Descartes Systems Group, a leading software-as-a-service provider for logistics companies, has published the results of its ninth annual global benchmark survey on transportation management. For the study, Descartes and SAPIO Research surveyed 616 participants, consisting equally of logistics service providers (brokers, carriers, and 3PL providers) and shippers (manufacturers, distributors, and retailers) from a wide range of industries. The aim of the survey was to assess the current role of transportation management, identify the most effective technologies and competitive strategies, and provide an outlook on future investments in transportation IT. Respondents came from the US, Canada, and Western Europe.

Transportation no longer just a cost factor

The study shows that 81 percent of the more than 600 shippers and logistics service providers surveyed consider transport management to be a distinguishing feature or strategic competitive advantage. This is the highest figure since the study began and shows how much transport management now contributes to corporate development and customer satisfaction. At the same time, the proportion of those who consider transport to be merely a basic service or unimportant has fallen to 19 percent, reaching its lowest level since the survey began.

«This year's survey clearly shows that transportation is no longer seen as just a cost factor in companies, but increasingly as a strategic driver for customer value and business growth,» says Mike Hane, Director of Product Marketing for Transportation Management at Descartes, adding: «According to the survey results, this shift is being supported by increased investment in transportation management systems (TMS): Companies are striving to integrate automation and AI even more closely into their transportation management processes in order to increase performance and add value.»

Digitized processes: Still room for improvement

Although the freight forwarders and logistics service providers surveyed increasingly recognize TMS as an essential solution in modern technology landscapes, there are still significant gaps in automation and digital maturity. Only 17 percent of respondents have fully automated their processes, while more than a third rely heavily or predominantly on manual processes. This digital divide is particularly pronounced between companies with industry-leading financial performance (51 percent fully automated) and those with below-average financial performance (five percent fully automated). The latter lag significantly behind in terms of automation, AI usage, and growth expectations.

The use of generative AI shows a very high level of activity: 96 percent of all respondents use it in their operations. The three most common use cases are data entry (41 percent), route and load optimization (39 percent), and AI-supported freight forecasts and automated load allocation and capacity planning (35 percent each). The few companies (4 percent) that do not use generative AI tend to classify transport management as a mandatory function and are more likely to expect little to no growth in the next two years.

Willingness to invest in logistics IT

Other key findings of the study include increasing TMS investments, a greater focus on security, and positive growth prospects: 80 percent of respondents plan to increase IT spending on TMS, with a focus on performance management, transparency, and fleet control. Monitoring carriers and freight forwarders (insurance, security, fraud prevention) is one of the most important TMS functions, with respondents from North America rating this function seven percent higher than their European counterparts. Overall, 72 percent of companies expect annual revenue growth of at least five percent within the next two years.

Source: Descartes

This article originally appeared on m-q.ch - https://www.m-q.ch/de/transportmanagement-gewinnt-an-strategischer-bedeutung/

Japan meets Switzerland: Hitoshi Takeda was clearly the center of attention at the anniversary event of the SAQ, which the Eastern Switzerland section held on December 5, 2025, at SQUARE, the new building at the University of St. Gallen (HSG). The light-flooded building, which opened in 2022, was also designed by a Japanese architect: star architect Sou Fujimoto. One could not have wished for a better setting for this event. And it is no coincidence that the SAQ Eastern Switzerland was the host: founded in 1976, it was the first regional section of the SAQ.

«People. Quality. Future»: That was the motto of the afternoon. Julian Mundl, President of SAQ Eastern Switzerland and CEO of Noventa Consulting, drew parallels between the topics of effectiveness, efficiency, and innovation. Without this triad, he said, it would be impossible to overcome the challenges of today. Markus Bänziger, Director of the St. Gallen-Appenzell Chamber of Commerce and Industry, emphasized the position of industry in Eastern Switzerland: «Quality is a survival strategy. It is the key to being globally competitive as a Swiss industrial location.» With this in mind, Bänziger congratulated the SAQ on its 60th anniversary.

