Companies from Germany, Austria and Switzerland are setting new standards in the implementation of European sustainability regulations - primarily thanks to their high level of digitalization and automation. The new study "The State of Sustainability Reporting in Europe" of the software company osapiens shows that 88% of the companies surveyed in the DACH region already use digital solutions to implement regulatory requirements, a third (29%) of which are even fully automated. In all other regions (Nordics, Spain, France, Italy, Benelux), this proportion is 9%.

This technological lead is paying off: 85% of the companies surveyed in German-speaking countries believe they are now ready to meet the new requirements of the Corporate Social Responsibility Directive (CSRD) and the EU Supply Chain Directive (CSDD). Across Europe, the figure is only 41 percent. Automation improves data quality, speeds up evaluations and increases legal certainty.

Regulation as a driver of innovation

Despite ongoing discussions about sustainability regulations, around 97% of DACH companies currently see regulatory requirements as a driver of innovation and competitiveness. This is significantly more than in any other region in Europe (82 percent). 

The report is able to show where reporting pressure has provided innovation impetus. 65% of respondents were able to improve their product developments as a direct result of ESG requirements, while 64% reported more efficient processes. 63 percent benefit from better market positioning. Many German-speaking companies therefore clearly see regulations as an opportunity for the future.

Data access and quality determine success

Despite their digital lead, many DACH companies face structural challenges when it comes to data management: 41% report a lack of integration between ESG and financial reporting, while 36% still record relevant key figures manually and in a time-consuming manner. Added to this are regulatory complexity (35%), a lack of real-time transparency (34%) and problems with data quality (29%).  

Even if the willingness to digitize is high, many companies still lack the necessary basis. 38% of DACH companies see the fragmentation of their ESG data across various internal and external sources as the biggest challenge. 33% complain about a lack of specialist expertise, while 31% struggle with the integration of automated ESG solutions into existing systems. For 29 percent, high implementation costs represent an additional hurdle.  

Digital maturity gives companies a clear competitive advantage. In the DACH region, 92% of companies keep an eye on their impact along the supply chain - across Europe, only 61% of companies manage to do so. This makes technology a key factor for transparency and the regulatory ability to act.

DACH remains flexible even with new requirements

The DACH region shows strength not only in existing requirements, but also in dealing with regulatory dynamics. The planned EU omnibus initiative is assessed differently. 38% of the companies surveyed see it as an opportunity to reduce regulatory burdens and simplify ESG reporting obligations. At the same time, 34% see the initiative as a new source of uncertainty. Despite this divided assessment, many DACH companies feel that they are generally well equipped (85%). By comparison, the average across Europe is only 41%.

"Digitalization determines regulatory success"

"The DACH region shows impressively that those who invest in technology at an early stage are not only compliant from a regulatory perspective, but also have a strategic advantage," explains Alberto Zamora, CEO and co-founder of osapiens. "Automation, platform thinking and central data strategies are the key to not only meeting the constantly growing requirements, but also to gaining a real competitive advantage." 

This article originally appeared on m-q.ch - https://www.m-q.ch/de/nachhaltigkeit-als-innovationstreiber-dach-region-fuehrend/

High above the city, with a view over the lake and the Alps, the brand elite met at the Dolder Grand. The Swiss Brand Congress once again brought together around 650 managers, agency heads and brand experts to discuss what makes brands strong today - and irreplaceable tomorrow. In the midst of times of exponential change, it became clear that those who manage brands need foresight - technologically, culturally and creatively.

Excellent brand management - from Malters and from HSG

Two personalities were in the spotlight at the Swiss Academy of Marketing Science's brand awards ceremony:

Marc GläserCEO of Stöckli Swiss Sports AG, was honored with the "Marketing Thought Leader Award" 2025. His track record: the company's consistent focus on skis, coupled with a strategy of excellence driven by craftsmanship, innovation and athletes. Under his leadership, Stöckli developed from a broad sporting goods brand into a highly specialized provider of premium skis - with Marco Odermatt as a shining testimonial.

Prof. Dr. Johanna Gollnhofer, consumer researcher at the HSG, was honored with the "Rigor & Relevance Research Award". Her studies on "consumption in abundance" show how strongly material things are linked to order, identity and emotional support - a topic that even brands cannot ignore. Her conclusion: full cupboards tell us more about ourselves than we think. For brands, this means that if you want to understand how people buy, you have to understand how they live.

