the management boards if companies focus on framework conditions that promote the compatibility of career and family and within which women feel comfortable." Could top sharing or Co-leadership provide a solution to this challenge? Guido Schilling says: "Any form of flexibilization of models serves the cause". For the time being, however, he considers job sharing of management functions to be more suitable for middle management.

Source and further information: www.guidoschilling.ch

Characteristics do not always have the same effect. It may well be that certain characteristics of employees in subordinate positions initially appear positive or are highly valued. However, these same traits can prove problematic over time when the person in question moves up to a management position. Experts at Hogan Assessments - a global workplace personality assessment and leadership consulting service - have identified three key traits to keep an eye on to avoid toxic leadership situations in the first place.

Property no. 1: Caution

Caution may seem like a good quality in leaders, as it is assumed that such leaders are level-headed and rational. However, this is not always true and this trait can be more of a hindrance than a help. Cautious leaders can be toxic in that their fear of making mistakes can bring projects and companies to a standstill. "This type of leader tends to work with a 'worst case scenario' mentality and always assume that nothing is certain. This, in turn, makes cautious leaders unwilling to try new things and reluctant to make decisions," explained Dr. Ryne Sherman, Chief Science Officer and co-host of The Science of Personality podcast.

This inability to make clear decisions can not only bring projects to a standstill, but can also lead to a complete lack of leadership or aimless managers. This has a negative impact on their subordinates as their teams then learn to develop workaround strategies to accomplish their daily tasks, which in turn results in a lack of leadership. Alternatively, this indecisiveness or lack of autonomy of action can rub off on the team and leave the entire department feeling disoriented and struggling to achieve their goals.

Trait no. 2: Ingenuity

"Imaginative people are very creative and love brainstorming sessions. This can be quite positive for employees, as it means that their managers are always providing them with a platform where their ideas and feelings are heard. As leaders, however, they can quickly become bored with daily tasks and activities, which can be counterproductive to a company's success," says Dr. Sherman. Resourceful leaders are easily distracted by their own thoughts and can digress from their tasks, resulting in a more chaotic and disorganized leadership style that can isolate or hinder subordinates who would benefit from a more structured way of working.
Their tendency to complicate problems and take unconventional or new approaches to problem solving has the potential to create a toxic leadership style. The fact is that not every problem requires a completely new approach on the part of the manager. Rather, an insistence on ingenuity and creativity can lead employees to view such a leader as unfocused and impractical, which can undermine their authority and add to the chaos caused by their leadership style.

Trait no. 3: Daring

Daring leaders can be inspiring, courageous and confident. Employees can indeed learn a lot from them and their rise to the top of their organizations, but they can also pose a challenge to those working with and under them. "Daring leaders refuse to admit their own mistakes or take responsibility for their failures because they are afraid of losing face. Believing themselves to be infallible, or at least insisting on being portrayed as such, they often blame their teams for problems. This can lead to a lack of trust within a team structure and resentment among subordinate employees, creating a toxic work environment," says Dr. Sherman.

While daring leaders sometimes lack accountability, they may take every opportunity to praise themselves, even going so far as to claim credit for the team's accomplishments, regardless of how involved they themselves were. At the same time, this type of leader often lacks the ability to recognize the hard work of their employees. Instead, they prefer to emphasize their own achievements to their superiors. This lack of team solidarity and lack of encouragement can be demoralizing for a team, leading to resentment among colleagues and a lack of drive or motivation among subordinates.

Source: Hogan Assessments

The German-Austrian industrial group Obrist Group has developed a patented process to produce methanol from solar energy, which can be used as a universal energy source for industrial production, the building sector (heat) and transportation (fuel for cars). The company claims that the process is "climate-positive" because it removes more carbon dioxide from the atmosphere during methanol production than is released during subsequent combustion. It is therefore also referred to as "below zero" or "green methanol". The Obrist Group recently entered into a new global alliance with EWU Tech Ltd, DSE Green Technology Holdings with over 25 European technology partners and Global Enterprises Ltd to build methanol production plants using the patented Obrist process. Specific projects are planned in Namibia, Egypt, Thailand and the USA. 

Talks on methanol economy well advanced

"More and more countries are recognizing the possibility of achieving their climate targets by switching to a methanol economy without having to fear a loss of economic growth," reports company boss Frank Obrist on his discussions with economic and energy policy makers from all over the world. Methanol would allow the existing infrastructure for fossil fuels to continue to be used, from transportation in pipelines or tankers to industrial energy use and cars with combustion engines. This would make a methanol economy "orders of magnitude cheaper" than switching to electricity or hydrogen as an energy source, because completely new infrastructures would have to be built for both.

"The EU is trying out an energy transition with electricity and hydrogen, but many other countries are apparently focusing more on methanol as a universal energy source," the head of the Obrist Group has noted in discussions with politicians outside the European Union. He admits: "Large-scale methanol production only makes sense in areas near the equator where solar energy is available in abundance. But because transportation is so easy and cheap, it is worth producing at the equator and distributing methanol by pipeline or tanker to where the energy is needed." 