Courage to make mistakes and a culture of change

This was followed by the presentation by keynote speaker Hitoshi Takeda. He pointed out that mistakes and disruptions are not disasters, but necessary triggers for improvement, and that downtime offers opportunities to fundamentally optimize processes. He emphasized the importance of taking risks and setting high goals. «You don't lose anything through failure. Failure is just a stepping stone» on the way to goals that should be set as high as possible, according to Takeda. He also referred to the duty of top management to be visible, to set an example, and to show appreciation. Hitoshi Takeda's key messages also included consistent change, a focus on «1 percent better,» and the great importance of speed: it is better to act quickly and be willing to learn than to hesitate in pursuit of perfection.

In the context of AI, Takeda recommends quickly integrating digital technologies into corporate culture and using AI agents to support routine tasks, but warns against intellectual laziness and the loss of analog skills. He advocates digital detox, handwritten notes, and more humanity in the age of AI. And: «As long as you only look at your smartphone, your dreams will remain distant,» Hitoshi Takeda told the audience at the end.

Insights into corporate practice

In the second part, several short presentations explored the topics of strategy, change, and speed in different industries. Colonel Niklaus Jäger outlined the geopolitical situation, emphasizing power politics, uncertainty, and the need for «uncertainty competence.» Marcel Mettler (Elesta AG) described the path from silo to value stream organization and the importance of transparent communication and exemplary leadership for successful strategy implementation.

Jörg Ammann (Heiniger AG) reported on how his company was able to secure its technological leadership by radically shortening development cycles and clarifying the distribution of tasks in the innovation process, with a focus on customer proximity and speed in global competition. Goar Hutter (HOCH Health Ostschweiz) used the example of stroke to show how crucial rapid medical care is and appealed to people to call the emergency doctor quickly if they experience typical symptoms, because «time is brain.»

Creating sustainable organizations

Rolf Keller (Glatz AG) explained how focusing production on individual customer needs and a flow production concept made it possible to establish just-in-time processes and significantly reduce throughput times, which required intensive persuasion within the team. Philipp Amstutz (Schott Pharma) demonstrated how consistent shop floor management enables rapid responses in the event of a crisis and increases the long-term performance of the business.

In the concluding discussion with all speakers, it became clear that an open error culture, employee involvement, clear goals, and effective leadership are key to ensuring efficiency, effectiveness, and quality at the same time. Hitoshi Takeda concluded by once again emphasizing the importance of rapid learning and highlighting that it is not comprehensive strategies, but speed, courage, and a willingness to learn that make the difference for the future viability of organizations.

Further information on the SAQ's 60th anniversary: https://saq.ch/de/saq_community/60-jahre-saq

This article originally appeared on m-q.ch - https://www.m-q.ch/de/lean-altmeister-hitoshi-takeda-zu-gast-bei-der-saq/

Swiss companies will face numerous challenges in 2026: members of the baby boomer generation born up to 1964 will retire next year, leaving noticeable gaps in key positions. At the same time, the strong Swiss franc is weighing on export companies. They often have to decide whether to raise prices abroad, with the risk of losing market share, or to settle for lower margins. Added to this are the consequences of US punitive tariffs, which not only make Swiss exports to the United States more expensive, but also complicate operational processes. Patrick Sommer, Managing Director at CNT Management Consulting, knows from his own experience what Swiss companies are currently struggling with: «The tariffs are triggering a bureaucratic nightmare – companies have to provide complete proof of where every single screw comes from,» he explains. «The additional costs must either be offset by price increases or absorbed by sacrificing margins. At the same time, there is politically motivated pressure to examine whether relocating production to the US is more economically attractive in the long term than remaining in Switzerland.» He sees many companies performing a difficult balancing act: «On the one hand, companies must plan their human resources carefully and take into account the impending wave of retirements and export problems; on the other hand, they must not lose touch with technology. This means integrating digital solutions into existing systems, investing in AI, and providing targeted training for employees.»

