As a B Corporation, Ricola demonstrably meets the high standards of the non-profit organization B Lab in terms of social and environmental impact, legal commitment to responsible corporate practices and public transparency.

Responsibility and sustainability are in the nature of Ricola

Ricola's path to becoming a B Corporation is based on the company's founding idea of valuing the ecosystems of the Swiss Alps, where its 13 herbs thrive. Ricola has long seen sustainability as a core business principle. From cultivating herbs according to ecological guidelines to continuously striving to manufacture its products in an environmentally friendly way, the company's actions are geared towards preserving and nurturing nature and biodiversity, thus ensuring a positive impact on the environment and society.

"We owe everything to nature. Certification as a B Corporation is in line with our identity as a family business and our commitment to connecting people with nature," says Thomas P. Meier, CEO of Ricola. "Our growth ambitions should be in harmony with our responsibility for the earth and its people."

"It is a great honor for the B Lab Switzerland Foundation to welcome Ricola to the B Corp movement. As a traditional Swiss company with nearly a century of unwavering commitment to nature and community, Ricola embodies the principle of using business as a force for good. Ricola's commitment to resilience and sustainability is exemplary," says Jonathan Normand, founder and CEO of B Lab Switzerland.

Ricola's sustainability strategy as a framework for action

Over the past two years, Ricola has developed a comprehensive approach to sustainability and identified six key areas where the company can have the greatest impact: agricultural principles, waste management, packaging innovation, climate protection, water conservation and ethical purchasing.

Ricola has set quantitative targets for each area and implements actionable steps to achieve these targets each year. These efforts are coordinated by the entire Ricola Group, with each part of the company playing a role in the shared journey towards sustainability.

As a B Corporation, Ricola must meet strict social and environmental standards, including continuous improvements for recertification every three years to ensure compliance and progress. Ricola has committed to assessing its sustainability performance against globally recognized metrics and reporting on progress every two years in accordance with the Global Reporting Initiative (GRI) guidelines. The first report for 2022 can be found on the company's website.

Source: www.ricola.com

Systemic relevance of engineering services and demand for skilled workers

Swiss infrastructure has a replacement value of over CHF 500 billion and forms an essential basis for the country's economic development. suisse.ing President Andrea Galli emphasized that engineers play a key role in overcoming social challenges such as mobility, climate change and the energy transition.

Switzerland is accustomed to high-quality infrastructure

Switzerland is internationally renowned for its high-quality infrastructure. Unfortunately, however, there is a lack of awareness of the importance of this infrastructure and therefore also of the engineering sector. The maintenance and development of infrastructure is essential for the country's economic development, the provision of essential services to the population and modern social life. The maintenance, renovation and expansion of Swiss infrastructure are the country's essential needs and require high-quality research and teaching in infrastructure topics.

Serious consequences of federal budget cuts

At the same time, the industry is struggling with a skills shortage of historic proportions that urgently needs to be addressed. According to forecasts by the State Secretariat for Economic Affairs (SECO), the engineering sectors are suffering the most from the structural shortage of workers with a tertiary education. Numerous current societal challenges are directly dependent on the expertise of engineers. At the same time, the engineering sciences are facing challenges such as budget cuts in teaching and research. "In order to guarantee a stable infrastructure, the federal government, education and industry must act together. If study places are cut, professorships are not filled and basic research is minimized for budget reasons, this will have serious consequences for Switzerland's entire infrastructure," said Andrea Galli, President of suisse.ing.

Awareness-raising work: private sector activities and joint initiatives  

The private sector is actively involved in promoting young talent, offering technology weeks, girls' days and workshops and providing information about the diversity of engineering professions. A new initiative by the associations suisse.ing, IngCH, SVIN and SIA was presented as part of UNESCO World Engineers' Day. Around 750 books entitled "All about engineering - planning - technology" will be distributed directly to schoolchildren by engineers in the future. They will go into schools to introduce children and young people to the fascination of the industry. "Every child is a potential engineer. Direct interaction with schools is an important part of raising awareness of our industry, increasing the attractiveness of the various engineering professions and attracting more skilled workers to our industry," says Livia Brahier, Head of Communications at suisse.ing.

