We are all familiar with the somewhat annoying process of clicking away cookie options. What has become routine for website visitors represents a considerable amount of work for website operators. And cookies are anything but trivial from a legal perspective, as an expert explains below—especially since the internet quickly moves to an international level.

A minefield beyond the GDPR

According to German data protection lawyer Asmus Eggert, many companies underestimate the fact that cookie violations are often not primarily prosecuted under the GDPR, but under ePrivacy regulations and their national implementations – without a one-stop-shop protective shield. This means that virtually any national supervisory authority can be responsible as soon as users' end devices in its jurisdiction are accessed, regardless of whether there is a local branch. Anyone who lulls themselves into a false sense of security risks parallel proceedings in several EU countries.

Technical non-compliance as the main problem

According to Eggert, the main risk lies in the discrepancy between legal requirements and how the website actually works. Common mistakes include setting unnecessary cookies before effective consent has been given, insufficiently informative consent texts, and technically faulty or only seemingly effective «Reject all» buttons. Added to this are incorrectly configured consent management tools that slip into non-compliance unnoticed after updates, creating the risk of fines overnight.

Responsibility remains with the site operator

Referring to the consent management provider does not help in an emergency, as the website operator always remains legally responsible. In practice, problems rarely result from the tool itself, but rather from faulty implementation, incorrect categorization of cookies, and a lack of regular monitoring. Eggert therefore recommends technical functional tests, documented changes, and clear responsibilities between data protection, IT, and marketing.

Transparency instead of dark patterns

According to Eggert, transparency is not optional, but mandatory: users must be able to clearly see what purposes are being pursued, which third-party providers are involved, and how long data will be stored. What is required are understandable descriptions of purposes, complete lists of third-party providers, equally designed consent and rejection buttons on the first level, and an easy option to revoke consent at any time. Designs that push for consent through hidden rejection options or visually dominant consent buttons can be considered unacceptable dark patterns that call into question the voluntary nature of consent.

High fines and global turnover reference

The risks of sanctions are considerable: in many countries, the ePrivacy fine regimes are linked to the concept of a company as defined in competition law, which means that global group turnover may be relevant. While the German framework for certain cookie violations is formally limited to €300,000, other countries such as France, Spain, and Italy allow significantly higher amounts, up to nine-figure sums or the full GDPR fine range. This can quickly take on existential dimensions, especially for international platforms.

Three sets of measures for greater security

Eggert advises companies to adopt a structured three-pronged approach consisting of technical analysis, content revision, and governance. First, a detailed review should be conducted to determine which cookies, scripts, and tracking technologies are activated when and in which decision-making scenarios, and whether user decisions are consistently respected. This should be followed by clearly worded banner texts, complete lists of third-party providers, an equally placed "reject" button, and a consent architecture that enables genuine freedom of choice—supported by a platform but accompanied by legal and technical controls.

Ongoing governance as a mandatory program

Finally, Eggert calls for a permanent testing and monitoring process to ensure that new tools or relaunches do not inadvertently lead to violations. Those who can demonstrate to supervisory authorities that they have a seriously implemented testing and documentation system are in a much better position in proceedings – those who treat cookie banners as a one-off technical obligation, on the other hand, are sitting on a compliance «ticking time bomb.»

Source: mip Consult

 

Cookie regulations in Switzerland

Until recently, cookie regulations in Switzerland were not as clear-cut as in the EU. That is why the FDPIC published new guidelines for setting cookies in 2025. These guidelines represent a tightening of regulations and an alignment with the legal situation in the EU.

According to the revised Swiss Data Protection Act (DSG) and Telecommunications Act (FMG), cookies are generally permitted as long as users are informed transparently about their type, purpose, and options for objection, and their personal rights are not violated. Necessary cookies may be used without consent, while stricter requirements apply to non-necessary cookies: depending on the risk, an opt-out or a justification based on legitimate interests may suffice, but in the case of high-risk profiling or the processing of particularly sensitive data, explicit opt-in consent with clear information, voluntariness, and the possibility of revocation is required.

Sanctions are primarily directed at responsible natural persons; fines of up to CHF 250,000 are envisaged, or up to CHF 50,000 in simpler cases where it would be disproportionate to identify the specific person responsible. In addition, the FDPIC may impose supervisory measures such as orders to adjust or refrain from certain tracking and cookie practices.

Sources: 

• https://datenrecht.ch/edoeb-leitlinien-zu-cookies-und-aehnlichen-technologien/
• https://www.cookiebot.com/de/datenschutz-schweiz/
• https://e-dialog.group/blog/consent-management/cookie-banner-2025-was-schweizer-webseitenbetreiber-wissen-muessen/

This article originally appeared on m-q.ch - https://www.m-q.ch/de/cookie-banner-als-compliance-minenfeld/

CH Media is making a substantial investment in its printing infrastructure and developing Switzerland's most modern and efficient newspaper printing facility at its main location in Aarau. Together with the printing facility in St. Gallen, this will create a network by 2027 that sets new standards in Swiss newspaper printing in terms of technology, automation, and service quality.

Additional folding machine and replacement of the shipping line

The core of the investment is an additional high-performance folding machine from Koenig & Bauer and the replacement of the shipping line with a modern, flexible solution from Ferag. These investments are complemented by further modernization measures along the entire production chain. These include the optimization of the printing lines, innovative robotics solutions in logistics, and new, seamlessly networked processes from prepress to distribution.