Bureaucracy limits scope for action – especially for SMEs

Political decisions such as the recent US punitive tariffs are increasing uncertainty for Swiss companies: they make long-term planning more difficult, force ongoing cost adjustments, and thus pose a business risk. Despite increasing pressure to modernize, many companies lack the funds for urgently needed digitization and automation projects. «Although most companies realize that digital innovation would strengthen their competitiveness, high labor costs, extensive sustainability investments, and the tense economic situation often stand in the way of such projects,» says the expert from CNT Management Consulting. Small and medium-sized enterprises (SMEs) in particular are facing additional burdens. Increasing ESG and sustainability requirements demand data from them that large corporations now take for granted – including the carbon footprints of products, proofs of origin, and information on supply chain compliance. «Many SMEs do not have this information or have to compile it manually, which is time-consuming. This ties up staff, who are already in short supply, and costs valuable time in day-to-day business,» says Sommer.

AI is «no gimmick»: Why it must provide real relief today

In light of rising costs, scarce human resources, and growing reporting requirements, digitization will become a greater focus in 2026. For many companies, the main concern is how to achieve greater output with fewer staff. In this context, AI has become a key prerequisite for business success. However, Sommer urges a targeted approach: «AI is not a gimmick, but a tool that provides measurable relief in times of skilled labor shortages.» It is therefore crucial to create concrete applications. Process mining—for example, with SAP Signavio—makes bottlenecks visible, while integrated digital processes reduce waiting times and sources of error. This requires streamlined processes and reliable data, because a poor process remains poor even when automated.

Three relevant consulting industry trends in the new year

CNT expert Sommer identifies three key trends in his own field of consulting, which focuses on digital transformation in companies. First, AI implementation must focus on «hard ROI»: «What is needed is not abstract strategies, but the measurable, operational implementation of AI that promises a clear, short-term return on investment,» says Sommer. Second, consulting firms that do not rely on AI risk quickly losing their competitive edge. And third, Sommer believes that S/4HANA Cloud must make the transition to a business case: «The ongoing SAP transformations must prove that they actually streamline processes and do not just modernize IT,» concludes Sommer.

Source and further information: CNT Management Consulting

This article originally appeared on m-q.ch - https://www.m-q.ch/de/2026-bringt-schweizer-unternehmen-an-die-belastungsgrenze/

Almost 4% of all drivers on Swiss roads are under the influence of alcohol. Of these, 11% are driving with a blood alcohol level that exceeds the legal limit of 0.5%. These are the findings of the «Roadside Survey Alcohol,» a survey conducted by the Swiss Council for Accident Prevention (BFU) on driving under the influence of alcohol.

Conclusion: Alcohol is one of the biggest risk factors for serious accidents. Alcohol is involved in one in eight serious accidents.

The BFU therefore recommends: don't drink and drive. This is emphasized in a compelling way by Ruf Lanz's new poster campaign. The creative team presents beer, wine, and cocktail glasses in the form of poisonous green, spiky cacti.

Olivia Guler, campaign manager at the BFU, comments: «Ruf Lanz has repeatedly summed up the findings of our accident research in a concise manner. We found this idea compelling because it communicates our message in a striking and crystal-clear way. After all, our posters are displayed at the roadside and need to be seen and understood from a car.»

The new BFU campaign will be launched in December in all three national languages. It will appear on over 7,000 billboards placed along roads throughout Switzerland.

Responsible at the BFU: Jürg Beutler (Head of Communications, Member of the Executive Board), Franziska Hartmann (Head of Campaigns), Olivia Guler (Campaign Manager), Patrizia Hertach (Road Traffic Research). Responsible at Ruf Lanz: Markus Ruf, Danielle Knecht-Lanz (Creative Direction), Mario Moosbrugger (Art Direction), Markus Ruf (Text), Sherif Ademi (DTP), Gian Marco Juon (Consulting Management), Tobias Stierli, Flaeck (CGI & Motion Design), Mario Moosbrugger (Sound Design).