Personal perspectives and practical examples

Amélie Rieder, MSc in Civil Engineering EPFL, Emch+Berger AG Bern, gave a first-hand account of her decision to become an engineer and her experiences as a young woman in the industry. She spoke about the diversity and individuality of each project, the fascination with technology, as well as the interpersonal collaboration that this profession entails.

Source: www.suisse.ing

This article originally appeared on m-q.ch - https://www.m-q.ch/de/ingenieurinnen-und-ingenieure-uebernehmen-bildungsverantwortung/

"What's in store for us?" This question is currently on the minds of employees in companies - largely across functions, positions and industries - when it comes to the use of AI in their organization.

It is already clear that companies will increasingly use AI systems to provide their services in the future, but to what extent is still unclear. It is also already clear that the increased use of AI will not only change the work processes in companies but also the content of employees' work, as well as collaboration and therefore the framework conditions for leadership.

The Institute for Leadership Culture in the Digital Age (IFIDZ) has therefore decided to conduct its current leadership trend barometer under the heading "Leadership 4.0: The AI era and its impact on leadership styles and cultures". This online survey of managers, which the IFIDZ conducts three times a year, will examine, among other things

• the role that artificial intelligence already plays in the day-to-day work of managers,
• the extent to which they are preparing themselves and their area for an increased use of AI in the future and
• what changes in the work and management situation they expect in this context.

As these questions not only concern leadership, but also collaboration and work organization within the organization, the IFIDZ has decided to conduct the current Leadership Trend Barometer in cooperation with I.T.C. Incentive Training Communication GmbH. By collaborating with the Dreieich-based "Innovation Agency for New Work", the IFIDZ is not only aiming to significantly increase the number of survey participants, but also to integrate a variety of perspectives into the survey, according to Institute Director Barbara Liebermeister.

The online survey consists of 15 questions, in each of which the participants are given several items as possible answers. It therefore takes no longer than five minutes to take part in the anonymous survey, even with some time to think about the answers. Finally, participants can voluntarily enter their e-mail address in the field provided on SurveyMonkey. They will then automatically receive notification of the results of the survey at the end of March.

The IFIDZ would like to take this opportunity to thank all participants for supporting the Institute in shedding light on the impact of AI on the leadership culture of companies and the day-to-day work of managers.

Source: www.die-profilberater.de / www.ifidz.de

Participation in the online survey and the results of the previous Leadership Trendbarometer: https://ifidz.de/ifidz-institut-fuer-fuehrungskultur-im-digitalen-zeitalter/leadership-digital-leader-werden-eigenschaften/

By connecting the Peax digital mailbox to the Accounto system, the time-consuming manual recording of documents and receipts is no longer necessary. All incoming channels are bundled - above all the physical mail, which is professionally scanned and posted. The documents are made readable and searchable, relevant data fields - for payment or booking - are read out and automatically transferred to Accounto. In Accounto, 90% then carries out the bookings automatically, which should result in massive time savings.

The seamless connection of the two systems saves time, reduces errors and should enable trust companies to concentrate on advising their clients. Last but not least, new business models can be developed that should be equally attractive for clients and trustees.

"The combination of Peax and Accounto is a real breakthrough," says Kilian Perrin, CEO of Accounto. "By seamlessly integrating our platforms, we offer our customers an even more efficient solution for their accounting and ensure that searching for documents is a thing of the past." Stefan Hermann, Managing Director of Peax, is also enthusiastic: "The automated posting of documents saves our customers time and allows them to complete their bookkeeping on a daily basis."

Since December 2023, around 20 customers are said to have already used the interface, confirming the benefits of the combined solution. "Thanks to the interface between Peax and Accounto and the automated transmission and posting of documents, we have achieved a major efficiency gain. The time saved enables us to advise our clients better and create added value for all sides," says Pascal Ingold, CEO of the fiduciary company Fistra AG.

"The collaboration between Peax and Accounto is a real game changer," adds Deniz Sengül (fiduciary company in formation). "It enables us to offer a service that works completely digitally and is based on an interesting business model. We can optimize our processes and offer our customers a better service."

The app integration of Peax and Accounto is a further step towards fully digital accounting and underlines both companies' commitment to continuous innovation and customer satisfaction.

