Salary increase? Only if you have asked for it!

The Robert Walters salary survey shows that barely 34 % of Swiss employees spontaneously received a pay rise from their employer last year. 7 % needed to take the initiative, while 11 % first had to change employer in order to receive a raise. One in three did not ask for a pay rise and therefore received nothing, while 14 % saw their request turned down.

"Over the past year, we have found that many employers have been reactive rather than proactive," says Charlotte Jacobs. "However, if companies want to retain their best talent, they need to pay more attention to rewarding and valuing employees without having to ask for it themselves."

Barely half are satisfied with their current salary

The same survey shows that only 4 % of employees in Switzerland are 'very satisfied' with their current salary including benefits. 30 % describe themselves as 'satisfied', but see room for improvement. Just over a quarter (27 %) are 'neutral', while 36 % are 'dissatisfied' because they feel that their salary package does not meet their expectations or market standards.

"A competitive salary package is no longer a nice-to-have, it's a must," emphasizes Charlotte Jacobs. "Employers need to understand that dissatisfaction with salary can quickly lead to a loss of talent. In fact, 46 % of professionals surveyed are considering changing jobs if they don't receive a pay rise in the next 12 months."

Expectations for 2025

Robert Walters also examined expectations with regard to salary development. And these are high: 73 % of the professionals surveyed are optimistic and expect a salary increase in 2025.   

One in four (24 %) are hoping for a moderate increase of 1-5 %, while 13 % are aiming for an increase of 6-10 %. 14 % are aiming for a larger increase of 11 % or more. However, one in five are less confident and consider it unlikely that they will receive a pay rise in the coming year.   

"Salary increases are still important, but they are not the only factor in job satisfaction," says Charlotte Jacobs. "Professionals value the total package: a competitive salary and the ability to work from home, combined with alignment with the company's values, appropriate job content, growth prospects, accessibility and effective management."

What will employers do?

More than half of employers (51 %) believe that their employees are satisfied with their current salary package, while 30 % are convinced of the opposite. Despite these perceptions, 74 % of employers plan to increase salaries by 2025. To keep employees happy, employers have also introduced additional benefits in the last year, such as an (optimized) bonus system, company shares, additional vacation days or external training opportunities.

"It is positive to see employers investing in additional benefits, but this should not be a substitute for a competitive salary," warns Jacobs. "A good overall package combines a competitive salary with benefits that meet employees' needs."

These figures highlight the importance of a strategic approach to salary packages and benefits to attract and retain talent in a competitive labor market. Take advantage of the free digital salary survey tool by Robert Walters to compare salaries.   

Source: www.robertwalters.ch

If you are one of those looking for a change, now is the ideal time to take control of your career. Reinventing your career can seem intimidating, but it opens up the opportunity for personal growth, new motivation and significant achievements. Here are 4 practical tips from the recruitment experts at Robert Walters to make 2025 your year of transformation.

1. accept challenges

Every significant change is accompanied by obstacles, but it is precisely these obstacles that promote your personal growth. Failure - if used productively - becomes a valuable learning opportunity.

Consider the gap between your current situation and your goal as a training ground. Tackle the challenges with perseverance and use setbacks to refine your strategy. Clarity, resilience and success await you on the other side of the difficulties.

Keep a diary in which you record challenges and the insights you gain from them. This will help you stay motivated and recognize your progress.

2 Ask yourself "Why?"

Every goal you pursue should have a clear purpose. Why are you seeking this change? What value will it bring to your life or career?

A strong "why" helps you stay focused, even when obstacles arise, and ensures that your goals are in line with your values and long-term ambitions.

Use the "5 whys" method. Keep asking the question until you have found the deeper motivation behind your desire for change.

3. reinvent yourself through change 

A real reorientation requires you to leave your comfort zone. Growth comes when you embrace the unknown, take calculated risks and face your fears. 