AI at Beiersdorf: structured transformation instead of hype

The extent to which AI is already being used in companies was demonstrated by Jasmin Quellmann, Head of MarTech & AI at Beiersdorfin one of the most impressive presentations of the day. The traditional Hamburg-based company behind brands such as Nivea, Eucerin and Labello does not rely on loose tests, but on a sophisticated framework called "Amy" - a combination of technological excellence and internal change management.

Amy stands for "AI" and "me" - the conscious connection between technology and people. More than 40 specific use cases were identified, validated and evaluated in a structured governance process. These range from intelligent font recognition in DAM systems and AI-supported storyboarding with tools such as Bria to ethics guidelines for AI-generated images, particularly in sensitive areas such as skin depiction.

Beiersdorf is pursuing a clear goal: AI should not only bring efficiency, but also create space for more creativity - by automating repetitive tasks and through better insights from R&D and market research.

One highlight was the example of the localization of product visuals: where previously dozens of variants had to be created manually, AI now generates localized formats in seconds, for example for e-commerce or social media. AI is also used specifically for voiceovers, model rights management and quality assurance.

However, Quellmann also made it clear that over 50 % of all AI projects fail. The reasons are a lack of fit, legal risks or a lack of integration. "AI is not a dressage horse," she said, "it's a wild ride. But one that is worthwhile - if you are prepared to take responsibility."

Publicis: Campaigning to the beat of algorithms

Also with Publicis AI is no longer an optional extra, but part of day-to-day business. Pascal Winkler, Chief Strategy Officer of the Group, painted a clear picture of the new reality: the consumer journey is fragmented, platforms decide what is seen - no longer brands. Anyone who still thinks in terms of annual plans is losing out.

Publicis has therefore worked with "Jane Canvas" developed a tool that orchestrates the entire creative process - from insight to conception to visual implementation. Thanks to central AI tools, campaigns can be created iteratively, tested more quickly and adapted in series. The combination of Gen AI, analytical AI and media intelligence creates new possibilities - for example in post-campaign analysis, where a commercial mix model calculates the best ROI across all channels.

The message: creativity remains human, but it changes. Not through renunciation, but through a new approach to ideas.

Lindt: Between stretch and stability

Andrea Hänggi from Lindt gave an insight into how the traditional brand Innovation score around 13.2 % in particular thanks to the attention-grabbing "Dubai chocolate". The campaign struck a chord with a younger target group and showed that even established brands are capable of cultural impulses.

Nevertheless, it is a balancing act, says Hänggi: working with creators requires clear briefings, freedom - but also veto rights. Lindt wants to keep its finger on the pulse without losing the brand framework. Social Listening remains central - new campaigns are open, but not a sure-fire success.

Post advertising: cross-media at the heart of the action

For Sabrina Wettstein, representative of the main sponsor Post Advertisingthe congress is a "strategic homebase event". Having been on board for three years, it is clear that the partnership is paying off - both in business and cultural terms.

With strong performances and dialogs - for example with Denner on the topic of customer centricity - Post Advertising has shown itself to be a cross-media provider with proximity to retail and moving images. The topic Retail Mediais omnipresent - as is the passion for new campaigns, says Wettstein. Inspiration and networking are ideally combined at the Dolder: "You meet familiar faces - and gain new customers."

ESB: The revolution doesn't have to be rushed

Hans-Willy Brockesorganizer and CEO of the ESB Marketing Networkpleaded for a clear head in turbulent times:

"We are in the middle of a revolution - but the great art is to remain calm."

The marketing world is more complex than ever. There is no longer "the" highlight, but a multitude of relevant topics - from AI to bionics to live marketing. The danger? Getting bogged down. Brockes advised setting priorities and moving into the new world step by step.

His reminder about creativity came without AI: "The best ideas don't come from models, but from real minds." And his personal favorite brand? Red Bull - because of the consistency with which it creates worlds with emotion, experience and sponsorship. "I'm surprised that hardly anyone imitates this - but maybe that's a good thing."

The brand as a cultural system

Anina Segat (MetaDesign) and Marko Bjelonic (RIVR) concluded by discussing how brand management can be rethought in the AI age - not as a purely communicative, but as a cultural task. Brands are interfaces between people, technology and society. If you want to manage them well, you need more than tools - you need attitude.