«This major investment is a promise to our customers: we offer maximum capacity, quality assurance, and reliable delivery. This will secure production for our own titles and for third-party customers for years to come,» explains Stefan Wabel, COO of CH Media and responsible for the newspaper printing division.

«Bieler Tagblatt now printed by CH Media

On the one hand, the investment is being made against the backdrop of ongoing consolidation in the print market. Following the closure of various Swiss printing centers, CH Media is assuming additional responsibility for security of supply and predictability in national newspaper printing. On the other hand, the investment supports a consistent growth strategy: since the beginning of 2025, CH Media has been printing the Luzerner Zeitung with its regional editions and the Boten der Urschweiz in addition to its existing publications in Aarau. In 2026, the Bieler Tagblatt from Gassmann Media AG will be added. CH Media will thus be printing a total of 25 daily newspapers, the weekend publication Schweiz am Wochenende, 27 free newspapers, and a large number of other publications, including Migros-Magazin, Coopzeitung, and the TCS's Touring magazine, at its printing plants in Aarau and St. Gallen.

«The newspaper printing market in Switzerland is currently undergoing fundamental change, and we want to take advantage of this opportunity. Our vision is clear: we are the leading center of excellence for printed newspapers in Switzerland. With modern, efficient equipment, a high degree of automation, and clear quality standards, we are a reliable partner for our customers. That is why this latest investment is of central importance to us,» says Michael Wanner, CEO of CH Media.

Choosing the right database monitoring solution is anything but trivial: it can have a lasting impact on your entire business process. Companies can hardly afford to postpone the decision, because increasingly dynamic server landscapes, heterogeneous hosting environments, and growing data complexity make the use of a database monitoring tool indispensable. The following four factors characterize the best solutions.

Future-proofing through scalability

With the explosive growth in data and storage volumes, the need to manage database landscapes efficiently is also growing. Good monitoring solutions facilitate scaling because they work across platforms and can be used regardless of the hosting location in the cloud or on-premises, as well as the number of databases. Transparency plays a central role here: an effective monitoring tool enables administrators to monitor all databases centrally and consistently via a single dashboard. This is the only way IT teams can maintain an overview of increasingly complex environments and ensure their reliability. If the monitoring solution can also be expanded with additional modules, it offers sufficient flexibility and is therefore future-proof.

Intuitive control despite complex environments

A robust monitoring solution meets the requirements of the entire team and ensures a consistent user experience (UX) across all platforms. Intuitive, web-based user interfaces, clear recommendations for action, and freely configurable notifications help to quickly identify and resolve problems. This allows database teams to maintain an overview even in hybrid or complex environments without being overwhelmed by information. Teams that monitor multiple platforms benefit particularly from this consistency. However, caution is advised: many manufacturers promise ease of use, but their dashboards are primarily aimed at beginners. Important functions and information for experts are often hidden in submenus or require specific queries. Therefore, a monitoring solution should ideally be freely configurable so that administrators of all experience levels can work efficiently.

Preventive troubleshooting through proactive monitoring

Proactive monitoring saves time, reduces stress, and boosts database performance, as modern solutions detect potential problems before they affect users. This gives administrators more freedom to optimize performance and security in a targeted manner. Excellent tools monitor storage space, backups, updates, and patches, among other things, and deliver the information clearly to a central dashboard. They also predict future requirements based on trends, making bottlenecks predictable. This allows administrators to take early action and prevent costly downtime before it occurs.

Actively promote database DevOps

Database monitoring traditionally only begins after deployment—long after the development phase. This does not have to be the case and is even harmful, because if a database is only monitored once it is live, problems are often already implemented. Modern monitoring solutions, on the other hand, promote collaboration between database administrators and developers. Developers, for example, have access to server diagnostic data, enabling them to better assess the impact of changes to the source code. In addition, teams that all have equal access to the information from monitoring can break down knowledge silos and work together on optimized database queries – before the changes go live.

«The complexity of database landscapes is constantly increasing—as is the amount of data. Without a powerful monitoring solution, administrator teams quickly lose track of things,» warns Oliver Stein, Managing Director DACH at Redgate. «Companies should therefore rely on a holistic, intuitive, scalable, and expandable tool. Combined with a dedicated team, this creates the perfect match.»

Source and further information

This article originally appeared on m-q.ch - https://www.m-q.ch/de/faktoren-fuer-gute-datenbank-monitoring-loesungen/

Anyone looking to insulate and seal building envelopes in an energy-efficient manner today will find it hard to ignore the products and solutions offered by Swisspor. With seven locations and around 550 employees in Switzerland alone, the Swisspor Group describes itself as Switzerland's leading developer, manufacturer, and supplier of products and systems for energy-efficient building envelopes.

Building understanding for process management

Everyone agrees that well-developed process management is essential for industrial production. However, when Patrice Urban joined the company in 2022, he realized that although the processes were defined, they were unclear, poorly documented, or outdated. «They were often recorded in Visio images that were already outdated when they were created,» he recalls today. Knowledge of process management was also largely lacking. It was therefore obvious that processes needed to be optimized and potential for improvement tapped into on the basis of operational excellence. Especially in the post-corona period, the company recognized that it «had to become fit for the future – and to do that, you have to have your processes under control.».