Source: www.peax.ch / www.accounto.ch

Simonetta Sommaruga headed the Federal Department of Justice and Police (FDJP) for eight years. During her time in office, she courageously campaigned for equal pay and the representation of women in listed companies. She played a decisive role in the introduction of equal pay analyses and quotas in favor of women, thereby changing the Swiss corporate landscape. These legislative reforms obliged large companies to eliminate pay discrimination and promote greater diversity in positions, at management level and on boards of directors.

By taking over the chairmanship of the foundation, Simonetta Sommaruga is continuing her task of eliminating the pay gap. The pay gap is still narrowing too slowly, as the figures from the Federal Statistical Office show. Ms. Sommaruga is continuing her commitment to tackling inequality and is focusing on the responsibility of companies. "With the Equal Salary certification, companies are taking a decisive step towards equal opportunities. Today, a modern employer must be able to demonstrate that it offers women the same opportunities as men, including in terms of recruitment, further training and promotion," emphasizes the new President of the Equal Salary Foundation.

The Equal Salary Foundation certifies companies that can demonstrate, using an internationally recognized scientific methodology, that they not only comply with equal pay, but also with equal opportunities throughout the life cycle of their employees (recruitment, training and promotion). Certification is a positive, voluntary, concrete and tangible measure that enables companies to communicate equality on the basis of evidence while protecting the confidentiality of their employees' data. To date, the Foundation has carried out more than 150 certification procedures in over 90 countries. Several certified companies have renewed their commitment and demonstrate a strong commitment to promoting equality and building trust and respect for their employees, customers and partners.

Wage analyses with "Logib"

The Equal-Salary Foundation has been offering a new service since 2024: Wage analyses carried out using the "Logib" equal pay analysis tool (provided free of charge by the Swiss Confederation) can be integrated into the certification process following an external audit. This enables companies to proceed directly to the second phase of certification: the qualitative on-site audit. This simplified procedure should encourage more companies to seek equal pay certification and thus implement not only the purely quantitative but also the qualitative elements of equal opportunities in their company. "Today, companies are looking for qualified staff and at the same time there are more and more very well educated women. Equal pay and the compatibility of career and family are therefore key factors not only for society, but also in the interests of the economy," adds Simonetta Sommaruga, President of the Equal-Salary Foundation.

At international level, the European Commission has issued a directive on pay transparency, which will come into force in spring 2023. The aim of this standard is to enshrine employees' access to information about their own salary, as well as that of their male and female colleagues. Employers must offer salaries that respect equal pay and meet the requirement for transparency. Swiss companies operating in Europe will also have to comply with this directive sooner or later. The Equal Salary Certification offers direct and concrete support for companies that already comply with this new directive.

"It is with great pride that we welcome Simonetta Sommaruga as President of the Equal Salary Foundation. Her pragmatism, influence and ongoing commitment to equality make her the ideal person to represent the Foundation and advance the cause. To promote the cause of equality in Switzerland and abroad. The equitable sharing of economic power and responsibility between women and men is long overdue and this news marks the beginning of significant and welcome progress for all." Lisa Rubli and Noémie Storbeck, Co-Directors of the Foundation.

Equal pay in practice

Although most companies claim to pay women and men equally, the pay gap worldwide is still 18% (ILO report, February 2020). In Switzerland, according to the latest wage structure survey by the FSO, the pay gap is still 18%, of which 47.8% is unexplained.

Three questions for Simonetta Sommaruga:

1. What were your reasons for accepting the chairmanship of the Equal Salary Foundation?

Equal pay was a very important issue for me as a Federal Councillor. That's why I revised the Gender Equality Act at the time. With the Equal Salary certification, we can make a concrete and attractive offer for companies: Certification is a voluntary, positive and measurable measure with which a company can show that it takes equal opportunities seriously.

The Foundation's international reach was also an important point for me. Thanks to its partners and the presence of Equal Salary auditors around the globe, the foundation can certify multinational and national companies all over the world.

2. How does the Equal Salary certification differ from other labels in the area of equality?

The certification is based on a robust, scientific and internationally recognized methodology. The Foundation works with world-renowned partners who lend it credibility. Its rigor, guaranteed by a mechanism comparable to an ISO standard, is an exceptional tool for continuous improvement. Its very high standards place it at the top of the range of existing equal pay certifications.