A novel, smart label measures temperature and relative humidity in real time and detects when a defined temperature threshold has been exceeded. It thus closes a key gap in global supply chains, where sensitive goods such as medicines or perishable foodstuffs have so far only been checked at specific points. The Greenspack project was developed over the past four years by Empa, EPFL, and CSEM and funded as part of the BRIDGE Discovery Program by SNF and Innosuisse.

Technically, the sticker is similar to an RFID system: conductive tracks are printed on a special biopolymer cellulose substrate, combining ohmic and capacitive elements to form resonant circuits. When the label is read contactlessly, the resonance frequencies change depending on the ambient temperature and humidity, allowing measurements to be taken without a separate energy source. If the temperature exceeds 25 degrees Celsius, a tiny element in the conductor melts, irreversibly breaking the circuit—a clear signal that the shipment was once too warm.

Researchers see this as a lever for significantly reducing waste and the carbon footprint in logistics. Potentially damaged goods can be identified early on, stopped, or redirected to nearby locations if only their shelf life has been shortened. Depending on the material used, the temperature threshold can also be adjusted for frozen products or other sensitive applications.

The team placed particular emphasis on the ecological balance: the substrate and conductor tracks are designed so that the eco-label can be composted or recycled with cardboard after use. To this end, the researchers developed a new carrier material made of biopolymer and cellulose fibers, as well as a printing ink containing the biologically absorbable metal zinc. While CSEM worked on the design and readout technology, two EPFL researchers are driving forward commercialization in the start-up «Circelec.» In the future, the smart labels are also to be used as sensors in agriculture and environmental monitoring.

Source: Empa

This article originally appeared on m-q.ch - https://www.m-q.ch/de/smarte-oeko-etikette-soll-lieferketten-revolutionieren/

Monday is Cyber Monday, the last of the major shopping events. The day offers shoppers another opportunity to find attractive discounts in online retail. Following the decline in sales on Black Friday, we also expect a negative trend for Cyber Monday.

Black Friday: Sales decline for the second consecutive year

According to our projections, Swiss non-food retailers generated sales of CHF 450 million within 24 hours on Black Friday yesterday. That is around CHF 10 million less than in the previous year. While brick-and-mortar retailers recorded noticeable losses, online sales stagnated. This means that the two-year downward trend is continuing.

A key reason for the decline in sales is the now common practice among many retailers of extending their promotions over several days or even weeks, rather than concentrating on the 24 hours of Black Friday. In addition, ongoing economic uncertainty and the strong Swiss franc, which makes imports cheaper, dampened sales.

Retail expert Julian Zrotz from blackfridaydeals.ch says: «The decline in sales during the 24 hours of Black Friday shows the ongoing structural change in the market. The previous massive sales peak is flattening out somewhat, in favor of a broader distribution of purchases throughout Black Friday week and the rest of November.»

We predict that this trend will continue in the coming year and that almost all retailers will extend Black Friday to several days or even weeks. The classic 24 hours of Black Friday will thus continue to lose relevance. Due to ongoing margin pressure and significantly earlier and more strategic planning of promotions, we hardly expect to see any more unprofitable discount campaigns for retailers, as was often the case a few years ago. Instead, retailers will increasingly focus on expanding their loyalty programs and personalized offers during shopping events.

Monday is Cyber Monday: Online retail sales decline to 75 million Swiss francs

Cyber Monday concludes the three big shopping days. Unlike Black Friday, this day focuses primarily on electronics and online retail. However, the attractiveness of the offers is comparable. Numerous retailers extend their existing Black Friday discounts, while other providers supplement their promotions or even launch completely new ones.