If the path seems unclear, take inspiration from people who have made similar transitions. Share your ideas and goals with mentors or trusted colleagues to gain new perspectives and support. 

Take part in online courses, networking events or projects that match your professional ambitions. These small steps can lead to big breakthroughs. 

4. set clear and realistic goals

The key to a successful realignment lies in a clear vision. Reflect on your current situation, define your goals and create a plan for how you can achieve them.

Break down your vision into smaller, achievable steps to avoid frustration. However, challenge yourself to keep growing.

Use the SMART method (specific, measurable, achievable, realistic and time-bound) to structure your goals and track progress.

Why it's important to reinvent your career

Reinventing your career is not just about changing jobs, but also about developing as a person and a professional. It's an opportunity to explore uncharted territory, discover hidden potential and shape a career that aligns with your values and passions.

Accept challenges, question your motivation, embrace change and plan strategically. The journey may be challenging, but the results are worth it.

Source: www.robertwalters.ch

Cyber risks remain the top priority

Once again this year, 65 % of Swiss executives consider cyber risks to be the most pressing challenge for the next twelve months - significantly more than the global and European comparison, which both stand at 57 %. This figure underlines the growing importance of cyber security in an increasingly complex threat landscape.

While 54 % of Swiss companies planned to increase their cybersecurity spending in 2023, this figure rose to 70 % in 2024. Looking ahead to 2025, 67 % of Swiss companies and 77 % worldwide intend to further increase their cybersecurity budgets. 22 % of Swiss companies want to keep their cybersecurity spending the same, while only 11 % worldwide plan to do so.

"In an international comparison, Swiss companies are more stable," explains Urs Küderli, Partner, Head of Cybersecurity and Privacy, PwC Switzerland. "Worldwide, significantly more companies are increasing or reducing their expenditure, while only a few are sticking to their budgets. Swiss companies continue to focus on moderate growth and want to stick to this course."

Cloud attacks and extended attack surfaces as key risks

The attack surface for cyber threats is constantly growing. Advances in artificial intelligence, the increased use of cloud technologies and dependence on third parties are creating additional challenges. Cloud-based attacks, hack-and-leak operations and attacks on networked products are considered particularly critical. 49 % of Swiss managers consider cloud-based threats to be the greatest danger. At the same time, many companies do not feel sufficiently prepared to counter these threats effectively.

"On the one hand, cloud technologies enable innovation and efficiency," says Johannes Dohren, Partner and Head of Cyber Resilience and Defense at PwC Switzerland. "On the other hand, however, they increase the attack surface for cyber threats - which is why companies must consistently accompany their cloud strategy with a robust cyber strategy."

Regulatory requirements

Swiss executives often view the impact of cyber regulation more positively than their global counterparts. 28 % emphasize that the regulations help to create clear guidelines for technological innovation and transformation. In addition, 24 % - more than the global average of 20 % - report increased resilience through uniform regulation and industry standards. At the same time, only 18 %s of Swiss executives feel that regulations are so demanding that they require major improvements to their systems, compared to 24 %s globally.

"Swiss companies, especially those in sectors that have been heavily regulated for a number of years, have already established a basic security standard or are used to the regulatory influence and can therefore rely more on their existing systems and partnerships," explains Urs Küderli. "Nevertheless, coordination between the security teams, risk functions and the management level is crucial in order to meet the regulatory challenges. Only with such coordination can organizations maintain compliance readiness and drive strategic improvements."

Cybersecurity as a strategic advantage

Cybersecurity is increasingly seen as a key competitive advantage for organizations. In Switzerland, this advantage is primarily realized through customer trust, with 55 % of companies positioning cybersecurity as a driver of trust - close to the global average of 57 %. Cybersecurity is becoming a key element of trust and competitive advantage. Companies that proactively adapt their strategy and see resilience as a strategic advantage will position themselves better in an increasingly digital environment. "It's no longer just about protection. Cybersecurity has become a key differentiator," explains Urs Küderli. "Organizations must integrate cyber security into all business decisions in order to achieve sustainable success."