The Equal Salary certification consists of two steps, both of which are checked by renowned auditors. The quantitative verification of equality is crucial, but the second step is also necessary for full equality of opportunity. The certification also checks the measures taken in the areas of recruitment, assessment, training and promotion. Many companies also need to make progress in this area. Equal-Salary has developed a unique and internationally recognized tool for this purpose.

3. What are your priorities and goals as President of the Equal Salary Foundation in order to promote equal pay?

The Equal Salary Foundation has done pioneering work at national and international level and has already achieved very good results. I would like to continue this work and motivate even more companies to get involved in equal opportunities. They have a lot to gain at a time when skilled workers are in demand worldwide and there are an enormous number of well-educated women. The new EU directive has also triggered a new dynamic. I would like to use this momentum. Furthermore, I have noticed in Switzerland and in many other countries that society no longer accepts that women earn less than men simply because they are women.

Source: www.equalsalary.org

This article originally appeared on m-q.ch - https://www.m-q.ch/de/alt-bundesraetin-simonetta-sommaruga-wird-praesidentin-von-equal-salary/

The nomination phase for the Digital Economy Award is open and will run until May 15, 2024. The jury, made up of prominent experts from the Swiss digital economy, will be looking for the most digitally mature companies in Switzerland and the most innovative digital projects and personalities until mid-September 2024. The winners will be selected from among the finalists at the festive gala event in the Hallenstadion on November 14, 2024 in the categories "Digital Excellence - Commercial", "Digital Excellence - NPO & Government", "Digital Innovation Of The Year", "The Next Global Hot Thing - in AI", "The Pascal" and "ICT Education Excellence". The "NextGen Hero" honors outstanding young personalities.

In anticipation of outstanding applications

Christian Hunziker, Managing Director of organizer swissICT, is looking forward to the upcoming year: "Of course, this year we will once again give space to proven fields of action as well as the latest trends and are looking forward to receiving applications from all parts of Switzerland that have points of contact with ICT and digitalization." By the latest trends, he means the focus at "Next Global Hot Thing" on the megatrend of artificial intelligence, which is hidden behind the addition "- in AI". And Hunziker hopes that "our high-caliber jury will once again be spoilt for choice this year, with promising and innovative applications being recommended for a place in the final at the Award Night."

Top-class jury

Anyone who wants to make it to the award evening must and may go through an exciting but also demanding application process. High-caliber jurors put the submissions through their paces based on the documents submitted and during the pitches during the jury days. The juries for each category are chaired by Anke Bridge Haux (CEO LGT Bank Switzerland), Christophe Nicolas (CIO Kudelski Group), Pascal Kaufmann (Founder Mindfire Group and Starmind), Claudia Lienert (Head of Communitymanagement SWITCH), Marcus Dauck (Head Mediatech & Services Ringier), Reto Vogt (Editor-in-Chief Inside IT) and Bramwell Kaltenrieder (Exploit Management Advisory, Professor of Digital Business and Innovation).

Digital Economy Award: Lighthouse event for Switzerland as a workplace

The Digital Economy Award was created in 2018 through a merger of the Swiss ICT Award and the Swiss Digital Transformation Award. The award sees itself as the flagship event for the Swiss workplace. With this in mind, the aim is to promote and reward people, organizations and products that are driving forward digital transformation and digitalization in Switzerland - for the benefit of Switzerland as a whole. The Digital Economy Award is organized by the ICT trade association swissICT.

Source and further information: www.digitaleconomyaward.ch

According to a study by Arcserve, only 52% of affected companies were able to recover from their data loss within 12 hours or less. Although 95 percent of companies stated that they had a disaster recovery plan, only just under a quarter of them described it as mature, robust, well documented and up-to-date. So where to start? The best place to start is with a detailed checklist for a business continuity plan.

Business Continuity Checklist:

1. Put together a planning team

Assemble key personnel from the various business units and ensure that the management supports your business continuity project. This team should ensure that a comprehensive plan is created that covers all critical business areas and systems.

2. Carry out a technology inventory

Carry out an audit of all IT assets, for example with a tool from the Top 10 list from Enterprise Talk. This provides an overview of hardware, software, cloud services, external service providers and other resources that are essential for the operation of a company. This overview enables you to carry out effective risk management and appropriate disaster recovery planning. 