According to Patrice Urban, the mood within the company was initially skeptical. Many considered process management to be «a lot of effort for little return.» He therefore made it his mission to foster understanding and acceptance—primarily through practical demonstrations rather than theoretical explanations.

Strategic benefits of the solution

A key moment was the decision to choose a suitable tool. After comparing various systems, Swisspor opted for ADONIS from the BOC Group. Patrice Urban emphasizes: «ADONIS is clearly one of the benchmark applications.» For him, the decisive factor was that the tool makes processes «easy to experience» – via an intuitive, homepage-like interface that employees can navigate without any special knowledge. The focus was on making processes visible, accessible, and understandable in order to create accountability.

A key result of this work was to clarify previously unclear responsibilities. In product management, for example, it became apparent that «no one person was truly responsible for the process chain.» The situation was similar in the area of master data. There was a manager, but «he was always running from pillar to post.» It was only through visualization in ADONIS that responsibilities were clarified and roles defined, making the organization as a whole more transparent. According to Patrice Urban, process management is not an end in itself, but a means of creating clarity, efficiency, and better collaboration. Only then can a vibrant process culture emerge—and that is impossible without the right tool.

The process management solution was also able to demonstrate its strategic benefits for large projects. At Swisspor, for example, this involves a group-wide ERP project. Here, ADONIS serves as a link between the business and IT worlds. Processes are broken down to the request level, creating a «specification sheet directly from the system,» according to Patrice Urban. This precise documentation prevents undesirable developments and costly rework. Patrice Urban describes the tool as a «game changer» because it centrally manages master data and automatically transfers changes to all process representations—a major advantage over Visio or Excel.

Share experiences

What lessons can be learned from the introduction of ADONIS, and what experience can Patrice Urban share with other companies? In this context, he warns against «all-in-one solutions» that offer process management only as a secondary function. «These are all makeshift solutions that don't do justice to the task.» Good process quality is a significant business lever: «Processes are expensive—and therefore valuable.

When introducing a process management system, he emphasizes a calm, evolutionary approach: no big bang, but rather a step-by-step process. He describes it as follows: «Slow and steady wins the race.» Changes were not imposed from above, but developed from within. However, he remained consistent: «We are strict in this regard—we only use this tool.»

He dealt with resistance pragmatically: he selected problem processes that caused a great deal of suffering in order to quickly demonstrate the benefits. Real processes were recorded in workshops and modeled together in the system. «We never talked about ADONIS or BPM, we just tackled the problems.» Those involved saw their processes being created live—without any theoretical training. This on-the-fly method generated enthusiasm and quick understanding.

Patrice Urban also describes the effect of visualization: when experts look at a depicted process together, they often recognize the complexity of their own processes for the first time. «Everyone says, »We're crazy—this is so complicated, we have to do better.'" This realization naturally initiates improvements without pressure or formal CIP processes.

And what happens next?

Patrice Urban points to the natural link with problem solving and projects as the key to long-term effectiveness. Optimizations arise from daily challenges, such as complaints or controlling notes. This keeps process management relevant without adding additional administrative overhead.

He largely rejects key figures as a means of quantitatively measuring success. «I can't say, »We now have a 20% increase in efficiency.«» The decisive factor is not the tool itself, but the fact that it is used continuously. "We do it because it's easy – otherwise we wouldn't do it." Process management is an enabler, but not an end in itself.

Finally, he explains his business perspective: investing in process management always pays off. Even for small companies with high personnel costs, the return on investment is obvious: «Anyone who thinks that investing in process optimization is too much has failed to understand that the entire company is driven solely by the actions of people.» Processes are the most powerful lever for increasing efficiency, as all actions within a company are handled by processes—without exception.

More information: BOC Group and Swisspor

This article originally appeared on m-q.ch - https://www.m-q.ch/de/prozessmanagement-enabler-nicht-selbstzweck/

Pain Point #1: The complexity of migration

One of the biggest pain points when introducing SSE components such as Secure Web Gateway (SWG), Zero Trust Network Access (ZTNA), Cloud Access Security Broker (CASB), and Firewall-as-a-Service (FWaaS) is their high complexity. All of these technologies have a profound impact on existing IT, network, and security infrastructures. Since SSE components either replace old systems or have to be integrated into them, companies face a number of challenges. They need to update their access and identity models, standardize their policies, and adapt or even completely redesign their data flows. In addition, the integration of cloud and SaaS applications requires a high degree of technical coordination, especially with regard to performance, data protection, and governance. Different provider architectures, interfaces, and operating models further increase the integration effort. The challenge lies less in individual technologies and more in the holistic orchestration of these services into a stable, high-performance, and uniformly manageable security platform.