About the study

The Global Digital Trust Insights Survey captures the views of executives on the challenges and opportunities for improving and transforming cybersecurity in organizations over the next 12 to 18 months. The survey covers 4042 respondents in 717 countries (51 of them from Switzerland).

Source: www.pwc.ch

This article originally appeared on m-q.ch - https://www.m-q.ch/de/schweizer-unternehmen-setzten-verstaerkt-auf-cybersicherheit-als-strategischen-vorteil/

So what can we expect in terms of cyber security in 2025?

1. attackers are increasingly focusing on the cloud

As more organizations protect their devices with Endpoint Detection and Response (EDR) and multi-factor authentication (MFA) becomes more prevalent, ransomware attackers are increasingly targeting cloud resources that don't normally have MFA. The "prize" for criminals is no longer passwords, but authentication tokens and browser cookies

2. generative AI ensures the "democratization" of cybercriminal activities

Tools and techniques used by professional cybercriminals are used as training data by many GenKI platforms. This means that certain cybercriminal activities have been "democratized" and low-skilled, opportunistic attackers can now create a phishing lure or ransomware code, for example, without much effort. Due to the lack of professionalism, these attacks have a low success rate, but their mass contributes to tying up the resources of the defenders and thus clearing the way for the professional attackers.

3. cyber criminals are increasingly setting off smoke and mirrors

Cybercriminals are increasingly using diversionary tactics to disguise their main activities and cause disruption and confusion to defenses. Smaller attack operations tie up response resources and lead to a reduction in the overall effectiveness of defenses. This leads to an imbalance between the good guys and the bad guys, even with well-positioned cyber security.

4. attacks on the supply chain have a greater impact

Attacks on the software supply chain, the consequences of which extend far beyond the business of individual companies, are an increasingly important element in the attack strategies of cyber criminals. They want to build up as much pressure as possible in order to lend even more weight to their ransom demands and increase the sums extorted.

5. complex cyberattacks use LLM multi-agent systems

Cybercriminals are also benefiting from the current development in the use of LLMs, which consists of chaining models together to create more complex tasks. For example, instead of just using ChatGPT to write a line of code, cybercriminals can now combine multiple LLMs to create more extensive projects such as AI-generated websites, videos or deepfakes.

6. cyber criminals strive for more ROI

Exploitation after the successful infiltration of a company is no longer a single-track process. Attackers are increasingly using a "double-dip" approach. When they steal cryptocurrencies, for example, they also steal cookies or ID documents to use for other crimes.

Source: news.sophos.com

This article originally appeared on m-q.ch - https://www.m-q.ch/de/cybertrends-2025-kriminelle-nebelkerzen-und-demokratisierte-cyberattacken/

Working from home is here to stay: The proportion of professionals in service and knowledge professions who regularly work from home has risen from around 30% to almost 90% in the last four years. The majority also prefer to work from home two to three days a week. This is shown by the latest survey of the 85,000 members of the platform associations Kaufmännischer Verband Schweiz, Angestellte Schweiz, Swiss Leaders, SwissAccounting, Zürcher Gesellschaft für Personal-Management ZGP, Sales Swiss, Kaderverband des öffentlichen Verkehrs KVöV and Swiss Engineering.

Adapt labor law to reality

The current employment law is designed for fixed working hours in the company. "There is an urgent need to adapt the law to the reality of flexible working models and lifestyles in order to meet the changing needs and expectations of employees and employers," says Ursula Häfliger, Managing Director of the platform. "However, this potential flexibilization of work must not come at the expense of health, which is why particular attention must be paid to health protection when amending the law. Certain limits must be set to the dissolution of work boundaries."