3. Set up a business impact analysis

First, prioritize the critical business processes and data - taking compliance requirements into account, of course. Evaluate the potential consequences of a business outage or data loss for your processes. The aim is to understand which business areas need to be restored immediately in order to minimize the negative consequences. A priority list for the recovery of business functions, processes and data is helpful for this.

4. Draft business continuity plan

First, define the scope of the plan, including identifying critical business functions, data and resources, and documenting roles and responsibilities. Then develop appropriate disaster recovery strategies to create a blueprint that will help you successfully manage your business despite a disruption.

5. Designing employee training courses

It is advisable to develop a training program and carry out regular exercises. The focus should be on the timely detection of malicious emails and the reporting process for suspicious activities. However, employees should also be informed about crisis management, emergency procedures and responsibilities so that they can act as the first line of defense to the outside world if the worst comes to the worst. 

6. Securing business-critical information

To protect sensitive information from cyber threats and physical damage, the implementation of security measures, such as  Intercept X Advanced from Sophoshelpful. In addition, sensitive data should be encrypted and security protocols should be regularly updated and created.  

7. Implement a backup strategy

Set up regular backup schedules that are aligned with your RTOs and RPOs and follow the 3-2-1-1 backup strategy. This is the only way to minimize downtime and data loss and to restore data and systems quickly after a disruption.

8. Provision of failover and redundancy solutions

Having redundant systems, especially for critical functions and data, is essential. Take advantage of the high availability of modern cloud services, especially those that can perform a failover with a single mouse click. Such a service enables business operations to be maintained, even in the event that a primary system is damaged or fails.

9. Creation of a communication plan

Develop communication guidelines for internal and external stakeholders and designate an official spokesperson. Preparing crisis communication templates is also helpful to minimize confusion in this critical situation and maintain trust and communication.

10. Test and update frequently

Regular testing is the only way to ensure that a plan works. You should constantly adapt the plan to changing circumstances and take these changes into account in the business processes and technologies. Only in this way can you be sure that the business continuity plan will continue to evolve and work even in a changing risk landscape.

By following these steps, companies can have a business continuity plan in place to best respond to potential disruptions. In this way, the costs of data loss and business disruption can be avoided and a company's reputation protected. 

About the author: Sven Richter is Marketing Manager DACH at Arcserve, www.arcserve.com.

This article originally appeared on m-q.ch - https://www.m-q.ch/de/10-tipps-fuer-einen-erfolgreichen-business-continuity-plan/

Allianz Suisse has been certified as an excellent employer by the international consulting and research institute "Great Place to Work". The certification is based on an anonymous survey conducted among Allianz Suisse employees in January 2024. The questions for the certification are based on the five different dimensions of an actively practiced, trust-based workplace culture: credibility, respect, fairness, team spirit and pride.

Ruedi Kubat, CEO of Allianz Suisse, on the results of the survey: "It fills us with pride to be recognized as a Great Place to Work. We are convinced that satisfied employees not only ensure a high quality of service, but also contribute to the continued success of our company by achieving a high level of customer satisfaction. The award is particularly valuable because it is presented by our own employees, who are best placed to assess Allianz Suisse as an employer."

The "Great Place to Work" award is intended to recognize special achievements in the development of trusting working relationships and the creation of attractive and supportive working conditions for employees. Allianz Suisse is proud that its commitment to a positive working environment has been recognized by "Great Place to Work". Allianz Suisse attaches great importance to offering its employees a working environment characterized by trust, respect and appreciation.

Approval rating of 80 percent - a strong figure

As the analysis of the anonymous survey shows, 80 percent of all participants believe that Allianz Suisse is a "Great Place to Work". At 80 percent, Allianz Suisse is very close to the competitive benchmark of 83 percent for Swiss companies that were nominated as "Best Workplaces" by "Great Place to Work" last year. Employees have a particularly positive experience of fairness, communication, team spirit, credibility, fairness, togetherness and friendliness. The survey results showed that employees feel they are treated fairly, regardless of their origin, gender or sexual orientation. Employees look after each other and new employees feel very welcome. In addition, employees rate the actions of their managers as competent, approachable and uncomplicated and give them very high marks for honest and ethical behavior.