Methanol instead of liquefied natural gas after LNG expansion stop in the USA

Methanol is liquid at normal temperature and, unlike hydrogen, does not require any special pressure vessels for transportation. According to a recent study by the Öko-Institut on behalf of NABU (German Nature and Biodiversity Conservation Union), tankers could be powered by methanol in order to minimize the environmental impact. According to the study, this would be significantly more environmentally friendly not only than the use of heavy fuel oil, diesel or ammonia, but also than the use of liquefied natural gas (LNG).[1] This goes hand in hand with the general questioning of LNG transportation by the US government since the beginning of this year on the grounds that liquefied natural gas is ultimately harmful to the climate. 

"Green methanol, which is transported by methanol-powered tankers, should also be given greater consideration in the European Union and especially in Germany following US President Joe Biden's decision to stop the expansion of LNG exports," argues Frank Obrist. It is true that methanol production within the EU is not economically viable due to the low solar intensity in Europe. "But investing in the construction of production plants in sunnier countries with supply contracts to supply Europe with methanol is very much an option," the company boss appeals to politicians to explore this possibility to strengthen energy supply security in Europe.

Hydrogen for methanol production can be obtained from the air anywhere

The Obrist Group points out that, in addition to a lot of solar energy, its production plants also require water on site in order to generate hydrogen by means of electrolysis, which is essential for the production of methanol. According to the company, water can be extracted from the air almost anywhere in the world. Even a humidity level of just ten percent, which is common in desert areas, is sufficient for methanol production, the company has found in prototype plants. Electrolysis plants can therefore be set up in deserts and on wasteland that is infertile and cannot be used for any other purpose.

The Obrist Group attributes the increasing demand from all over the world to the presentation of the book "Prosperity and Economic Growth Without Regrets: Climate Rescue Yes - Deindustrialization No" (ISBN 978-3-98674-104-4) at COP28 in Dubai at the end of last year. In the book, science journalist Jean Pütz describes in detail how green methanol is suitable as a global energy source to initiate the transition away from the burning of fossil fuels. The book is also available in German under the title "Wohlstand und Wirtschaftswachstum ohne Reue: Klimarettung ja - Deindustrialisierung nein" (ISBN 978-3-98674-084-9). The German and English versions are published by the UN think tank Diplomatic Council.

[1]https://www.nabu.de/umwelt-und-ressourcen/verkehr/schifffahrt/33080.html

Source and further information: Obrist Group

The Managing Director of cobra - computer's brainware GmbH, Jürgen Litz, talks about the potential of a digitalized SME sector and how decisive competitive advantages can be gained from the unique structure of this economic engine.

Mr. Litz, as Managing Director of a software company for customer relationship management systems, you are particularly committed to SMEs. How do you see the economic engine currently positioned?

Jürgen Litz: Much better than it is generally perceived. Although the various crises have left their mark, the economy in German-speaking countries has been able to pull itself out of the affair reasonably well thanks to its structure. There is a lack of economic big players here, but there is potential in a completely different area. We have a unique selling point that is the envy of the whole world: a base of medium-sized companies that would never stand up to international comparison in terms of size and turnover on their own, but which together support an entire economy.

In the years before the pandemic, you often criticized the state of digitalization in SMEs. Has anything fundamentally changed here during the crisis?

In fact, yes, although in some places it was certainly not voluntary. Nevertheless, the pandemic and the associated restrictions have prompted even the last medium-sized companies to open up to digitalization and thus lay the foundation for further steps that are open to technology. The willingness to develop is clearly evident - even more so than three or four years ago. Now is the time to seize this opportunity.

What does this opportunity look like?

Of course, giving employees the option of working from home and holding meetings via ZOOM or Microsoft Teams does not turn a static steamship into an agile speedboat. What is really important now is what can be done structurally with this basis. A bold step in combination with the right technology has the potential to unleash the 'hidden champions' or the entire SME sector, and thus turns out to be a beacon of hope.

Can you explain this term in more detail?

If you look at the German-speaking economic area from a certain distance and compare it with economic powerhouses such as the USA or China, you might get a clear impression: The former global economic power is being left behind. It is difficult to compete with the Amazons, Alibabas, Googles or Tencents of this world in the heart of Europe. Especially as conglomerates of this size have developed their own platforms and, with their international appeal, ensure that smaller companies become dependent on them. Reducing dependency on the large platforms - and doing so by having their own platform for their own business model - is called platformization. This means that companies are not competing with large platforms, but are transforming and strengthening their own business through the opportunities offered by platform support. This enables an improved customer relationship, for example.

How are these much smaller companies supposed to keep up with US or Chinese big players?