Conclusion

The Swiss Brand Congress 2025 impressively demonstrated this: Brand management today is no longer a linear business, but a polyphonic process. AI, cultural change, new touchpoints - everything is changing. What remains is the importance of attitude, creativity and structure. And perhaps it is precisely this view from the Zürichberg that helps us to see the big picture.

Switzerland and the EU are not playing first fiddle in the global AI race. This is set to change. At the AI summit in Paris at the beginning of the year, the European Union announced extensive investments in the AI sector in order to catch up with global competition and strengthen Europe's technological sovereignty. Together with a clear focus on the development of safe and ethical AI, these investments are intended to help Europe become a global leader.

In a new GenAI study, Adesso examines how Swiss companies currently assess Switzerland and Europe in terms of generative AI, how fit they consider themselves to be and what role GenAI now plays in their day-to-day work. To this end, the IT service provider surveyed 100 managers from the Swiss economy.

Key findings of the study:

• Companies are waiting for "GenAI made in Europe". The respondents send a signal about the need for European alternatives. For 59%, it is important or very important that the GenAI applications that their company uses or could use were developed in Europe. This shows a great awareness of digital sovereignty and a strong desire not to become dependent on non-European providers.
• Regulation is a necessary instrument. The majority of respondents are in favor of stronger regulation of AI applications such as ChatGPT: 51% "somewhat" agree, 24% even "completely" agree. These figures show that companies not only accept regulation, but that many see it as a necessary instrument for dealing responsibly with AI.
• The GenAI fitness of companies is increasing. Companies now see themselves as better prepared for GenAI. The proportion of companies that feel well or very well prepared has risen from 31% in the previous year to 39%. At the strategic level, however, GenAI is only tentatively arriving in companies. Only 50 percent have already developed an AI strategy - and 25 percent of these companies only take traditional AI into account.
• AI agents are on the radar, but hardly ever in use. Currently, 39 percent of respondents state that they are evaluating the possible uses of AI agents. Only 11 percent are already using AI agents productively in individual areas. These figures show that the next evolutionary stage of GenAI - autonomous, actively acting AI agents - has not yet arrived on a broad scale in companies.
•  

Ralf Schmidt, Head of CC Data & AI at adesso Switzerland, encourages companies to take a more decisive approach: "Artificial intelligence is not just changing processes - it is calling entire business models into question. In view of the rapid development of new application possibilities, it is clear that it is no longer a question of whether companies have to act, but how consistently and sustainably they do so."

The full impact report can be downloaded here can be downloaded.

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Adesso was founded in Dortmund in 1997 and currently employs over 10,400 people in the adesso Group. As a national subsidiary of Adesso SE, Adesso Schweiz AG distributes the consulting and IT service provider's service portfolio on the Swiss market. Adesso focuses on the core business processes of companies and public administrations with consulting and individual software development. Adesso's strategy is based on three pillars: the deep industry know-how of its employees, extensive technological expertise and tried-and-tested methods for implementing software projects. The result is superior IT solutions that make companies more competitive.

The Bernese Communication Prize is awarded annually to people who stand out for their communication without having the relevant specialist training. This year's prize goes to Thomas Binggeli. According to jury president Nik Eugster, Binggeli has not only established innovative products in the bicycle industry, "but has also established a friendly communication culture" that involves both partners and customers.

The award ceremony took place on Thursday at the Alpine Museum in Bern. In his acceptance speech, Binggeli emphasized: "This award stands for the bicycle. I also see it as an incentive to continue seeking dialog with our customers and the community and to drive innovation forward." He will receive a specially created work of art, which was designed by the Brienz School of Woodcarving as part of an internal competition.