Working from home improves well-being and balance

The survey shows that employees who regularly work from home are significantly more satisfied with their autonomy at work, which, according to numerous scientific studies, can compensate for stress. Conversely, people who would like to work more from home but are not allowed or able to do so are much less satisfied with their work-life balance. Respondents cited home office options and fixed times of unavailability as the most important factors for recovery. "This clearly shows that flexibility combined with clear boundaries is the key to the success of working from home," explains Häfliger.

Double burden increases risk of illness

The results also highlight the challenges of the double burden of gainful employment and family work (or care work). The professionals surveyed work a lot for their employers or their own company: the majority work more than 42 hours per week. In addition, around 20% have a very high total weekly workload of more than 58 hours due to paid and unpaid work. This high total workload has been proven to increase the risk of illness. The balancing role of self-determined flexibility on stressors is also undisputed in occupational medicine. The platform survey thus provides clear indications of how workload and satisfaction are linked in terms of flexibility and work-life balance.

Ensuring flexibility and health protection

The regulations on working from home proposed in the consultation draft of the Committee of the Council of States largely correspond to the proposals of the platform following its last survey on working from home in 2020. They not only create more flexibility, but also set limits and protection mechanisms for employees.

However, certain aspects must be taken into account in any case:

• The legal regulation should apply to all employees who can and want to work from home.
• Rest periods must be regulated in such a way that recovery is possible and realistic: interruptions and working on Sundays are not conducive to this.
• The regulation of unavailability is health-preserving and therefore indispensable.
• The inclusion of teleworking contracts in the Swiss Code of Obligations, including regulations on health protection, defines the guidelines for working from home for companies and their employees and is absolutely essential.

The platform calls for clear legal regulations that ensure working from home is part of the modern working world, take into account the flexibility of work and guarantee adequate health protection.

Source: www.die-plattform.ch

Results of the Economist Impact Report entitled "Unlocking Enterprise AI: Opportunities and Strategies" show a clear trend: 84 percent of companies in Germany already use generative AI in at least one area of application and 97 percent plan to develop user-defined models with utility value based on company data by 2027.

But just as certain as the success of the technology is the fact that it requires far more from business leaders than adopting the latest and greatest AI model. Staying ahead requires a holistic approach that incorporates data management, security, governance, culture and domain-specific expertise.

Modernizing data platforms and driving forward democratization

Most companies want to integrate generative AI models into their own data. To do this, they need to modernize their enterprise data platform, address the problem of fragmentation and go beyond the capabilities of a single large commercial model. The future lies in AI systems and agents that consist of multiple components and use individual models, each optimized for specific tasks. This approach enables greater accuracy, reduced costs, increased performance and security - critical factors when it comes to AI-powered enterprise applications.

A key driver for AI is democratization. Companies want to make data accessible to a wider range of employees and enable them to create and refine AI models that meet their daily business needs. Natural Language Processing (NLP) is also important here, as Citizen Data Scientists can ask questions in natural language and also receive answers in natural language. In this way, every employee within a company can interact with the model to ensure the broadest possible understanding among all employees. A result of the Economist Impact Report shows that 59 percent of German companies believe that NLP will be the primary, if not the only, way to deal with complex data sets in the future.

Balance between security and innovation

Security and governance are critical in the new AI landscape. Companies that implement AI solutions too quickly must ensure that sensitive data is protected and regulations are complied with. At the same time, implementation must not take too much time in order to remain competitive. Robust security and governance processes are crucial to enable innovation without being held back by excessive caution. According to the report, 40 percent of respondents feel that data and AI governance in their organization is inadequate. Half of data engineers state that governance takes up more time than anything else. Therefore, the introduction of consistent governance is key to unlocking AI in the organization.

Customized AI solutions as a competitive advantage

The future lies not only in AI models that are trained on data from the internet, but in real data intelligence. These are systems that understand and process a company's specific, often sensitive data sets. And this in an AI that understands the context of its own company. This approach relies on agent systems that use specialized models for specific tasks. This enables companies to develop solutions that are precisely tailored to their needs and use their own data as a competitive advantage.