Although many small and medium-sized companies are small lights in this comparison in terms of company size, number of employees or turnover, they are often world market leaders in their often very specialized fields. A small company that manufactures rubber seals for the doors of a particular car model may not have the most glorious international reputation, but it proves to be indispensable for the production chain of this commodity. This is just one of countless examples. Medium-sized companies need to take advantage of this.

How can this be realized in a lean way? Is there already a technological movement in this direction?

The trend in commerce is clearly moving away from the old frontend-to-backend structure and towards headless systems. This approach separates the front and back end from each other and all the components that together ensure that customer interaction works. The search function, product display, database and checkout are not dependent on each other and are connected via API interfaces using front-end technology. As a result, medium-sized companies are increasingly becoming service companies that solve their customers' problems in a more holistic manner. The next stage is customer experience or cocreation, which involves creating value together with the customer. To enable this evolution, however, companies need a new quality of technological support.

What exactly does this look like?

In the general discourse, platforms are often reduced to marketplaces or technology platforms. Here, SMEs too often prove to be the appendix rather than the sovereign of their own transformation. As already mentioned, companies such as Amazon or Alibaba are threatening this economic status by increasingly not only taking over the market and customer interface but, in case of doubt, even becoming the fiercest competitor. The answer to these threats is as simple as it is intuitive: it is about optimizing value creation and thus strengthening your own co-creative ecosystem. A CRM - i.e. customer relationship management system - that develops in this direction can form the core of a comprehensive customer platform.

And your company: Has it already embarked on this path itself?

In fact, we have succeeded in realizing the customer experience level as a so-called CXM Web Connect solution, in which any applications from individual forms to store systems can be connected to the CRM via intelligent interfaces. With this headless structure and a connection to the company's own website, the path to independence can be paved simply and efficiently. The German SME sector consists of a wealth of hidden potential that is just waiting to come to light and drive an economic upturn. Platformization has the potential to create many winners.

About the person

Jürgen Litz has been Managing Director of the customer management software manufacturer cobra computer's brainware GmbH based in Constance and cobra computer's brainware AG in Tägerwilen TG since 2009. Based on his many years of experience in the field of customer management, he is committed to promoting a positive understanding of data protection and data opportunities with regard to the EU General Data Protection Regulation and the GDPR. You can find further information at www.cobra.de.

A new piston engine, developed by Empa experts and partners, uses industrial waste heat more efficiently and could come onto the market thanks to an "Empa Entrepreneur Fellowship" from researcher Andyn Omanovic. The machine is based on an innovative valve control system that makes gas exchange more flexible and reduces fuel consumption. This technology is already used in fuel-flexible engines in commercial vehicles, for example. However, it could now also be used to generate electricity wherever waste heat from industrial processes is generated in large quantities. The waste heat is converted into mechanical power via the pistons, which is then used to generate electricity. However, this process can only be implemented at all thanks to a new type of flexible valve control.

The new reciprocating engine is particularly suitable for temperature ranges from 500 to 900 degrees and power ranges up to several megawatts. Potential applications include the use of waste heat from pyrolysis plants for biochar and the combustion of lean gases. A pilot machine for the energy supplier IWB in Basel is planned by early 2025, followed by a small series for a company specializing in gas incineration plants. Technical challenges such as temperature-resistant materials and control strategies still need to be overcome, but the cost-benefit calculations are promising, according to a press release from Empa. However, more temperature-resistant materials still need to be found for the machine, and the control strategy for the thermodynamic process also requires further adjustments.

Source and further information: Empa

Graphax CEO Juan Chenevard and CMO Sonja Nobs recently took personal delivery of two electrically powered Smart # 1s. The two environmentally friendly vehicles were handed over by the renowned company Kenny's Auto-Center AG in the new Dietlikon building by its CEO Pascal Studerus. The decision to purchase these cars not only underlines Graphax's commitment to a sustainable future, but also reaffirms the long-standing partnership between the two companies, according to the statement. According to the press release, Kenny's Auto-Center AG is proud to be able to make a contribution to Graphax's environmentally friendly initiative. In addition to their good price-performance ratio, the vehicles are particularly impressive thanks to their comprehensive assistance systems (5-star rating in the crash test), which provide employees with the best possible protection in the event of an accident.

Juan Chenevard, CEO of Graphax, commented on this decision as follows: "At Graphax, we firmly believe that sustainability and environmental protection are not only a responsibility, but also an investment in the future. The introduction of electrically powered vehicles is the first step towards an environmentally friendly fleet, which will certainly be further expanded in the coming years." Sonja Nobs, CMO Graphax, adds: "The choice of smart #1 e-cars underlines not only the environmental friendliness, but also the advanced technology that ensures efficient and sustainable mobility. Graphax's decision to consider local partners such as Kenny's also reinforces both companies' commitment to supporting the regional economy."

Both companies see their move to reduce their environmental footprint as further proof that companies can have a significant impact on the environment and society as a whole through their sustainability efforts.

Source and further information: Graphax