According to a new evaluation by the Institute for Young Enterprises IFJ, the company formation boom is continuing despite the Corona pandemic, which has not yet been overcome. The Swiss start-up scene is in high spirits and looks to the future with a great deal of confidence, according to the IFJ's assessment.

Where is the company formation boom greatest?

Most of the new companies were founded in the cantons of Zurich (4,638), Vaud (2,473), Bern (2,471) and Geneva with 2,173 new registrations. These four cantons account for almost half of all new foundations throughout Switzerland. Compared to the previous year, the canton of Schaffhausen is one of the biggest percentage gainers; it recorded an increase of a remarkable +63.7% compared to the previous half-year, followed by Zug with +40.3%, Uri with +32.7% and Bern with an increase of +31.6%. Except for Appenzell Innerrhoden (-19.4%) and Obwalden (-9.2%), all cantons recorded positive growth.

Comparison of the last 10 half-years

Since the slight declines in 2012 and 2015, the Commercial Register Office has recorded a steady increase in new registrations until 2020. In the first half of 2020, new registrations temporarily collapsed due to the Covid 19 measures. On average, 22,010 new companies were registered per half-year over the last 10 years. The current six months of 2021 recorded a remarkable 20% increase over the 10-year average, with 26,387 new registrations.

Legal forms in comparison

In Switzerland, 10,024 new limited liability companies (GmbH) were founded in the first half of the current year, representing growth of +18.5%. This is followed by the sole proprietorship with 8,743 new registrations (+21%), the stock corporation (AG) with 5,212 new registrations (+25%) and the general partnership with 800 (+21.8%) registrations.

Start-ups by industry

In terms of company start-ups by sector, all but two sectors are showing positive trends compared with the previous year. The top three growth sectors include Other Services (including video production, photography, facility management, horticulture) with +69%, Agriculture & Forestry (+59.7%), and Retail Trade with +42.8%. The industries with the largest percentage declines were Transportation & Logistics (-3.5%) and High Tech (-1.6%).

Source: Institute for Young Enterprises IFJ

Since 2000, Medgate has been operating what it claims is the largest telemedicine center in Europe. The Basel-based company describes itself as a digital healthcare pioneer that offers both patients and health insurers comprehensive, location-independent and affordable medical care - around the clock. The claim: Thanks to consultations via app, phone, video and chat, unnecessary visits to the doctor can be avoided, while at the same time the quality of medical care can be kept high. Now, in addition to two other companies nominated for the Export Award 2021, which will be awarded on September 30, 2021.

Great interest of foreign countries in the concept of telemedicine

In 2014, the Basel-based company ventured into the market in the United Arab Emirates. The Philippines followed in 2016, India in 2017 and Germany in 2020. Due to a strong increase in demand for digital health solutions worldwide, Medgate now believes the time has come to push ahead with its expansion strategy abroad and open up further markets. Thus, further locations are planned in the core regions of Europe and Southeast Asia, including Spain, Italy, Austria, Poland, Vietnam, Malaysia and Indonesia. To this end, Medgate has already conducted market analyses with Switzerland Globale Enterprise (S-GE) on several occasions. As a member of S-GE, the company is actively supported in its internationalization and benefits from many advantages.

Adapt concept to local markets

In order to adapt Medgate's concept to local markets, it is necessary to understand the conditions of a market precisely and to adapt the services to the specific country. In Australia, for example, snakebites play a much greater role than in Switzerland. Or in the Philippines, diseases such as dengue or malaria are more prevalent than in Germany. "Understanding local conditions is one of the biggest challenges," says Paul de La Rochefoucauld, one of Medgate's three managing partners.

Holding structure and local partnerships

For this reason, the international business is controlled from the Swiss holding company. The country units are structured under this, which enables greater strategic control, which is particularly necessary in the field of medicine to ensure process standardization and high quality. Medgate approaches partnerships both at shareholder level and at operational level. In particular, sales activities and stakeholder management must be driven by local partners and organizations to establish credibility.

"Made in Switzerland" as a seal of quality

What also ensures credibility is the "Made in Switzerland" seal of quality. Switzerland enjoys a high level of trust abroad. And trust is central in an industry like healthcare.