We forecast a slight decline in sales for Cyber Monday in the non-food online retail sector. This is expected to amount to 75 million Swiss francs, which corresponds to a decrease of around 5 million francs compared to the previous year. The main reason for this development is the shift in sales away from individual shopping days to the surrounding days and weeks. This development is reinforced by the ongoing economic uncertainties. Sales of non-essential products, such as consumer electronics, are particularly affected by this decline.

The proximity of the shopping days to Christmas has little impact. A representative DemoSCOPE survey conducted on behalf of blackfridaydeals.ch shows that just under half of Swiss people think that the shopping days are too close to Christmas and thus unnecessarily commercialize the Advent season. A third, on the other hand, find this proximity convenient. For many consumers, the promotional days offer the opportunity to buy gifts at particularly low prices. Retailers, in turn, are taking advantage of the increased demand and focusing on typical gift items.

The Sophos management study «Boss, how do you feel about cybersecurity?» shows how perceptions, responsibilities, and personal involvement in the topic have changed among senior management over three survey years (2022, 2024, 2025). Cybersecurity is now established at management level and remains an issue that both concerns and worries bosses alike.

2022: High self-confidence, low uncertainty

In 2022, 32.3 percent of companies in Germany, 37.3 percent in Austria, and 47.1 percent in Switzerland confirmed that the relevance of IT security had continued to increase. Nevertheless, cybersecurity was still predominantly regarded as an operational IT task at that time; only 1.9 percent of companies with more than 200 employees placed responsibility at the management level.

Despite the tense global political situation and the war in Europe—which was already being fought on the cyber level early on—many companies reacted with relative calm. Only around a third of the executives surveyed reported that the geopolitical situation had sharpened their focus on IT security.

The majority, however, considered their companies to be well positioned in terms of cyber protection: 53 percent of smaller companies and just under 70 percent of larger companies saw no reason (yet) to rethink their security awareness or the strategic importance of cybersecurity. Many assumed that their existing measures were sufficient and that no additional action was needed. This suggests that although cybersecurity was considered relevant in 2022, it was not yet perceived as an acute strategic challenge.

2024: Cybersecurity gains strategic importance

In the 2024 survey, cybersecurity was increasingly seen as a business factor. In Germany, 55 percent of executives considered it very important for their business relationships, while 46 percent said the same in Austria and 60 percent in Switzerland. A further 28 percent of German, 34 percent of Austrian, and 32 percent of Swiss executives rated the issue as important. The figures suggest that cybersecurity was more strongly linked to trust, cooperation, and business stability.

2025: Cybersecurity reaches top management

This year's survey shows that cybersecurity is not only strategically established, but has also moved closer to management levels. In Germany, 29.5 percent of C-level executives were personally involved in resolving a cybersecurity incident within the past six months; in Austria, this figure was 26 percent, and in Switzerland, 34 percent. A further 32 percent of German, 34 percent of Austrian, and 20 percent of Swiss executives report having had personal experience with such incidents in the past. At the same time, many confirm that operational incidents continue to be handled predominantly below the top level: this was stated by 36 percent of German, 38 percent of Austrian, and 42 percent of Swiss respondents. This suggests that although strategic responsibility and operational implementation are converging, a division of tasks continues to exist: strategic guidelines are developed at the top, while concrete operational implementation takes place predominantly at lower levels.

State attacks are coming to the fore

What is striking is the increased sensitivity to geopolitical risks. Media reports about state-organized cyberattacks seem to cause greater uncertainty today than they did in 2022. Although cyber protection is now considered an integral part of corporate management, the current threat situation does not leave many executives cold: 27.5 percent of German, 30 percent of Swiss, and 36 percent of Austrian managers report in 2025 that such reports unsettle them. This may indicate that geopolitical dynamics are now having a greater impact on management than they did a few years ago.