Companies are looking for solutions like the Databricks Data Intelligence Platform that are tailored to their business needs. They prioritize data, centralize governance and provide efficient TCO at scale. The AI revolution is only just beginning, and one thing is certain: the companies that use their data effectively and build AI systems that are tailored to their individual needs will be the market leaders of tomorrow.

Source: www.databricks.com

Dr. Arne Sjöström, Regional Director, People Science EMEA at the employee experience platform Culture Amp, gives an outlook on the trends in the HR scene.

1. waiting is not an option

Some are waiting, others are hesitating - this sums up the current stagnation on both the employee and employer side. The consequences of this development will become apparent as soon as the economy recovers. There is currently a surplus of employees who actually want to leave the company. The uncertain economic situation is making them hesitate, but as soon as new career opportunities arise, they will seize them. Unfortunately, in many companies, a wait-and-see approach has also become the motto of employers: They invest too little in employee development and, above all, risk losing their top performers.

It is deceptive to equate employee perseverance with employee satisfaction. It is true that companies cannot currently afford to invest in all employees equally. However, companies that are aware of this will prioritize their top performers in 2025, offer attractive career opportunities and respond better to their needs. Procrastination is not good advice here - it only reveals that companies are ill-prepared for an economic recovery.

2. more performance and well-being through clear role definition

In many companies, employees feel uncertain about their exact role, the company processes and how their work contributes to achieving the company's goals. Forward-thinking companies will know how to seize the opportunity of the current upheaval and fill this vacuum with greater clarity. For the first time since the beginning of hybrid work, values and processes are being redefined. Companies are increasingly focusing on the performance factor and will set new priorities accordingly in the coming year. The aim is to improve the employee experience, which also includes a clearer definition of roles: each individual employee must better understand what specific expectations the company has of them and how they contribute to the company's performance.

As a result, HR managers and HR teams will face new challenges in 2025: The core tasks of employees must be communicated more clearly and transparently, ideally resulting in streamlined processes and the elimination of unnecessary expectations of employees. At the same time, role definitions need to be better aligned with corporate goals: Employee performance and well-being are prioritized, with clear rules established on how this performance is to be delivered. Companies that have recognized the key role that employee satisfaction plays will significantly reduce the grey areas of hybrid work. Nevertheless, discussions such as the "right to switch off", which is already regulated by law in some European countries, will not fall silent in this country either.

3. performance orientation is gaining in importance

Knowing what's going on and acting accordingly to improve company performance - this is how the task of HR departments can be summarized in the coming year. In 2025, HR managers will increasingly rely on people analytics to better understand employee engagement and motivation and to improve company performance in a targeted manner. In the face of increasing economic pressure, data-based insights into the workforce are essential to remain competitive and take effective action.

People analytics, combined with other business data, helps leaders make more informed decisions about which measures can be effective in optimizing performance management. Research has shown that organizations that implement active performance management strategies are 1.75 times more likely to achieve targeted business outcomes and 1.9 times more likely to achieve positive HR outcomes.

4th ESG Regulation requires a pragmatic approach

From next year, the group of companies that will have to prepare detailed reports on their efforts in the areas of environment, social affairs and compliance (environment, social, government) will be expanded to include numerous small and medium-sized enterprises. The new requirements oblige them to define long-term key figures and report on them annually. They must also disclose the key impacts, risks and opportunities of their business activities in their reporting. In order to achieve all of this, business data must be collected, linked and analyzed.

As many ESG issues directly affect human capital and the conditions in which employees perform, this creates an additional workload for HR teams. Companies will only overcome this with the consistent use of integrated information systems that also improve real-time insights into the organization and help management gain a deeper understanding of the employee experience. At the same time, routine tasks are automated and compliant reporting is made possible. With the ESG regulation, HR teams are entering new territory, which initially requires a pragmatic approach.