Medgate briefly introduced

Industry: Healthcare / Telemedicine
Year founded: 1999
Headquarters: Basel
Employees: 350
Further facts and figures: 20 insurance partners, 4 locations worldwide
Management: Andy Fischer, MD, Chief Executive Officer, Managing Partner

More information: Medgate

On behalf of the professional network XING, the market and opinion research company Marketagent.com surveyed 500 employed people in German-speaking Switzerland on the topic of flexible working and place of work. The respondents were between 18 and 65 years old. The sample is representative of the working population in German-speaking Switzerland.

New Normal Deal: more home office, but a longer commute

More home office could prove to be an opportunity for companies outside the conurbations, the study results show. If it were possible to work at home on a regular basis, more than half of those surveyed (52 percent) would accept a longer commute on the remaining workdays in return. A third (35 percent) are still undecided, and only 13 percent would reject such a compromise in principle. Robert Bertschinger, Managing Director of XING Switzerland, comments on this finding as follows: "With the option of doing some of their work from the home office, employees are opening up new career prospects. Jobs further afield are now becoming an option without having to change residence. At the same time, thanks to greater flexibility, companies are expanding their catchment area for recruiting new employees and thus gaining access to a larger pool of candidates."

Only a few would change their place of residence for the job

It is certainly interesting for companies to increase the catchment area for new employees by offering home offices. Only around one-fifth (21 percent) of respondents are willing to change their place of residence for a new job. Among men, the willingness to move is higher at 26 percent than among women at 16 percent. More than half of the professionals (54 percent) cannot imagine moving to a new location for a job, and 25 percent are undecided whether they would be willing to take this step.

Accordingly, despite global networking and internationalization, working life remains a local affair for the vast majority. For one third (31 percent) of those surveyed, the next job should be no more than 10 kilometers from their current place of residence. Another 41 percent would accept a commuting distance of no more than 20 kilometers. A job further away is an option for very few.

Change of residence: working people fear social isolation

A change of residence is often associated with fears. Almost a third (29 percent) fear that they will become socially isolated if they move. To counter this danger, 27 percent say they would actively build up a network in the new location before moving. And four in ten respondents (39 percent) would use social networks to connect with professional contacts in the new region.

For just under half (45 percent) of respondents, a professional social network is also important outside their own company, and 27 percent say that this network supported them a great deal during the Corona period. 28 percent have also become more active in terms of their digital networking since the start of the pandemic. Robert Bertschinger: "Professional networks are an important part of working life and often extend beyond one's own employer. In the event of a change of residence, but also in the case of a professional reorientation, these networks can be expanded in a targeted manner in order to quickly regain a foothold in the new location."

Source: www.xing.com

Our working world is changing rapidly, and one thing has been certain since the start of the pandemic at the latest: many aspects of the new way of working, such as the flex office, leading at a distance and collaboration in virtual teams, are here to stay. They support the change in the working world and digitization. Nevertheless, these changes pose challenges for people in the company. Humans like routines because their brains primarily prefer to use the familiar pathways in the neural network. Rapid changes challenge the human brain, because new thinking and action costs a lot of energy.

Mindfulness is a way to support the brain in meeting change and cultivating space for new thinking and action. In this way, mindfulness can also support people who need to adapt to new ways of working at high speed.

Mindfulness - completely in the here and now

What do we actually mean by mindfulness? Mindfulness is being present in the present moment, non-judgmentally and with compassion. It is a state of alertness, of being there.

That sounds quite simple. But let's look at modern everyday life: How much time are we all there? After all, we spend most of our time analyzing the past in order to draw conclusions for the future. Or we make plans for the next day and align our actions with strategies.

Our brain thinks up to 70,000 thoughts a day. 70% of these are repetitive thoughts, 27% are anxious and negative thoughts, and approximately 3% are new thoughts. The repetitive mental analysis of the past combined with worries about certain scenarios repeating themselves is therefore quite natural. The danger, however, is that we get lost in the swirling thoughts and forget how it feels to be in the present moment.

Mindfulness methods such as meditation, yoga or qigong help us to create presence. Especially in challenging times like the current crisis, in which the brain constantly receives impulses to worry from the media and the personal environment, mindfulness methods can promote mental well-being.

Countering the whirlwind of thoughts in the home office

Many employees have been in a home office for almost a year. Some have to keep other balls in the air there besides their professional tasks, such as homeschooling or caring for elderly family members. Add to that the significant increase in digital time spent in front of screens and in video conferences. While the balance of exercise is decreasing, stress and pressure are increasing. But many people are often not even aware of this.