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Previous award winners

• 2011: Steff la Cheffe, beatboxer and rapper
• 2012: Bernd Schildger, zoo director
• 2013: Francis Foss Pauchard, Olmo founder
• 2014: Hans Zurbrügg, Founder and President of the Bern International Jazz Festival
• 2015: Mujinga Kambundji, sprinter
• 2016: Prof. Dr. Thomas Stocker, climate researcher, University of Bern
• 2017: André Lüthi, CEO Globetrotter Group
• 2018: Andrea Staudacher, event designer Future Food Lab
• 2019: Livia Anne Richard, playwright and director
• 2020: Peter Glauser & Mike Glauser, inventors, producers and marketers of the "Belper Knolle" tuber
• 2021: Christoph Spycher, Head of Sport at YB
• 2022: Linda Nartey, former Head of the Bern Cantonal Medical Office
• 2023: Christine Wyss, Co-Director Buskers Bern
• 2024: Reto Nause, Director of Security, Environment & Energy City of Bern

The assessment by EcoVadis - one of the leading independent platforms for sustainability ratings - is based on 21 criteria in the areas of environment, labor and human rights, ethics and sustainable procurement.

Further improvement

ISS Switzerland improved further in the areas of environment (+4 points), ethics (+2) and sustainable procurement (+3) compared to the previous year. The separate assessment in "Carbon Management" to the highest level "Leader" is particularly emphasized - a rating that companies with comprehensive CO₂ management and strategic target anchoring receive for the climate categories Scope 1, 2 and 3.

"After the last year's platinum award this result is proof of the consistent further development of our sustainability management - and of our aspiration to implement effective solutions together with our employees and for our customers," says Marc Amstutz, Head of Sustainability & Environment at ISS Switzerland. Because EcoVadis is continuously tightening the criteria and threshold values, this year's gold award also underlines ISS Switzerland's continued high level of commitment to sustainability, as stated in a corresponding press release.

ISS Switzerland: "Strong sustainability partner"

According to ISS Switzerland, its goal is to achieve net-zero CO₂-emissions in direct business activities - and along the entire value chain by 2040. This commitment is also reflected in our customers' day-to-day operations. "Our sustainability strategy is effective when it also becomes tangible for our customers - in the form of measurable CO₂ reduction activities, smart services and efficient use of resources on the path to climate neutrality," emphasizes Amstutz.

ISS Switzerland thus remains a strong sustainability partner - both internally and externally - and underlines its role as a driver for sustainable and responsible facility services and real estate solutions in Switzerland.

Source: ISS Switzerland

This article originally appeared on m-q.ch - https://www.m-q.ch/de/wieder-gold-rating-von-ecovadis-fuer-iss-schweiz/

This article originally appeared on m-q.ch - https://www.m-q.ch/de/it-dienstleister-bechtle-erhaelt-validierung-seiner-emissionsreduktionsziele/

The strategic role of corporate communications falls short of expectations in many organizations. This is the result of the PR Trend Monitor 2025, which was conducted by Dpa subsidiary News Aktuell together with communications agency PER. The analysis is based on an online survey of 192 communications experts from companies and organizations in Switzerland and Germany.

94% of respondents consider it important for corporate communications to have a seat at the table when strategic decisions are made in the company. Specifically, 62 percent rate this involvement as "very important" and 32 percent as "somewhat important". However, the reality is different: Only 13 percent of participants stated that their department is an integral part of the strategic decision-making team. A further 16 percent are at least occasionally involved.

The largest proportion, namely a third, describe their own role as advisory, while 30% merely act as an operational mouthpiece for decisions that have already been made. Six percent do not see themselves in any of these categories.

The results highlight a persistent discrepancy between aspiration and reality: although the strategic relevance of communication is recognized, its systematic integration into decision-making processes often fails to materialize. The PR Trend Monitor thus provides an insight into a central challenge facing the industry - and at the same time underlines the potential for a stronger positioning of communication at the highest management level.

The Gottlieb Duttweiler Institute GDI has developed the "GDI Major Shifts" model based on its many years of trend research. This identifies 20 key developments in five categories - society, technology, economy, environment and geopolitics - and classifies them within their respective life cycles. The aim is not to view macroeconomic trends in isolation, but to understand them as dynamic developments that reflect transition phases and strategic uncertainties more precisely.

The model is based on the established STEEP framework and is continuously supplemented with new findings. In practical application, it helps companies to classify future developments and derive specific options for action.

As part of the GDI Strategic Foresight service, the institute helps organizations to translate findings from trend analysis into concrete strategic measures. "With the GDI Major Shifts, we offer our clients a data-based analysis of the environment. It serves as a solid basis for sound strategic decision-making," says Susan Shaw, Head of Strategic Foresight and member of the Executive Board at the Gottlieb Duttweiler Institute.