Pain Point #2: The fragmented security landscape

Another pain point for companies is inextricably linked to the «best-of-breed» approach that is unfortunately still often pursued: the desire to find the supposedly most powerful and feature-rich individual solution for each SSE component. The fragmented introduction of SSE in the form of individual products rather than an integrated SSE platform automatically leads to greater complexity, inconsistent security, and unmanageable operating costs. Each system comes with its own management interfaces, policy engines, logging mechanisms, and integration requirements, which, among other things, leads to redundant configurations and thus to considerable additional work for the IT department. Security policies must also be maintained multiple times by those responsible, which increases the likelihood of inconsistencies and misconfigurations. This also results in fragmented monitoring, which makes it difficult to analyze the causes of security or performance problems. The approach is also inefficient in terms of cost-effectiveness: multiple contracts, interfaces, and support channels increase costs and reduce flexibility. A unified SSE platform, on the other hand, allows for centralized policy management, consistent monitoring, and significantly more efficient operation.

Pain Point #3: The global rollout

An additional pain point in the introduction of SSE primarily affects internationally active companies. Different local infrastructures, data centers, and Internet connections make uniform implementations difficult. At the same time, regional compliance and data protection requirements such as GDPR adjustments and policy deviations are necessary. Global users may also suffer from latency issues if network traffic is not optimally managed across different points of presence. From an organizational perspective, time zones, local IT teams, and training requirements complicate rollout and change management. Overall, these factors increase costs, operational overhead, and complexity, making it difficult to implement a consistent, globally scalable SSE architecture.

Pain Point #4: Change Management

In addition to the technological challenge, the introduction of SSE also means a profound organizational change. Employees must get used to new access procedures, authentication processes, and security guidelines, while IT teams take on new roles, tools, and responsibilities. Without targeted communication and training, the transition often leads to uncertainty, resistance, and misuse. The paradigm shift to zero trust in particular requires a new understanding of security and the dismantling of old ways of thinking. Successful change management therefore relies on early information, transparent target visions, pilot phases, and the close involvement of all stakeholders. Only when the benefits for users, IT, and the organization are clearly communicated can acceptance be achieved and change be sustainably anchored.

The most sustainable and economical alternative to isolated individual solutions is a holistic approach: Secure Access Service Edge (SASE). This framework combines cloud-based network functions with an integrated security architecture (SSE) to form a single, consistent platform. The concept is particularly effective in the form of Managed SASE, which provides companies with all network and security technologies from a single source—operated, monitored, and continuously optimized by an experienced managed service partner. This reduces internal effort, improves scalability, and ensures a consistently high standard of security.

«No company that wants to remain competitive can ignore SSE today,» emphasizes Stefan Keller, Chief Product Officer at Open Systems. «Secure and consistent network operation is the backbone of every digital organization—and therefore crucial for stability, efficiency, and growth.»

Source: Open Systems

This article originally appeared on m-q.ch - https://www.m-q.ch/de/vier-sse-stolpersteine-und-wie-unternehmen-sie-ueberwinden/

The key insight: graphic design is becoming much more personal again. There is a clear trend away from smooth and sleek toward authenticity. Brands want to evoke emotions in their target groups and are therefore focusing on stories rather than marketing messages. Design is thus becoming a stage for individuality and the most effective tool for building genuine connections.

«Small businesses have the distinct advantage of being able to be bold, unconventional, and authentic—something that big brands often struggle with,» says Patrick Llewellyn, VP of Digital and Design Services at VistaPrint. «In our loud and impersonal world, imperfect designs come across as honest. That's what makes them so powerful.»

The design trends for 2026 bring the handmade into the digital world, tell stories of cultural identity, celebrate imperfection, and make emotions visible. The focus is not on algorithms, but on people.

An overview of design trends for 2026

Elemental Folk
Tradition meets modern design: Inspired by regional craftsmanship and cultural heritage, warm, expressive designs are created with floral patterns, ornamental details, and bold colors. The design feels familiar and contemporary at the same time. Elemental Folk is a visual return to the original, celebrating identity and heritage.

hyper-individualism
This trend brings a breath of fresh air to design. It focuses on surreal imagery, plays with distorted shapes, and deliberately breaks with convention. The images are sometimes playful, sometimes provocative, but always unique. While many let artificial intelligence handle their entire design process, this style inspires with its creative human touch.

Tactile Craft
Embroidery, fabric textures, and handmade details are finding their way back into digital design. The result feels almost tangible: the visual surfaces create a special depth that radiates warmth to the viewer. Between DIY charm and nostalgic appeal, this trend generates emotional closeness as a counterpoint to the smooth, often distant aesthetics of the digital world.

Distorted Cut
When design becomes resistance, visual statements with rough edges emerge. Classic collage techniques are reinterpreted by cutting up images, superimposing layers, and fragmenting shapes. The result is raw, rebellious, and full of energy. One thing is certain: this design style is not about pleasing—it's about taking a stand.

Candid Camera Roll
With this trend, creative minds are bringing authenticity back to visual media. Imperfect snapshots, film grain, flash photography, and spontaneous moments come across as personal and approachable. Combined with minimalist typography, this results in designs that are honest and moving.

Hyper-Bloom
Sometimes you need a visual retreat—a place to take a deep breath. Soft gradients, delicate floral motifs, and powdery pastel shades transport you to a world between dream and reality. The style acts as a counterpoint to hectic everyday life and opens up space for lightness, optimism, and a little daydreaming.

Digit-Cute
The aesthetic oscillates between nostalgia and digital playfulness, creating a positive mood from the outset. Clear structures are combined with colorful pixel graphics, cute characters, and bold colors. The look exudes the charm of early computer games and pop culture. Precisely because it appears so playful, it is particularly sophisticated in terms of design.