The internationally active consulting and research institute "Great Place to Work" has been collecting and analysing data to measure the workplace culture of organizations for over 30 years. The institute works with over 10,000 companies worldwide every year and surveys around ten million employees in 60 countries.

Source: www.allianz.ch

This article originally appeared on m-q.ch - https://www.m-q.ch/de/allianz-suisse-als-great-place-to-work-zertifiziert/

With the help of Zoon, the entire event communication can be digitized with a single solution: from the invitation to the website to the event check-in and thank you email. Specific settings make it possible to adapt the solution to the needs of your own organization.

The Zoon project was launched in 2019 to develop Swisscom's event management software into a market-ready product. "We quickly realized that Swisscom's challenges in event management also exist at other organizations," says Marc Blindenbacher, previously Head of Event Data at Swisscom Broadcast AG. There are often many events in companies: In addition to marketing events or conferences, training and further education, for example, also have a strong event character from a procedural perspective. "With our solution, organizations can cover almost all events and save up to 80% of their previous time expenditure." More than 5,000 events with over 1 million participants have already been handled via Zoon. In addition to Swisscom, companies such as Axpo, Canton Vaud, Mepha Pharma and SBB rely on the solution.

Zoon becomes Oniva

On March 1, 2024, Zoon will become an independent spin-off called Oniva AG. The company will be managed by the existing team with many years of expertise in the event management software sector. The founders and members of the management team are Marc Blindenbacher, Anna Fredholm and Simon Gadient.

"We will continue to develop the existing solution within Oniva so that organizing events will be even easier and more efficient in the future and can be done by any employee within a company," explains Anna Fredholm, Product Development Manager. Often, someone only takes on the role of event manager temporarily or once a year. "That's why we attach great importance to a user-friendly and secure solution," says Anna Fredholm. For example, Oniva offers the function to anonymize personal data after the event at the touch of a button.

Source: www.oniva.events

"The topic of AI is already playing a significant role in many companies, and we are only just at the beginning in this respect. In the coming months, 43% of Swiss managers intend to increase their investments in digital tools and technologies compared to the previous year. In addition, AI is seen as a driver of change for well-known problems in many business areas, including the supply chain," says Beatrix Morath, Managing Director and Country Lead Switzerland and DACH Co-Lead at AlixPartners.

AI increases companies' willingness to innovate

According to the study, for which over 3,000 CEOs and executives from various industries worldwide were surveyed, including almost 200 from Switzerland, AI is a very present topic: 51% already regularly rely on the use of AI and 58% are optimistic that it will have a positive impact on their company in the future. This is because the increasing presence of AI is also contributing to the supply chain problems that have been driving companies around the world in recent years: Over a third of Swiss companies are investing in digital solutions to stabilize supply chains. In addition, AI is expected to help automate forecasting and optimize sales planning in the future. AI is also having an impact on cyber security: "Awareness of cyber security is growing continuously, as AI naturally also increases the risks in this area," explains Beatrix Morath.

"All these developments hold great potential. If implemented correctly, they can result in real competitive advantages. But it all depends on the determination of companies. In an international comparison, especially with Germany, we can see that Switzerland is ahead of the game and sees these topics as an opportunity. Actions must now follow in order to defend Switzerland's status as a driver of innovation, particularly with regard to the Asian market," emphasizes Morath.

Reluctance hinders digitalization and transformation progress

The survey also shows that the Swiss economy is still in a dilemma: while Switzerland is regarded as a spearhead of innovation, caution and security concerns remain high. Only 26% of Swiss companies are currently actively driving forward the transformation of their business models, while the majority are merely reacting to changing circumstances. This reluctance is also reflected in the fear of the Swiss for their jobs: at 38%, they consider their jobs to be the most at risk from disruptive developments in a country comparison. A further 36% at least fear that their professional skills will not be able to keep pace.

"The continuing uncertainty surrounding the economic situation is also fueling the caution of many companies. And this can certainly pose risks in terms of international competition," as Managing Director Karsten Lafrenz analyzes. "In an international comparison, Switzerland is particularly pessimistic. Less than half are positive about the future in terms of a recession, whereas in China, for example, this is only the case for around a third of respondents." The expert also warns of the effects of increasing uncertainty on competitiveness. Too many managers are still preoccupied with the possible 'day after tomorrow'.