Investments are increasing, demands on partners are growing

According to figures from 2025, almost half of companies in Germany (47 percent) and Switzerland (48 percent), and as many as 60 percent in Austria, have also significantly expanded their IT security measures. At the same time, demands along the supply chains are increasing and explicit requirements are being established for partners: Austria is the frontrunner here with 36 percent, followed by Switzerland (22 percent) and Germany (16.5 percent).

DACH comparison: Same trend, different pace

Overall, the three years of study point to an important change: cybersecurity has become an integral part of responsible corporate management. Management teams in the DACH region are responding more sensitively to threats, investing in a more targeted manner, and also taking a more personal interest in the issue. The pace of this development varies across the three countries: Switzerland consistently shows a particularly high level of sensitivity, Germany emphasizes the long-term relevance of the issue in 2025, and Austria shows the strongest reaction to current geopolitical tensions, which is reflected in both greater uncertainty and more pronounced investments.

Source: Sophos

This article originally appeared on m-q.ch - https://www.m-q.ch/de/kein-randthema-mehr-cybersicherheit-in-chefetagen/

Mr. Zbinden, why do consumers tend to indulge in enjoyment and consumption in December—and why is this so often followed by an ascetic counter-movement in January?

December is emotionally charged in many ways. Social rituals, family, «that's how we've always done it.» People treat themselves to better food, toys, and trips because it «feels right» and not because it is rationally optimal. The dark days, the stressful end of the financial year in business, and the 13th month's salary also play their part in loosening the purse strings or credit card in our wallets or smartphones. In everyday life, many of us have implicit rules regarding healthy and sensible behavior, which are consciously or semi-consciously suspended in December, the last month of the year. Psychologically, we engage in a kind of mental accounting: today I can go overboard because I promise myself that I will make up for it later. In research, this is referred to as «moral licensing.» In December, we push our personal limits and invent good stories about why it's «okay now.».

And in January, everything will be different?

We don't mentally ignore these December slip-ups. Often between Christmas and New Year, many people think that everything has to get better in January. In behavioral research, this is referred to as a «fresh start.» A common problem is that the «new me» is defined in relaxed vacation mode. Back in stressful everyday life, willpower is significantly less effective, which is why many resolutions are abandoned during January or shortly thereafter. This also has to do with the fact that many people approach planned behavioral changes in completely the wrong way. Find out more in our new podcast episode of VOLL PSYCHO, which will be released on December 18: «New Year's resolutions: Hot or junk?».

What role do our internal reward systems play in December, and why are they particularly receptive to consumer stimuli during this period?

Our reward system goes a little crazy in December. Everything is a little over the top. We know from brain research that even the expectation of a reward releases dopamine. In December, we are practically constantly faced with the next little «reward corner»: Black Friday bargains, Christmas markets, lights, company aperitifs, Advent events, finding the right gift, mulled wine and cookies everywhere. With every stimulus we experience, we reinforce the reward loop. In addition, alcohol and sweets are firmly associated with this time of year, which further feeds the reward system with quick, intense stimuli.

What happens psychologically in January that suddenly self-discipline, sacrifice, and radical resolutions dominate?

In January, many people's focus shifts 180 degrees. The gluttony of December is still very much present, and the discrepancy between the ideal image of «healthy, disciplined» and what we have just experienced is at its greatest. This is precisely what makes many people in Switzerland particularly receptive to resolutions. Added to this is the so-called fresh start effect. The turn of the year marks a new chapter in our minds. The behavior of the past year is attributed to the «old self,» while the «new self» is expected to do everything better starting January 1. The media, friends, and campaigns such as Dry January or Veganuary reinforce this feeling that now is the time for self-discipline and sacrifice. Many people also plan their resolutions in a relaxed holiday mode. In this mood, radical plans seem feasible, even if they later fail due to a lack of time, energy, and willpower in everyday life.

How should brands leverage these psychological patterns in December?