Being clear about the prevailing feelings and physical sensations can also help in the home office to counter tensions and not let them accumulate too much. The following exercises help here:

1. Look at the horizon: Use pauses to let your gaze rest on the horizon or in the distance. Do not focus your eyes, but let your gaze become gentle. This exercise calms the autonomic nervous system, creating presence and calm. At the same time, the digitally stressed eyes relax.
2. Breath Anchor: Take three deep breaths in and out. Count to 4 on the inhale and 6 or 8 on the exhale. The breath is a wonderful way to come into the present moment and create focus.

Mindful leadership also works at a distance

Leadership has long been viewed as a hierarchical mandate that had to be enforced from the top down. Even though those days are long gone, many managers still experience a kind of powerlessness when they suddenly no longer see their employees in the office. They seem to lose control. New ways of working also mean empowering employees and expressing trust. In a highly complex working world in which new knowledge is constantly being generated, a single manager can neither oversee all the interrelationships nor expect himself to always make the best decision alone.

Mindfulness can help leadership relinquish control and move more into trust:

1. The power of gratitude: Start the team meeting with a round of everyone sharing what they are grateful for. As the leader, get it started. This lifts the team's spirits and expresses appreciation.
2. Retrospective: At the end of a meeting (digital and real), reflect together with the group on who has had what share of the conversation. In this way, create space for everyone to actively participate in the conversation. That is enablement!
3. Blue sky: As a leader, allow yourself short meditation breaks. Imagine for 5 minutes that your thoughts are passing by like clouds in the sky. This makes you aware that not every stimulus has to be followed by a reaction.

Mindfulness in the team creates cohesion

More and more often today, we hear about psychological safety. Among other things, the concept highlights the importance of feeling safe in a team to talk about mistakes, address emotions, and thus develop individually and collectively. Teams that have developed these skills are more efficient, collaborative and motivated.

Mindfulness creates a foundation for cultivating this kind of safety in a team. The good news is: it can be practiced together in both real and virtual space:

1. Morning meditations with reflection: Starting the day together - once a week, for example - with a joint meditation increases mental well-being, focus and the ability to concentrate. This also works digitally!
2. The virtual scavenger hunt: Take time once a month for teambuilding. The virtual scavenger hunt is fun and invites conversation. Here, everyone collects e.g. "something red", "something inspiring", "something funny" in two minutes and then shares what the things are all about.

Developing future capabilities means working and acting mindfully

The article shows: Mindfulness is more than esotericism and incense. When we talk about a new world of work today, it also means that we need new skills to actively shape the digital transformation. These skills include resilience and mental well-being, empathy, the ability to change, and digital skills. Mindfulness can be a way to develop these skills as an employee, as a leader, as a team, and as an organization. This creates new opportunities for everyone in the company to actively participate - in a future-oriented and sustainable way. In the course of this, leadership is also allowed to change naturally and become a shared process that ultimately serves the entire company in its growth process.

Mindfulness

The method of mindfulness goes back to a Far Eastern meditation practice. It aims to concentrate on the moment with all senses and to remain in the here and now. In the meantime, various service providers such as. myndway Mindfulness trainings for companies, also digitally.

Author

Dr. Martina Weifenbach is a pioneer in linking digital innovation, new work and mindfulness. She is author of "Mindfulness and Innovation in Integrated Organizations", executive coach and founder of myndway. The goal of myndway.com is to bring mindfulness and agility into companies.
More information: https://myndway.com

During four semesters of extra-occupational training, they acquired the necessary skills to be able to run a modern garage business with all the associated services: the graduates of the Higher Technical Examination 2020 for Certified Business Managers in the Automotive Industry. Due to the Corona pandemic, they had to wait almost a year to receive the coveted diploma in person - and now the special moment in their professional careers had come on Bern's Gurten mountain.

"You have completed a training course that can withstand the constantly changing big weather in our trade and with which the demands of today as well as in the near future can be met," said Peter Baschnagel, president of the Higher Professional Examination Commission at the AGVS, to the 13 graduates present. He advised them to use their new knowledge and not to let it slow down their ideas. "Be open to new things and excited about what you can do even better tomorrow!"