Micro-industrial
What used to be purely functional is now becoming a design concept. Inspired by packaging, technical labels, and information graphics, a design style is emerging that celebrates clarity. The targeted use of elements such as barcodes, QR codes, and grid structures gives the designs a raw, functional, and at the same time modern aesthetic.

Neon Noir
Dark, intense, and full of suspense—the style is reminiscent of scenes from a neo-noir film. Bright colors, such as electric red, meet deep black, combined with motion blur and rough textures. The urban, energetic look immediately catches the eye and stays in your mind for a long time.

Frutiger Aero Revival
A glimpse of the future as it was once imagined: shiny surfaces, soft color gradients, and flowing shapes echo the tech aesthetic of the early 2000s. Elements such as water, sky, and digital plant worlds lend the designs an almost dreamlike lightness. The style is a loving look back at a time when technology was still seen as a promise.

Conclusion:
Design can once again be emotional, take a stand, and have edges. To stand out as a brand, you no longer need the sleekest logo or the most perfect image, but rather personality, courage, and a clear message. 2026 will be the year when authenticity counts. The best part is that it will be creative, lively, and surprisingly beautiful.

Detailed information on the trends for 2026: https://www.vistaprint.de/hub/grafikdesign-trends

VistaPrint is the design and marketing partner for millions of small businesses around the world. The global company currently employs people in more than 25 countries who can work remotely on an ongoing basis. For over 20 years, Vista has worked closely with small businesses, drawing inspiration from them and doing everything possible to offer solutions for their individual needs. 

The Allianz Green Transition Tracker assesses 69 countries based on five indicators to determine how far they have progressed on the path to green transformation. It analyzes carbon and energy intensity, consumption- and area-related emissions per capita, and the share of low-carbon energy in the electricity mix. The Tracker uses two assessment dimensions: the Peer Score, which compares the current status of decarbonization between countries, and the Progress Score, which measures each country's progress relative to the base year 2015 and the net-zero target for 2050.

Structural differences evident

The country comparison reflects well-known structural differences. Countries with lower economic power, such as Sri Lanka, achieve good peer score ratings due to low per capita emissions, while European countries such as Sweden score highly thanks to sustainable decarbonization measures and the expansion of clean energies. Oil-exporting economies, on the other hand, rank at the bottom of the scale. Particularly worrying is the positioning of the world's two largest emitters: China and the US rank 57th and 58th respectively – a clear sign of the scale of the tasks they still have ahead of them.

The pace of decarbonization is encouraging, but still not enough. The progress score shows that 15 countries have already covered a third or more of the way to net zero. They are therefore on track, provided they maintain their current pace.

Luxembourg and Switzerland lead the group

Both countries are characterized by high energy efficiency and an electricity mix in which over 90 percent of electricity comes from low-carbon sources. Another 20 countries have already made at least 20 percent of the way – a measurable, albeit still insufficient, progress. Other economies have much more ground to make up: the US and China, which together account for around 40 percent of global emissions, have improved only marginally since 2015.

«Climate policy continues to face major challenges, but we have already made significant progress and should not give up halfway,» said Patrick Hoffmann, ESG economist at Allianz Research. «About half of the countries surveyed remain on track to do their part to limit global warming. That doesn't mean the mission is accomplished, but it shows that we are not lost. These examples should serve as motivation for the laggards, including China and the United States.»

Switzerland ranks second in the progress ranking

Since 2015, the country has already closed 55 percent of the gap in the climate protection indicators under review and remains on track to keep global warming within the Paris 2°C target. Emissions have fallen by 23 percent since 2005, while gross domestic product has grown by 43 percent. As a result, the carbon intensity of the economy has fallen by 25 percent over the last decade, and the share of global CO₂ emissions has decreased from 0.17 percent to 0.08 percent. Low-carbon energies now account for 99.6 percent of electricity generation, with renewable energy from wind and solar accounting for 21 percent. Nevertheless, the transformation is not proceeding evenly in all areas: emissions from end consumption remain high, and there is still room for improvement in both the transport sector and agriculture.

«Switzerland is now one of the clear leaders in climate transformation,» said Katharina Utermöhl, Head of Thematic and Policy Research at Allianz Research. «The country's almost completely CO₂-free electricity mix gives it an exceptionally strong foundation. To maintain this lead, the transformation must now be more broadly anchored and consistently continued—only then can Switzerland stay on its ambitious course and achieve its climate goals.»

Climate change far from being achieved, but (still) feasible

The report concludes that although global climate change is far from complete, it is by no means a failure. «The green transformation is not a question of possibility, but of pace,» said Ludovic Subran, Chief Economist and Chief Investment Officer at Allianz. «Countries that embed climate targets into their economic and financial frameworks are positioning themselves for stronger, more resilient growth. The challenge now is to accelerate investment where it matters most—energy, infrastructure, and technology—to ensure that the green transition remains both credible and inclusive.»

Source: www.allianz.com

This article originally appeared on m-q.ch - https://www.m-q.ch/de/klimawende-sie-kann-noch-geschafft-werden/

The SVIK rating shows the current status of corporate, operational, and organizational information and communication. Media change is also becoming increasingly noticeable and visible in internal and integrated corporate communications. As SVIK writes: «Information has become a commodity and communication a broad field of activity. Digitalization is the accelerating force. Quality standards are more important today than ever before.»