Brands should view December as a highly emotional month, not as a license to sell as much as possible in as little time as possible. Many people are tired, stressed, spending more than usual, and consciously treating themselves. This is exactly where brands can come in, by presenting products and services as meaningful rewards and genuine relief, i.e., less searching, more guidance. Messages such as «We make the holidays easier for you» fit this mood better than simply «Buy more.».
It is also important to look beyond December 31. Those who help customers avoid bad purchases, offer fair exchange options, and focus on quality and suitable gifts will be remembered after the holidays as reliable and trustworthy.
Brands should therefore respect the emotional and social character of December and communicate in such a way that the decision still feels good in January.

What mistakes do brands make particularly often in January because they misjudge the ascetic, reset-oriented mindset?

A common mistake is that brands treat January exactly the same as December, simply in a healthy way. Instead of enjoyment, they sell abstinence, but with the same logic: «A new you in 30 days,» radical diets, fitness or savings programs that are hardly realistic in everyday life. Brands may be appealing to the reset feeling, but they massively overestimate how much willpower people have in the real world of January, between work, family, and the gray everyday routine. Psychologically, it would make more sense to focus on what is realistically achievable: small, feasible steps, flexible starts, support in sticking with it. This creates trust and brand loyalty.

Which recurring misconception or habit in marketing do you personally encounter most often—and which surprises you every year anew?

This is a difficult question that is not easy to answer. But what amazes me every year is the excessive focus on marketing approaches that emphasize radical new beginnings. It would be better to meet people where they are in mid-January. With realistic goals that are achievable and lead to a sense of accomplishment. For example, a gym membership that starts with one workout per week, or savings goals that reward small steps instead of total abstinence. Even though it's not specifically aimed at January, I think a campaign like «You don't have to be perfect to protect the climate» from the WWF is very successful. It takes the pressure off perfection, focuses on small, achievable steps, and meets people where they actually are.

Courses at Lucerne University of Applied Sciences and Arts on the topic

CAS Digital Customer Engagement

CAS Customer Psychology

CAS E-Commerce Management 

Former Federal Councilor Kaspar Villiger gave the laudatory speech for Sergio Ermotti. He praised Ermotti as a leader who «convincingly guided the complex integration of Credit Suisse into UBS.» Villiger particularly emphasized Ermotti's leadership, which is based on trust, a sense of responsibility, and a consistently practiced corporate culture, and highlighted his clear, ethical, and reliable manner.

Federal Councilor Albert Rösti honored entrepreneur Walter Frey, who «revolutionized car imports in Switzerland» with his Emil Frey Group. Despite the size of the company, which has around 26,000 employees, it has remained a discreet family business. He described Frey as «the ideal embodiment of Swiss entrepreneurship and the militia principle: cosmopolitan and at the same time deeply rooted in his homeland.».

In his acceptance speech, Walter Frey emphasized Switzerland's strengths as a business location: «Switzerland has its feet firmly on the ground.» He said that this was partly down to luck, but above all to the hard work of those who had created a stable foundation for us. He said he was particularly optimistic about the next generation: «When I see our apprentices and what they are achieving, I am convinced that Switzerland has a bright future.»

Sergio Ermotti spoke about his personal motivation. «For me, a glass is not half full – it is always full.» With regard to speculation about a possible move to the chairmanship of the board of directors, he emphasized that his mission at UBS was not yet complete. «I will finish my job first – only then will I consider a change.»

Top-class jury

The award is decided by a jury of prominent representatives from Swiss business and politics, including former Federal Councilor Doris Leuthard, Patrick Odier (Lombard Odier), Martin Naville, Bjørn Johansson, Barbara Rigassi-Schneeberger, and Dirk Schütz (BILANZ). The companies are assessed on their long-term performance, internal and external leadership, sustainable economic practices, and credibility in their public image.

Around 100 leaders attended the third Award Night. Previous winners include WEF founder Klaus Schwab, ABB Chairman Peter Voser, former Nestlé Chairman Paul Bulcke, and entrepreneur Peter Spuhler.