Garagists also in demand in the future

AGVS Central President Urs Wernli was also present on Bern's Hausberg. "We are very grateful that dedicated professionals continue their education and positively shape the image of the automotive industry through their competent and exemplary conduct." He emphasized that the automotive industry is one of the most fascinating business worlds. "Functioning mobility is a prerequisite for economic success - and, as a consequence, the auto industry is indispensable." No matter which technologies would prevail in the long term, the garage owner would remain in business around the car. However, their role will change: Garages will become mobility consultants.

As in previous years, during the diploma ceremony the AGVS was able to receive a check for 20,000 Swiss francs from the purchasing organization of the Swiss car and motor vehicle trade, ESA, in order to continue to support the training of qualified specialists in the future. "You have invested a lot of free time in this very demanding training," said Matthias Krummen, Head of Management Services and Communications at ESA. Whether it's self-driving cars or electromobility - no matter where the journey takes you, he said, "stay with it with your heart and soul and enjoy the privilege of working in an industry that's all about emotions."

Automotive industry relies on skilled workers

Olivier Maeder, Head of Vocational Training at the AGVS and member of the Executive Board, expressed his thanks for the generous support and congratulated the business administrators on their diploma. He took this opportunity to mention the approximately 3000 young people who start an apprenticeship in the automotive industry each year. "It is particularly gratifying that more than 900 young people are newly enrolled in basic training to become automotive mechatronics technicians." This is ten percent more than the average of the past five years. "Achieving this will take a lot of commitment on our part - but also on your part." He added that seasoned professionals serve as role models and motivate young people to start an apprenticeship in the automotive industry. Or to put it in the words of AGVS Central President Urs Wernli: "The automotive and commercial vehicle industry is dependent on committed and excellently trained employees."

Source: AGVS

Becoming self-employed is popular in Switzerland - but by no means only among young people. The number of start-ups is also increasing in the 50+ age group. The University of Applied Sciences Northwestern Switzerland FHNW now wanted to know who these new senior entrepreneurs are and conducted a survey of companies founded between 2014 and 2019. A key finding of the survey: over the past 20 years, the proportion of founders who were already 50 years old or older when they started their own business has increased steadily. Today, one in four founders is already 50 or older when they become self-employed - twenty years ago, it was only one in six.

Many consulting companies

The greater experience of senior entrepreneurs is also reflected in the fact that they are much less likely to call on support in their environment, such as acquaintances, relatives or reference persons from school and university. On the contrary, many senior entrepreneurs immediately turn their many years of experience and relationships into a business model. The proportion of consulting companies founded by people 50+ is correspondingly high, namely around one third. They usually do this alone, without employees. The companies of the 50+ group are somewhat smaller from the start and grow less strongly in terms of employees than their younger colleagues. Thus, 50% are still one-person companies without employees after 3.5 years, compared to 40% among the younger founders.

Economically welcome trend

An important motive for the 50+ generation to take the step into self-employment is unemployment that has occurred or is imminent. According to the FHNW study, it is not surprising that only 25 % of senior entrepreneurs believe that they will be able to find a job again, compared to 64% of the younger age group.

You can twist and turn it however you want: Every change - which really changes something essential - causes resistance. Or let's say it the other way around: If you don't cause any resistance through the change you are aiming for, it is probably not a real change (but at best a small adjustment).

Some brake, others step on the gas

Every strategy implementation requires change, just as significant changes in processes and also work on the corporate or team culture. In other words, if you want to move forward, you need change, so you will create resistance. The problem: If too many people don't buy into the transformation you're trying to achieve, it's like standing on the brakes while you and others simultaneously step on the gas. The result is smoke, fire, and a breakdown in acceleration. So the question is: how can you release the brakes?

Levers to overcome resistance

The topic is actually extremely relevant, and that's why I'm asked by leaders all the time, "How can I overcome the resistance of my people?" There are many facets to this. Here are what I consider to be the three most important levers for overcoming resistance and driving change faster:

1. The "head cinema" of your people. Only a few people resist out of principle. For most, it is a reaction out of fear, insecurity or bad experiences. The better you know the stories (the "head cinema") that the "resisters" associate with change, the better you can respond to them and reduce resistance. Many are immediately fully on board as soon as they feel that someone is finally really listening to them.
2. Clear why and where. It's a familiar theme: If you and your people don't know why they should change something and where the changes will lead, you will resist or delay activities. Therefore: clarify the why and the target direction. Important: these basics must be relevant and easy to understand for those who are to drive the change. EBIT and sales, for example, are often "much too far away" from daily life.
3. Concrete successes. When change takes too long and doesn't show quick results, we often run out of steam. You know this yourself from efforts to get fit or change eating habits. Therefore: Always ensure quick successes, even if they are small. Momentum often breaks through resistance.