Politically neutral and with a broad range of expertise, the SVIK has been providing exemplary information and communication services since 1944. This gives Switzerland a regular benchmark for corporate and administrative communication. 

The winners of the SVIK Feathers 2025 

Novartis Inc. wins the «Golden Pen» award in the Category 1a «Company magazines and publications (print and digital)» for the «Live Magazine.». At the Category 1b «Employee magazines and publications (print and digital)" will the «KSB Employee Magazine» awarded gold. In  the Category 2 «Texts» A gold award goes to Swiss Life for the text campaign «Turn to Pur pose.». A «Golden Pen» is awarded to the Tertianum Group Dübendorf in the Category 3 Visuals and Video for the video «Space for joie de vivre.». The Swiss Center for Design and Health receives a gold nib in the Category 4 Digital Channels with «Building trust: designing for remote care. The SRG SSR Swiss Broadcasting Corporation fetches in the Category 5 Concepts and strategies a Golden Pen for «Eurovision Song Contest 2025 in Basel with «Welcome Home.». In the Category 7 Campagning was the Federation of Migros Cooperatives for the project «THANK YOU MGB» excellent.  The professional association awards Anita Bünter and Jonas Bischoff, SRF, with the «Golden Pen for Journalism 2025» They deserve the award for their very careful and well-informed handling of highly sensitive topics. The correspondents always succeed in conveying information to TV audiences with the necessary personal distance, while still allowing them to feel close to the events. Skilled in dealing with local languages and communication conditions, they provide interested viewers with well-founded insights into political, social, ethnic, and economic aspects.  

The SVIK awards Dr. Daniel von Arx, Head of Communications, Luzerner Kantonalbank, received the «Golden Pen for Communicator of the Year 2025.». With his keen sense for modern corporate communications, he has shaped the bank both internally and externally over the past few years. The high reputation and stability of his team are testament to his professional and functional expertise as well as his leadership qualities.  

The SVIK rating offers Swiss companies an annual platform for comparing internal and integrated communication tools and measures both nationally and internationally among experts. At the end of November, all participants can discuss the assessments with the jury members at the hearings. The SVIK is the oldest communications association in Switzerland and has been active for 80 years. 

Red Hat, a leading provider of open source solutions, has announced the results of a new survey. The survey polled 909 IT managers and directors (including infrastructure and cloud infrastructure managers) and AI engineers (including software engineers in AI/ML, NLP and LLM engineers and data scientists) from companies with more than 500 employees in the EMEA region (in Germany, France, Italy, the Netherlands, Spain, Sweden, Switzerland, the United Arab Emirates and the United Kingdom). When asked about their company's IT strategy for the next 18 months, 79 % of respondents in Switzerland stated that encryption is a top priority in the age of quantum computing, followed by virtualization (76 %) and hybrid or multi-cloud (75 %). 75 % also place a high priority on AI: The results show that Swiss companies expect their investments in AI to increase by an average of 30 % by 2026. However, 97 % of the companies surveyed state that they are not yet deriving any customer benefits from their AI investments.

AI as a continuous process

The highest priority for respondents when it comes to AI (75 %) is the operationalization of AI (82 %). Ensuring transparency and openness in the AI strategy (81 %) and AI agents (80 %) are also at the top of the priority list.

Attracting and retaining talent remains a challenge. In Switzerland, respondents identify three critical skills gaps at the top of the list: cloud computing skills (78 %) top the list, while security skills (77 %) and strategic/business skills (77 %) are almost equally cited as the most pressing needs.

Respondents also see obstacles to the introduction of AI, in particular the high costs of implementation and maintenance (37 %), insufficient infrastructure or resources (35 %) or the lack of transparency in AI models (35 %). In addition, 97 % of respondents state that they are confronted with shadow AI, i.e. the unauthorized use of AI tools by employees.

Trust reduced by complexity - open source as the key

Confidence in Switzerland's potential on the global AI stage is high: 95 % of respondents agree that the country is a leader in AI or has the potential to become one within the next three years. Other European countries, such as Spain with 99 % or Sweden and the Netherlands with 98 %, also recorded high values here. Respondents cite the lack of public funding (52 %), the insufficient commitment of the private sector (48 %) and the lack of young talent (43 %) as the main reasons hindering Switzerland's rise to become a leading AI nation. In order to overcome these challenges and achieve their goals in the field of AI, Swiss companies are relying on open source in all areas of their IT strategy. The respondents almost unanimously (98 %) consider open source software to be important for companies when it comes to cost optimization, virtualization, security and AI.

According to the Red Hat survey, the cloud is and remains one of the three most important topics on the IT agenda in Switzerland. As an additional workload, AI increases complexity and must be reconciled with evolving cloud strategies. Barriers to cloud adoption remain: respondents cite concerns about internal silos (73 %), pauses in infrastructure investment decisions due to market uncertainty (67 %) and sovereignty (65 %). When looking at the cloud sovereignty strategy for the next 18 months, respondents from Switzerland focus on flexibility and freedom of choice for IT providers (87 %), operational control and autonomy (83 %) and securing the software supply chain (81 %).