"However, in order to survive tomorrow, companies must constantly question their status quo and align it with the dynamic developments in our world. In the global struggle for market share, particularly with the emerging forces of Asia and the emerging markets, Swiss companies face the challenge of consistently driving their transformation forward - holistically, without compromise and at all levels," summarizes Lafrenz. This also means that refocusing on domestic markets will become increasingly important. According to 27% of the Swiss, deglobalization is one of the top three challenges for the domestic economy in the coming months. According to the experts, this is also accompanied by the fact that more than a third of those surveyed expect changes in the geographical location network of their companies - this particularly affects Swiss companies, not least due to the fact that their economic structure is strongly characterized by internationally operating groups.

Source: www.alixpartners.com

This article originally appeared on m-q.ch - https://www.m-q.ch/de/umfrage-schweizer-innovationskraft-vor-ki-herausforderungen/

Sarah Kreienbühl, President of the SMG and member of the Management Board of Kühne + Nagel International AG, congratulates the three new Board members on their election. "My sincere thanks go to Martin Hirzel, Patrik Gisel, Yves Serra and Daniela Stoffel for their valuable commitment to the SMG over the past few years and I look forward to a successful collaboration with Urs Ryffel, Helene Budliger Artieda and Andy Böckli."

Urs Ryffel has been Chief Executive Officer of Huber+Suhner since 2017. He studied mechanical engineering at ETH Zurich and graduated with a master's degree in management and production sciences. He began his professional career at ABB and Alstom in the power plant business. He joined Huber+Suhner in 2002 and was responsible for the Fiber Optics division for 10 years as a member of Group Management. Urs Ryffel is also a member of the Board of Directors of Bergbahnen Scuol AG and on the Board of Swissmem.

Helene Budliger Artieda is Director of the State Secretariat for Economic Affairs (SECO). She previously worked as Switzerland's ambassador to various countries. From 2008 to 2015, Helene Budliger Artieda was Director of the Directorate for Resources at the FDFA. She completed internal training at the FDFA as a consular officer and graduated in business administration from the Universidad Externado de Colombia in Bogotá.

Andy Böckli has been CEO of the Nüssli Group since 2020. He previously worked as an entrepreneur for several years. Andy Böckli began his career in industry at Honeywell, ITT and ABB before joining Oerlikon Balzers, where he was Head of Europe. Andy Böckli is a graduate engineer FH and holds an Executive MBA. He is also a member of the Board of Directors of V-Locker and Granovit and Chairman of the Board of Trustees of VZ Vermögenszentrum Sammelstiftung.

The Swiss Management Association, which emerged from the Institute of Business Administration (BWI) at ETH in 1961, is the most important association of leading decision-makers in the Swiss economy. It is committed to ensuring that Switzerland's business leaders assert themselves at the forefront of global competition through excellent corporate management. Through its networking and platform function, the SMG serves as a source of inspiration for entrepreneurs, C-level executives and board members who deal with strategic and operational management issues. Its key functions are to provide impetus, promote dialog and cultivate relationships.

Source: www.smg.ch

Zeit AG's technology supports customers with time recording for employees and projects, personnel and shift planning as well as attendance management. The solutions, which are available as SaaS or on-premise models, are characterized by their adaptability and extensive functionality. Its flagship products include ProLine and Bridge4ERP, which have long made the company a leading provider in the field of time and attendance technology. 

Zeit AG was founded in 1994 by Ivo Muri and is headquartered in Sursee. In 2018, he sold his company to Stefan Herrmann's Base-Net Groupwho in turn is now selling the company to the Canadian Volaris Group.

Alice Luo, Chief Strategy Officer of Volaris Group, comments on the acquisition as follows: "I look forward to working with Zeit AG to continue to deliver value to its customers and support its mission to develop new innovations in time and attendance and workforce management. Volaris' best practices, training and education will help position Zeit AG for success and growth."

Stefan Müller, CEO of Zeit AG, said: "Our modular time and attendance solution is designed to cover all workforce management challenges from a single source and represents our commitment to innovation and customer satisfaction. The Volaris Group buys and keeps the acquired companies - this means that our customers can rely on a stable home for our team and our technology."

Zeit AG will continue to operate independently under the management of Stefan Müller and the Zeit AG management team.

Source: www.volarisgroup.com