A short version of the model is publicly available and can be can be downloaded free of charge.

The increasing expectations on companies to take a stand on social or political issues raise questions about the opportunities and risks for reputation. In a new white paper, Hans-Jakob Boesch from Hjb and Sabrina Huber from Sabrina Huber Consulting provide decision-makers with guidance. The two are part of the "Reputation Experts" network.

Three criteria are central to a well-founded decision: Relevance of an issue for the company, acceptance by the stakeholders and a clearly recognizable benefit. "And companies should certainly not allow themselves to be put under pressure by third parties on this issue, but should decide solely on the basis of their own interests," Hans-Jakob Boesch is quoted as saying.

The guidelines are aimed at board members, management boards and communication managers. It addresses both strategic consideration and the operational implementation of political statements. "Nothing is more dangerous than loud talk or loud silence without a plan and substance," says Sabrina Huber.

The white paper includes food for thought, identifies risks and contains a checklist for implementation. It is available on Reputationexperts.ch ready for download.

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Reputation Experts published a white paper back in February. In it, Susanne Müller Zantop advocated the introduction of a "reputation board" in companies.

The importance of cyber security in procurement is growing, but many corporate procurement departments are facing considerable challenges. This is shown by a recent survey conducted by IT security service provider Sophos among 201 purchasing managers from various industries and company sizes in Germany.

Cost optimization as the biggest obstacle

According to the survey, the four biggest challenges among all respondents are:

• Focus on cost reduction instead of long-term security (45 percent)
• Lack of or hardly any standardized security criteria in the supplier evaluation (41.6 percent)
• Too little awareness of cyber security in purchasing departments (40.1 percent)
• Lack of coordination with own IT/security department (39.6 percent)

At 45%, the focus on cost reduction is the most frequently cited challenge. This tension between efficiency and protective measures shows that cyber security is possibly still often treated as a secondary priority in procurement.

Company size determines challenges

Around 42% of respondents criticize the lack of or hardly any standardized security criteria in supplier evaluation. In addition, almost 40 percent complain about a lack of coordination with their own IT or security department; this factor is mentioned particularly in larger companies (over 52 percent in companies with more than 1000 employees).

The survey also reveals differences depending on the size of the company. Smaller companies (100-249 employees) struggle in particular with a lack of technical expertise (35.8%) and non-standardized security criteria (54.7%). Large companies with 1,000 employees or more mainly see coordination problems with the IT or security department (52.6%).

While smaller companies obviously lack the necessary skills, complex structures often make effective security integration difficult in larger companies.

Administrations lack know-how, utilities urge cyber security awareness

There are also clear differences between the sectors. The public administration sector reports a lack of expertise and a lack of standards particularly frequently (60.0% each). In the financial sector, the lack of training is particularly significant at 53.8%.

In retail, on the other hand, the figures are consistently low: only 13% see a lack of expertise as a problem, while only 17.4% complain about a lack of supplier transparency. Almost 100 percent of utility companies complain about a lack of awareness of cyber security in purchasing departments.

"The fact that utility companies are complaining about the lack of cyber security awareness in purchasing is very serious," comments Michael Veit, security expert at Sophos. "Especially in sensitive sectors, security aspects should not be sacrificed to cost optimization."

The appeal: Even more priority for cyber security in purchasing departments too

The results of the survey show: Cyber security is also increasingly being recognized as a critical factor in corporate procurement. However, there is still a lack of knowledge, internal coordination and structural guidelines in many places. Companies are therefore called upon to give the topic more priority - both through training and clear guidelines in supplier evaluation.

"Many purchasing departments are currently facing the challenge of integrating cyber security aspects into their processes in a structured way," says Michael Veit. "However, there is often a lack of expertise, clear criteria or close cooperation with IT. Yet the supply chain in particular is a decisive lever for a company's security situation. That's why procurement needs clear security guidelines, trained employees and close coordination with IT managers. The resilience of entire supply networks, for example, no longer depends solely on firewalls, but also on the decisions made in procurement."

Source: Sophos

This article originally appeared on m-q.ch - https://www.m-q.ch/de/cybersicherheit-im-einkauf-zwischen-kostendruck-und-fehlenden-standards/

The board of the Swiss Tourism Association STV is proposing National Councillor Reto Nause as the new president. The long-standing Bernese municipal councillor is to succeed Nicolò Paganini, who is leaving the association after around five and a half years at the helm.