Source: www.cultureamp.com

Global economic upheaval and challenges in the eurozone continue to influence recruitment plans in Switzerland. Nevertheless, Swiss employers are showing resilience and remain positive about the employment outlook. The net employment outlook (NEO) for the first quarter of 2025 is 29%. Although this represents a decline of 4 percentage points compared to the previous quarter and the previous year, Switzerland remains globally competitive. In a global comparison, Switzerland ranks sixth with its NEO, 4 percentage points above the global average of 25%.

"Despite a slight decline in hiring expectations, the Swiss labor market remains one of the most competitive and resilient in the world. This reflects the adaptability and skillful strategic orientation of Swiss companies," says Eric Jeannerod, Country Manager of Manpowergroup Switzerland.

Recruitment challenges

Swiss companies face considerable challenges in their search for skilled workers. 76% of employers state that it is "difficult" or "very difficult" to find suitable candidates. To counteract this, organizations are implementing various strategies, with flexible working time models being a priority. Salary increases and initiatives to upskill existing employees also play an important role, as do flexible working locations.

Hiring intentions vary depending on the Swiss region. The Zurich region has the most competitive outlook with a NEO of 40%. This is an increase of 7 percentage points compared to the previous quarter, but 4 percentage points below the previous year's figure. Northwestern Switzerland recorded the highest growth with an NEO of 36%, an increase of 13 percentage points compared to the previous quarter. In contrast, the Ticino region is struggling with a negative NEO of -14%. These differences reflect the diversity of local economic conditions. While some regions are benefiting from strong growth drivers, there are others that are more cautious or even negative about growth opportunities.

Industry-specific trends

Seven out of nine Swiss sectors expect an increase in employment in the first quarter of 2025. The health and life sciences sector leads the field with a record NEO of 46%, the highest level since the surveys began in 2022. This represents an increase of 11 percentage points compared to the previous quarter and 17 percentage points compared to the previous year. Information technology also shows robust expectations with a NEO of 32%. The Energy & Utilities sector has the weakest outlook at -26%, reflecting challenges such as price volatility and regulatory pressure.

Everyone has difficulties finding skilled workers

The shortage of skilled workers is a challenge across all sectors. For example, 94% of employers in the information technology sector state that it is "difficult" or "very difficult" to find skilled workers. Similar difficulties are reported by healthcare and life sciences companies (85%), energy & utilities and consumer goods & services (82% each).

Across Switzerland, IT and data skills are the hardest skills to find. 27% of employers see major challenges here, reflecting the country's increasing reliance on digital and technology skills. Other key areas of skills shortage include HR skills (23%), manufacturing or production skills (22%) and engineering skills (21%). These figures highlight the need for specialized technical and operational talent.

Large companies lead optimism

Hiring expectations remain positive across all company sizes. Large organizations (5,000+ employees) are the most optimistic, reporting an NEO of 43%, an increase of 20 percentage points quarter-over-quarter and 9 percentage points year-over-year. This NEO reflects the strong confidence of large organizations in the economic recovery. In contrast, micro-enterprises (fewer than 10 employees) appear to have less confidence in positive growth opportunities with an NEO of 8%.

However, larger organizations also report the greatest difficulties in filling vacancies. 36% state that they have considerable difficulties. In the case of micro-enterprises, only 11% report such difficulties.

Building a sustainable workforce

Swiss companies continue to focus on skills development and alignment with ESG goals, particularly in technology-driven sectors. However, diversity initiatives are still in their infancy, with 64% of employers acknowledging only limited progress. However, efforts to improve workplace inclusion and resilience are expected to expand in 2025.

Source: www.manpowergroup.ch

"The youth of today...!" How often have you heard this sentence - or even thought it yourself?

In fact, there has always been a feeling of not understanding the next generation. The 60s were seen as rebellious, the 80s as self-centered - and today the focus is on Gen Z.