From November 25 to 27, 2025, the EUPD Group, a market research and consulting firm specializing in sustainability based in Bonn, Germany, brought together leading experts at the Steigenberger Icon Grandhotel & Spa Petersberg to discuss current challenges in European sustainability policy. In an environment where regulatory requirements are coming under pressure and initiatives are being scaled back in some cases, the ESW should position sustainability as a business-critical necessity rather than a luxury.

ESG Summit 2025 as the centerpiece

The highlight of the week was the ESG Summit 2025 on November 26, featuring expert presentations and interactive panels on six topics, including social sustainability, financing in transition, new reporting standards, and the potential of AI in ESG reporting. Leading ESG voices from Europe shared their assessments and emphasized the importance of networking and exchange for credible and effective sustainability strategies.

A key cross-cutting theme was the rapid progress of artificial intelligence and its significance for data quality, impact measurement, and leadership culture. In a roundtable discussion on the decarbonization of European industry, Robert Habeck and representatives from Goldbeck Solar, TÜV Rheinland, Deutsche Telekom, and Ruhr University Bochum, among others, discussed the real costs of uncertainty compared to consistent emission reduction.

Awards for transparency, energy transition, and corporate health

The conference was accompanied by breakout sessions, a trade exhibition, and several award ceremonies, including the ESG Transparency Award, the Energy Transition Award, and the SolarProsumerAward for particularly transparent and forward-looking companies. On November 25, the winners of the prestigious Corporate Health Award were honored at a gala dinner event. The award recognizes exemplary occupational health management and underscores the growing social importance of healthy working conditions.

Companies see sustainability as a competitive factor

EUPD Group CEO Markus A.W. Hoehner reported growing uncertainty in the market about the role of ESG, but at the same time sees an increasing number of companies that want to strategically anchor sustainability in their core business in order to remain competitive. European Sustainability Week aims to support this development, ask critical questions, and further promote cross-industry dialogue—with a follow-up event planned for ESW 2026.

Source: www.eupd-group.com

This article originally appeared on m-q.ch - https://www.m-q.ch/de/european-sustainability-week-setzt-starkes-zeichen-fuer-nachhaltigkeit/

Since 2017, the Swiss Advertising Clients Association (SWA) and Leadin Swiss Agencies (LSA) have been publishing an independent and transparent price/performance index for media contacts. The MPLI enables advertisers, agencies, and media providers to clearly compare performance within the Swiss media landscape.

Print: stable development – Sunday newspapers stand out

Among 95 newspaper and magazine titles observed, there was only a minimal increase in price of 0.4 points overall. However, the price development in individual segments is striking: the Sunday press (+9.6) and the regional weekly press (+5.4) recorded significant increases.

TV: rising CPMs due to declining usage among young target groups

On television, which includes all national language channels without niche channels, CPMs are rising in both target groups. The 15–59 age group recorded an increase of 2.2 points, while the 15–49 age group recorded an increase of 4 points. The reason for this is the sharper decline in TV usage among younger target groups, who increasingly prefer digital channels.

Cinema: moderate price increase – stronger rise among young target groups

The Swiss cinema index rose by 1.9 points, continuing the moderate price movements of recent years. The trend is more noticeable among 15–49-year-olds, with the index rising from 103.0 to 109.9 points (+6.9).

Radio: initial effects following FM switch-off still to be seen

All Swiss radio stations with a market share of at least 1% in their respective regions are examined. The FM switch-off at the end of 2024 is not yet included in the MPLI analysis, which currently only covers radio up to 2024. Year-on-year, inflation stands at 4 index points across Switzerland and 6 points in German-speaking Switzerland.

OOH: Index rises moderately, DOOH new to MPLI

The out-of-home offering recorded in Swiss Poster Research (SPR+) shows an index increase of 3.2 points. DOOH inventory is now also included – using the same calculation method as «MPLI OOH.» The starting value is 100 points; initial developments can be assessed in a year's time.