If you apply these three points consistently, you will be able to implement changes more quickly and implement strategies faster. Good luck with this!

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

Since the end of May, sales in restaurants, cafes, and bars have been steadily increasing. On May 31, 2021 alone, an increase of 38 % was recorded compared to the previous week. This is shown by an evaluation of the fintech company SumUp, which offers card terminals and a wide range of digital add-on services - in contrast to other service providers without fixed costs and without contract obligations. SumUp's solutions are therefore particularly attractive for small and micro businesses, for example in the hospitality industry.

Doubling of transactions in the hospitality industry

In the first 3 weeks after the reopening of the terraces on April 19, 2021, the number of transactions almost doubled: it increased by 93 %. This positive trend has continued after the reopening of the interiors. The average number of transactions per SumUp merchant is also higher than in 2019 - the year before the pandemic. This is a sign that the hospitality industry can look positively to the future and the upcoming summer season. This is because not only did sales figures increase in the first week after the interiors reopened, but the positive trend continued in the following weeks: on Saturday, June 5, 2021, sales increased by 15 % compared to the previous Saturday (May 29, before the interiors reopened). The sales increases can be explained on the one hand by the additional seating areas as well as the additional consumption due to longer stays in the guest establishments.

Small and micro enterprises invest in payment terminals

Businesses, which are often small, have to adapt to the changing payment behavior of customers. Even though cash is still widely used as a means of payment, the use of contactless payment or card payments is increasing. This is reflected in corresponding investments: already one week before the reopening of the terraces on April 19, an increase of 58 % in payment terminals sold was recorded. This positive trend was confirmed before the reopening of the interiors. A week before the reopening, the hospitality industry equipped itself with new payment terminals and the number of payment terminals sold increased again by almost 60 %. The hospitality industry ramped up its infrastructure because the relaxations were associated with positive future prospects.

A positive summer is on the horizon

The sharp rise in sales and increased demand for payment terminals are clear indications that the hospitality industry can expect a pleasing vacation season, with a very strong focus on card payments. "We are sure that it will be a good summer for restaurateurs in Switzerland. We are encouraged that restaurants, cafés, bars and clubs have also recognized this positive trend and are ramping up their infrastructure accordingly," says Vera Pershina, Country Lead DACH at SumUp.

Source: sumup.ch 

With the Export Award, Switzerland Global Enterprise (S-GE) honors successful, internationally active companies whose expansion strategy and consistent implementation are convincing. The Zurich-based start-up Nispera (data solutions for renewable energy systems), the Basel-based telemedicine provider Medgate and the Thurgau-based family business Penergetic (ecological and economical agriculture) have made it to the finals for the Export Award 2021. Which of the three companies will prevail over its competitors will be revealed at the award ceremony on September 30, 2021, when the winning company will receive the trophy from Ruth Metzler-Arnold, Chairman of the Board of Directors of S-GE.

Jury with renowned personalities

The honorary and independent Jury is made up of well-known personalities from the Swiss business, science and media worlds: Ralph Siegl (Jury President), Stefan Barmettler (Editor-in-Chief Handelszeitung), Martin Naville (CEO Swiss-American Chamber of Commerce), Emanuel Probst (CEO JURA Elektroapparate), Winfried Ruigrok (Professor of International Management at the University of St. Gallen HSG), Nicola Thibaudeau (CEO and Delegate of the Board of Directors MPS Micro Precision Systems), Franziska Tschudi Sauber (CEO and Delegate of the Board of Directors Weidmann) and Monika Walser (CEO de Sede).

The award not only provides companies with prestige among customers and partners and increased attention from the Swiss media, but also motivates the workforce and enables them to position themselves as an attractive employer. In addition, the finalists and the winner receive vouchers for export business support from S-GE, for example for a new market entry, a free Gold membership of S-GE for one year, a winner's trophy or certificate, and free tickets to the S-GE Foreign Trade Forum. They may also use the label "Export Award" as well as the image films produced especially for them.