Source: Red Hat

This article originally appeared on m-q.ch - https://www.m-q.ch/de/nur-3-der-schweizer-unternehmen-generieren-kundennutzen-mit-ki/

It was one of those rare evenings when politics, media, and culture not only coexist but also resonate with each other. Ringier CEO Marc Walder opened the reading, and the intimate guest list ranged from well-known figures in politics, business, and sports to media personalities.

Walter Thurnherr—eight years as Federal Chancellor, previously a diplomat, Secretary General in several departments, and author—read from his new book, published by Kein & Aber Verlag. In light of current events, he chose the introduction to the chapter on foreign policy. The text is historically grounded, analytically clear, and literarily polished. The reading was followed by an in-depth discussion with Reza Rafi, editor-in-chief of Sunday glance.

«All in all, it seemed as if official Switzerland had taken a break.»

Right at the start of his reading, Thurnherr took his audience back to 1998 – a Switzerland in celebration mode, self-confident, proud, focused on historic anniversaries. He read about the self-confidence of the time and the subsequent upheavals: from the comparison of Swiss banks with the World Jewish Restitution Organization to the grounded Swissair planes, from 9/11 to the mass killing of 1.5 million chickens in Hong Kong. This formed the basis for the author's central thesis: turning points are not the exception, but the norm.

In his book, Thurnherr formulates it as precisely as one would otherwise only expect from political analyses:

«However, geopolitical developments are not meteorological phenomena. They have human causes and announce themselves in advance.»

An author with an eye for mechanisms—and for language

What became immediately apparent that evening was that Thurnherr is a political author with literary precision. His language is clear, occasionally ironic, and always subtly structured. The former chancellor knows not only the «what» but also the «how» of political decision-making.

Humor and sharpness are part of his style—for example, when he talks about neutrality policy riding metaphors:

«In foreign policy, it's even more complicated. Many people are riding the wrong way, but deliberately so.»

Inside views from the engine room of Swiss politics

The subsequent discussion with Reza Rafi gave the audience an even deeper insight into Thurnherr's wealth of experience.

He described the famous co-reporting procedure as an «ingenious procedure» based on collective intelligence:

«Seven people make better decisions than one.»

He explained how the Federal Council functions in crises—and where its weaknesses lie: in forward thinking. His credo:

«Looking ahead, there is room for improvement.»

And he explained how much media reality has changed—from Chernobyl to Fukushima:

«Expectations regarding the Federal Council's public relations work have changed fundamentally.»

This is particularly sensitive and exciting for the media and communications industry: media appearances, language regulations, and press releases are no longer merely instruments of enforcement for external communication, but an integral part of government activity. They are prepared, coordinated, and, as Thurnherr describes, explicitly considered in Federal Council meetings. Whereas after Chernobyl the Federal Council was still discussing whether it should say anything at all, in the age of Fukushima and live ticker press conferences, communication measures are effectively running in crisis mode.

A subway moment in Trump Tower – and a sentence that explains Switzerland

It is also remarkable what a spontaneous short interview can reveal. m&k conducted a thought experiment:

How would he explain to Donald Trump—during a chance elevator ride in Trump Tower—how Switzerland is governed?

His answer came without hesitation, dry, precise, and almost literary in its conciseness:

«Switzerland consults on every decision 100 times, involves everyone, and filters out the most serious mistakes. It's a very good mechanism.»

A sentence like a distillate – and an ideal counterpart to the political physicality of the current US president. The brief exchange led directly to the question about the book title – and its decisive «nevertheless»:

Why „nevertheless“?

Thurnherr explained that although Switzerland formally has a government with comparatively little legal power—parliament dominates, federalism branches out the powers—the Federal Council has enormous political influence. The government is always involved in all decisions, and it is precisely this collective thinking that makes the system so stable.

When asked for an elevator pitch for his book, Thurnherr said:

«This is the best book about the Swiss government.»

A statement that came with a smile—and at the same time with a grain of truth: hardly anyone knows the engine room of power as well as he does. This also made it clear how Thurnherr understands his work: as a precise and at the same time human approach to a political system that functions through consultation, pragmatism, and resistance to error – especially in times when global politics operates at the speed of tweets, reels, shorts, breaks, and whims.

When things get dicey, characters reveal themselves.

One of the most powerful moments of the talk was Thurnherr's description of the dynamics within the Federal Council:

«When things get dicey, people's true characters simply reveal themselves.»

He spoke about isolated department heads, influential figures, resignations due to loneliness, but also about humor in the committee:

«Of course, I laughed a lot with Doris Leuthard. Life is too short to always be serious.»

Skepticism, clarity, and quiet consolation

Thurnherr's book—and this evening—have something reassuring about them, without ever trivializing the issues. He shows that crises are part of the system and that, despite all its complexity, politics can work when it matters:

«The teamwork during the crisis is actually working surprisingly well.»

At the same time, he reminds us how important humility remains in judgment:

«One should be very careful with the verdict.»

Conclusion: A book that reveals the mechanics of power

Walter Thurnherr has written a work that goes far beyond political memoir. It is analysis, historical overview, classification – and an insight into thought processes that are otherwise only experienced behind closed doors. The Ringier reading showed how accessible, precise, and at times humorous he can be in unraveling complex political mechanisms. A literary glimpse into the engine room of Switzerland – with the knowledge and doubts of a man who is one of the best observers of this system.

m&k: Pia Guggenbühl*, what is the aim of this year's Trend Conference for Trade and Specialist Media?