You might be thinking: "They should learn to work before they make demands!" Yes, it can be challenging to deal with new demands and expectations. But here lies a great opportunity: Gen Z brings fresh perspectives and values that can enrich your corporate culture - if you manage them correctly.

Your core need? They don't just want to adopt your values, they want to live their own. This can be challenging, but also enormously enriching.

Three tips for successfully managing Gen Z:

1. real conversations instead of empty phrases

This generation recognizes dishonesty immediately. Use 1:1 meetings to encourage honest dialog. Ask questions:

• "What drives you?"
• "What are your professional and personal goals?"

Don't judge, but listen. Find out how their goals can be combined with the requirements of your company. Sincere interest builds trust and long-term loyalty.

2. flexibility is crucial

Gen Z lives in a world full of options. They expect freedom and flexibility to create their own version of success. This means:

• Set clear guidelines within which they can act independently.
• Offer flexible working hours or remote options.
• Allow creative ways to achieve goals.

Focusing on results, not on how to get there, increases motivation and commitment.

3. Participation is a must

Forget rigid hierarchies. Gen Z wants to help shape and influence things. Create structures in which they can contribute ideas - e.g. through feedback rounds or workshops. Take their suggestions seriously.

When they see that their contributions have an impact, they feel heard and valued. This increases motivation and innovative strength.

Conclusion

Gen Z is different - but so were we. Instead of getting angry about differences, we can use them to make our teams more creative and future-proof.

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

Venture Kick was launched in 2007 with the idea of doubling the number of spin-off companies at Swiss universities. The aim was to help talented researchers to kick their sometimes ground-breaking innovations out of the laboratory and onto the market. The first step is to hone the business ideas and focus them on attractive customer segments and develop profitable market opportunities. Then it's about getting investors excited about these business opportunities and securing financing.

Over 1,000 start-ups supported since 2007

As an initiative of the non-profit Kick Foundation, Venture Kick was able to finance one of three applicant projects in the first few years (2007 - 2012). The success was resounding: 68% of the companies founded during this period still exist today, have received an average of 33 million from investors and employ 44 people. By the end of 2024, the number of financed start-ups had increased to 1,121, which were selected from 7,800 applicant projects.

The number of applications has grown by more than 10 percent per year and there are now 80 applicants per month requesting start-up capital from . In addition to 150,000 francs in start-up capital from Venture Kick, the winners also receive 850,000 francs from the Kickfund and 150,000 francs from Innobooster.

100,000 jobs by 2033

"The main reason for Venture Kick's growth is the increasing demand from highly qualified researchers who want to bring their innovations out of their labs and solve real problems of our generation," explain Beat Schillig and Jordi Montserrat, Co-Managing Directors of Venture Kick. "We used to fund one project out of three applications - now it's just one out of ten. In order to support more promising start-ups from Swiss universities, Venture Kick needs more partners."

"We are delighted to have gained two new members for our partnership consortium, the Lichtsteiner Foundation and the Deep Tech Nation Switzerland Foundation," explains Pascale Vonmont, President of the Venture Kick Strategy Board. "With Venture Kick, we are creating the conditions to globalize promising business ideas and contribute to the development of Switzerland. However, in order to achieve the planned growth of Venture Kick and the goal of 100,000 jobs by 2033, we urgently need more partners."

Source: www.venturekick.ch

As small businesses increasingly respond to digital demands, the GoDaddy Global Entrepreneurship Survey 2024 shows how important digital tools have become for companies in Germany, Austria and Switzerland (DACH). The survey also sheds light on the growing need for effective cyber security measures to ensure long-term sustainability and competitiveness.

Technology as a growth driver

The survey underlines the central role of technology for growth and competition: 88% of the entrepreneurs surveyed consider digitalization to be a decisive competitive advantage. In addition, 90 percent of respondents state that digital devices and applications promote their work flexibility. 82% report that digitalization has significantly improved their work processes.