The finalists for the Export Award 2021

• Nispera: Strong growth abroad thanks to targeted planning: Founded in 2015, Nispera provides data solutions for renewable energy plants. The Zurich-based startup's software-as-a-service (SaaS) platform is already in use at more than 150 wind turbines, 250 photovoltaic plants and 20 hydropower plants in over 25 countries. The 15-member international team generates more than 80 % of its revenue abroad. The goal is to develop further markets and increase sales abroad to 97 %. To this end, potential customers are identified by the Global Head of Sales and worked on by the team. Before the corona pandemic, the start-up also participated in relevant events in the target markets. Thanks to its good reputation, it now benefits greatly from recommendations by satisfied customers.
• Medgate: On course for international expansion with telemedicine: Medgate is Europe's leading telemedicine provider. Founded in 1999, the digital healthcare pioneer from Basel offers both patients and health insurers comprehensive and location-independent medical care - around the clock. Thanks to consultations via app, phone, video and chat, unnecessary visits to the doctor can be avoided and the quality of medical care can be kept high. Since 2014, the Basel-based company has been expanding and, in addition to Switzerland, is also present in the UAE, Philippines, India and Germany. As the best-known and most trusted telemedicine brand in Switzerland, it is now time to push ahead with the expansion strategy abroad and open up further markets.
• Penergetic International: export to over 35 countries: Penergetic has developed a technology that enables efficient and optimal use of natural resources in agriculture. This leads to better animal husbandry, high-yield crop cultivation, fertile soil and evaluation of manure and compost. The up-and-coming 20-year-old family business from Thurgau is present in over 35 countries and has an export share of 95 %. The complex local marketing is mostly handled by exclusive sales partners. They have the local know-how and a network in the field of agriculture. The aim is to continue to grow nationally and internationally by increasing sales volumes in existing markets and expanding the partner network.

Source and further information: Switzerland Global Enterprise S-GE

The global Covid 19 pandemic and the resulting rapid surge in digitization are influencing our working world to an unimagined extent. In order to remain successful in the market, companies must both rethink their business models and establish alternative forms of work. This has direct consequences for personnel recruitment and talent management. Problems that have been hidden by economic success in recent years are now mercilessly coming to light: Succession management of executives is being criminally neglected, according to a long-term study by Transformation Management AG from St. Gallen. And this despite the fact that many millions of well-trained baby boomers are about to retire.

Four levels of maturity

Even in the first stage of the study, in which around 300 companies from the entire DACH region have participated since 2009, there were only halfway usable testimonials for very few companies. However, among the 60 companies that were surveyed again in a follow-up study, hardly any changes can be detected. Numerous names from the top tier were also examined, such as Voestalpine, Deutsche Börse, Migros, EnBW and Bosch. All the companies surveyed again together employ 1.4 million people and achieve a total turnover of 373 billion euros. But for ten years, their average rating in talent management has remained at the second lowest level of maturity.
Four levels of maturity would be possible on the benchmark developed by Transformation Management AG to measure successful talent management. Starting with ad hoc staffing of positions up to future-oriented, strategic action. However, the best maturity level is still not achieved by any single company. Few at least maintain their position in the top group. Dr. Petra Reindl, who is globally responsible for human resources development at Munich Re, is among the top 25 percent with her company. The study enabled her to derive concrete steps for talent management in order to "make internal high potentials visible and bind them to the company with individual, attractive development measures."

If the baby boomers are missing, there is a risk of a rude awakening

However, according to study director Prof. Gerhard Graf, systematic identification and development of high potentials is very rarely seen as an urgent task in companies, even if HR departments rate corresponding packages of measures as very important: "The topic has been on the same spot for ten years!" In 80 percent of the organizations surveyed, no business management indicators are used, nor is the return on investment measured. Employers today have a much greater obligation to be attractive to future employees. However, there is a lack of initiatives to meet the increasing demands of the successor generation.
Instead of systematically working on young talent that is closely aligned with the strategic goals of the organization, those in charge usually see the necessary processes as nothing more than tedious compulsory exercises. "In three to five years at the latest, companies without initiatives in strategic talent and succession management will experience a rude awakening," Graf fears. He sees an urgent need for action in talent management, completely independent of the size of a company or the industry it comes from.