Pia Guggenbühl: The conference is a meeting place for all those who design trade and specialty media in Switzerland. It offers space to feel the pulse of the industry: Where do we stand? What are the challenges? And what opportunities? Together with experts, we will discuss these questions next week at the trend conference in the WestHive.

The Q-Award will once again be presented during the conference. What does this prize stand for?

Every two years, the Q-Award honors the best trade and specialty media in Switzerland - print and online. It is about journalistic quality, relevance and design, not about reach. At the same time, the jury attaches great importance to a medium understanding its community and providing in-depth content. This year the decision was particularly difficult ... so there will be a little surprise (laughs).

What trends do you recognize in the nominees?

Many editorial offices today successfully combine print and online. They know what both formats can achieve: Print stands for depth and deceleration, online for topicality and exchange. We also see that niche formats are very successful. Those who serve a clearly defined target group often have loyal readers - and a strong community.

So is community thinking a success factor for specialist media?

Absolutely. Many successful specialist media maintain their community far beyond the magazine - with events, digital platforms or training opportunities. This creates a vibrant ecosystem. At a time when social media tends to generate fleeting attention, specialist media offer depth, trust and proximity. Younger people in particular are looking for this authenticity.

What is the economic situation in the industry - is print still worthwhile at all?

Print continues to enjoy a high status, particularly in specialist media. We see successful relaunches and start-ups that are often implemented with great commitment and a manageable budget. The decisive factor is that the target group recognizes a real benefit - and that the medium offers a credible platform for advertisers. Quality remains the most important sales argument.

Is print being valued more again?

The value of specialist and specialized media is becoming more apparent again today. This is because they offer orientation and reliable information in complex subject areas. Print stands for quality, credibility and in-depth knowledge - values that are becoming increasingly important in the digital age.

Another topic is artificial intelligence. To what extent is it already established in the specialist media world?

AI can speed up processes, for example when proofreading or structuring content. However, it does not replace journalistic work. As an association, we are committed to transparency: If journalistic content has been created entirely with the help of AI and without a human control process, this must be clearly declared. And there are more Recommendations for action in dealing with AI of the VSM as well as the Guide «AI in journalism» of the Press Council.

What risks do you see?

The greatest risk is the unsolicited and unpaid use of journalistic texts by AI providers. They ignore technical barriers and paywalls and sell their subscriptions and licenses based on the content of the media companies. Journalism loses out because performance is not paid for.

Are there other problems with AI?
How the Yearbook «Quality of the media 2025» of the fög, AI tools often disseminate false information and also misrepresent sources. This also results in potential reputational damage for the media. This is where responsibility and clear rules are needed, as we have done with the «Zurich Declaration» together with other publishers' associations in German-speaking countries.

What exactly can the participants of the Trend Conference expect?

AI is of course one of the topics. We are also offering a varied program with practical presentations and examples of best practice. I am particularly looking forward to welcoming Anita Zielina, who works internationally as a media strategist, as well as representatives of successful Swiss specialist media such as the cycling magazine Gruppetto and the magazine Kaleio for girls aged 8 to 13.

How big is the community at the conference?

We are expecting around 80 participants. This size allows for an intensive exchange. Publishers, editors, marketers and creatives will come together - a colorful but highly competent scene. This diversity is the strength of the trade and specialty media.

What do you wish for the future of the industry?

That trade and specialist media can continue to score points in the future with their credibility and proximity to readers. In a world full of fleeting information, they offer orientation, create trust and also entertainment - precise, reliable and relevant.

Pia Guggenbühl, thank you very much for the interview.vv

*Pia Guggenbühl has been Director of the Swiss Media Publishers Association (VSM) since February 2025. She holds a Master's degree in Political Science and Communication Science from the Universities of Zurich and Florence. After working as a journalist in print, TV and radio, she held management positions at the interface of media, politics and business - including for companies in the pharmaceutical and chemical industries, banking and the energy sector. As the former head of communications for the Swiss Liberal Democratic Party (FDP) and a member of Küsnacht municipal council, she has parliamentary and executive experience. She heads the VSM, which represents around 70 private Swiss media companies.

The trend conference on trade and specialty media 2025

On Wednesday, November 19, 2025, the trade and specialty media industry will meet at the Westhive Hardturm in Zurich from 13:00 to 18:00. Organized by the publishers' association SCHWEIZER MEDIEN, the event will feature keynote speeches and examples of best practice: For example, Anita Zielina, CEO & Founder of Better Leaders Lab, will shed light on how specialist media are reinventing themselves as digital service providers beyond content. Reto Vogt then outlines the potential of AI in trade and specialist media: where does it bring real added value, where are the risks? Other articles show, for example, how the magazine Kaleio functions successfully as a print brand for young girls or how the cycling magazine Gruppetto built up a community.
The event will conclude with the presentation of the Q-Award 2025 - the award for outstanding achievements in the trade and specialty media sector.
More on swissmedia.ch
Participation fees: CHF 150 for members, CHF 250 for non-members.