These figures illustrate the broad acceptance of digital solutions that promote both customer communication and operational efficiency. Business owners in the DACH region use email notifications (79%), digital payment systems (62%) and electronic invoicing (61%) particularly frequently.

Despite advancing digitalization, only 36% of small businesses use a customer relationship management system (CRM) to manage customer relationships. This is a great opportunity to further strengthen customer loyalty. GoDaddy supports small businesses in minimizing the costs and time required for digital transformation.

Digital investments for the future

Looking ahead to 2025, 69% of DACH entrepreneurs plan to expand their investments in online sales and marketing. This shows a clear trend towards the use of digital channels for growth.

"GoDaddy remains a trusted partner for small businesses in an ever-evolving digital world. With digital solutions and expert support, we help entrepreneurs to build their business, design a professional website, attract customers and sell their products or services. Through our comprehensive online offering, we create more equal opportunities and accompany small businesses on their journey into the digital future," says Alexandra Anderson, Marketing Director DACH at GoDaddy.

Increasing security awareness among small companies

As digitalization increases, so does the security awareness of entrepreneurs in the DACH region. According to the survey, 85% of respondents believe they are adequately prepared for cyberattacks. The most common precautionary measures are the installation of antivirus software (76%) and regular data backups (67%).

However, there are other steps that small businesses can take to reduce their vulnerability to cyber attacks: Only half (52 percent) say they use firewalls, and only 44 percent use encryption software. These additional protective measures can help small businesses secure their digital assets even better.

Conclusion

While small businesses are increasingly focusing on digitalization, the GoDaddy survey shows that small business owners in the DACH region are open to new digital solutions to strengthen their customer relationships and work more efficiently. GoDaddy offers them the right technology, helpful resources and comprehensive support to help them grow successfully in the digital world and ensure their competitiveness.

Source: www.godaddy.com

The Swiss Cyber Security Days will take place on February 18 and 19, 2025 on the Bernexpo site. Over the course of two days, high-ranking national and international speakers will take to the two main stages to show how dominant technology is shaping the present and the future, and why a secure and sovereign cyberspace is of the utmost importance for Switzerland. The speakers come from the fields of science, research, defense, administration, business, security, media and civilian life. The numerous highlights of the program include presentations by personalities such as the head of the Swiss Armed Forces Thomas Süssli, Prof. Dr. Paolo Benanti, advisor to Pope Francis and member of the Third Order of St. Francis and Dr. Severin Schwan, Chairman of the Board of Directors of Roche Holding AG.

Nik Gugger, President of the Swiss Cyber Security Days, says: "Once again, the program covers the most important areas of cyber security and new technologies - and expands the view based on geopolitical developments and social debates". "The contributions form an ideal basis for classifying cyberspace as a whole, addressing opportunities and risks in order to develop as a secure and self-determined society," says Nicolas Mayencourt, Program Director of the SCSD.

Renowned exhibitors and strong sponsors

In addition to partnerships with numerous associations such as Asut and the Swiss Venture Club, SCSD 2025 can count on many national and international exhibitors and sponsors. DreamLab Technologies and Hornetsecurity will be represented as Diamond Partners. Palo Alto Networks, Cisco, Hewlett Packard Enterprise, Elca, Standortförderung Kanton Bern and many more will also be on board. A total of around 90 partners and exhibitors will be presenting their innovative best practice solutions and products at the two-day event.

"Cooperation with partners and exhibitors works well at all levels, both nationally and internationally. There is great interest in the two-day event," says Tom Winter, CEO of Bernexpo AG. "With the Swiss Cyber Security Days 2025, we are building on last year's success."

Source: www.scsd.ch

This article originally appeared on m-q.ch - https://www.m-q.ch/de/die-swiss-cyber-security-days-2025-neuste-erkenntnisse-dominierende-technologien-starke-partner-und-ein-halleluja/