Nause has experience in executive and federal politics and is familiar with both urban and Alpine tourism realities. As head of the Directorate for Safety, Environment and Energy of the City of Bern, he has specialist knowledge of sustainability issues - an area that plays a central role in the STV. His work on the National Council's Finance Committee underlines his familiarity with financial policy issues, which are also important for tourism policy work at federal level.

"In Reto Nause, we are proposing a strong leader with bridge-building qualities to the General Assembly," says STV Vice President Stephan Kurmann. "He brings political experience, an understanding of financial policy and a clear commitment to the development of tourism throughout Switzerland."

As President, Nause wants to bundle the various interests within the industry and represent them in a targeted manner. He sees tourism as a connecting element between the economy, society and the environment. "The tourism value chain is central to our country. It deserves the appropriate political attention and good framework conditions," says Nause. "I see my task as bringing together the interests of the various sectors, sharpening common concerns and representing them with conviction to politicians and the public."

The previous President Nicolò Paganini had been in office since 2020 (Markt-kom.com reported). His term of office included the further development of the STV association structures and the challenges of the Covid-19 pandemic. The announced resignation marks the start of an orderly transition phase. Nause should be able to prepare for the upcoming new funding period of the location promotion message at an early stage. The election and official handover of office will take place at the General Assembly on August 22, 2025 in Locarno.

Artificial intelligence has been transforming the healthcare sector for years. The emergence of generative AI is now giving this development an additional boost. It promises healthcare facilities further optimization of their processes and even more personalized patient care, for example through the automated analysis of patient records, the creation of medical documentation or virtual assistants.

Generative AI in healthcare: Five key aspects

Healthcare facilities have long recognized the enormous potential of generative AI and many of them have already experimented with initial applications. Now they want to use this technology on a large scale, but are often still considering how best to approach this project. Technology provider Dell Technologies explains five key aspects for developing a GenAI strategy.

1. Clear goals. Of course, the introduction of generative AI (GenAI) should not be an end in itself. It should solve problems that are closely related to strategic healthcare priorities such as improving patient care, streamlining processes or increasing operational efficiency. Healthcare organizations find these use cases by identifying weaknesses where traditional methods do not work and determining whether and how GenAI can close these gaps.
2. Robust data infrastructure. High data quality is a basic prerequisite for the successful use of generative AI. However, health data is often fragmented and scattered across many systems. A robust data processing infrastructure is therefore required to support GenAI applications. This includes data pipelines, secure storage systems and tools for integrating information from different sources such as patient records, imaging systems and clinical notes. Scalable solutions that can grow with the volume of data are best used.
3. Governance framework. Generative AI is subject to regulatory requirements such as the European Union's AI law and must meet ethical standards. To ensure that their GenAI applications meet these requirements, healthcare organizations can implement a governance framework. This should be developed jointly by IT, clinical managers and the legal department and provide employees with guidelines for the use of patient data, compliance with regulations and ethical decisions.
4. Culture of innovation. A culture of innovation and experimentation is required to make the most of the opportunities offered by generative AI. Overcoming the silos of IT and clinical teams is a crucial step in this direction. A simple but effective way to do this is to introduce a training program in which IT shows healthcare professionals how to use GenAI tools in their workflows. In addition, IT teams and clinical managers should be supported in developing practical solutions together.
5. Performance measurement. When implementing generative AI, it is best for healthcare organizations to start small, measure the impact and then expand the implementation based on demonstrable success. For example, if a GenAI solution reduces administrative errors in one department by a significant percentage, scaling this solution horizontally could have a positive impact across the organization. Important KPIs for measurement include efficiency gains, cost savings and patient satisfaction.

"Generative AI offers healthcare facilities the opportunity to sustainably optimize their processes and further improve patient care," explains Dr. Marten Neubauer, Field Director Healthcare at Dell Technologies in Germany. "They can best exploit this potential if they develop a strategy that creates a clear framework for anticipating and overcoming the challenges they will face when implementing this technology."

Source and further information: Dell Technologies

This article originally appeared on m-q.ch - https://www.m-q.ch/de/generative-ki-klopft-an-die-krankenzimmer/