Systematic talent search is needed

The comparison of three values alone, in each case for the bottom and top quarters of all the companies surveyed, makes the relevance of systematic talent search and cultivation visible:

1. Companies with professional talent management show a 15 percent higher employer attractiveness (KUNUNU values, 2021).
2. They are also more successful as entrepreneurs. Sales per employee are 40 percent higher at the top quartile companies than at the bottom quartile companies.
3. At the top, only 25 percent of the positions to be filled are bought in from outside. In the bottom quarter, it is almost exactly the opposite, with a rate of 61 percent. It can be assumed that filling a position internally is financially much more favorable, less risky and more suitable, and is certainly associated with a higher level of loyalty to the company.

Filling the gaps of the baby boomers

In terms of the gender ratio in the pool of future managers, there has been only one woman for every three men for ten years, unchanged.
In recent years, companies have placed too much emphasis primarily on employer branding and invested a lot of money there, Graf explains. That attracts capable and interesting people. However, the promises of training and development opportunities are rarely followed by systematic and enforceable initiatives. Hardly properly trained, these hopeful talents leave the company again after only two to three years. Or as Dr. Reindl from Munich Re puts it: "Employer branding only works if talent and succession management purposefully takes into account the investment in personal development. Simple 'window dressing' does not produce sustainable effects." And that weighs heavily because now the retiring strong cohorts of baby boomers are leaving gaps that are difficult to fill. For now, to be sure, there is a truce in the "war for talent." But it's deceptive. After the Covid-19 crisis, the battle will flare up again with unimagined ferocity. And then the well-prepared organizations will prevail in the market.

Software alone does not provide a solution

Many companies are trying to cope with the talent problem that is rolling towards them by using HR software. For Graf, this is the wrong approach: "The need for action cannot be replaced by purchasing software. Without individual integration into the company strategy, an IT deployment with homogeneous software solutions that tend to be inflexible will only lead to a technical cementing of previous management mistakes."
Energie Steiermark AG shows how succession management is done systematically. "By 2030, around 30 percent of our 1,800 employees will retire. This is not the only reason why the topic of 'strategic talent management' is a focal point of our personnel development," emphasize board members Christian Purrer and Martin Graf: "We were able to derive valuable measures from an initial status survey of the Talent Management Index: From new internal personnel development programs, the focused promotion of women's careers and the establishment of our e-campus to the redesign of our employer branding. Talent management is firmly anchored in our corporate strategy."

Source and further information: Transformation Management AG

Suva reports a positive operating result of 241 million Swiss francs for the year 2020. The accident insurer was thus also solidly on track in the year marked by Corona, as it announced on the occasion of its balance sheet media conference. All insurance lines are financially in balance, the insurer announced. For all future benefits from all accidents and occupational diseases that have already occurred, there are provisions in line with requirements, Suva added. Due to special effects, Suva's insured will benefit from historically low premiums in 2022.

Positive investment result

Despite a challenging environment and an ongoing Corona pandemic, Suva achieved a good investment result for 2020. The investment performance reached 5.3 percent. The largest contribution to this result came from equity investments. After the turbulence in the first quarter, the equity markets showed a strong recovery in 2020. Thanks to its long-term investment strategy, Suva is able to invest significant portions of its assets in equities, real estate and alternative investments. This enabled it to achieve a positive result despite money market investments, which continued to suffer from negative interest rates. The good investment result allows for a refund of excess investment income amounting to CHF 526 million, or 15 percent of net premiums in occupational and non-occupational accident insurance for all Suva-insured companies, for 2022. The solvency ratio rose from 171 to 182 percent. Suva thus has sufficient solvency to meet legal requirements even in times of crisis. Suva's assets are fully earmarked. They cover Suva's obligations for around 82,000 pensions as well as future medical costs and daily allowances from accidents that have already occurred.

COVID-19 effect: extraordinary surplus

The number of accidents fell sharply, particularly during the lockdown from mid-March 2020. The second wave from October onwards also led to a decline once again. In total, Suva recorded 431,827 reported accidents and occupational illnesses. This is 10.0 percent less than in 2019. In terms of occupational accidents, it is apparent that the industries were affected differently by the Corona measures. While in some industries operations could be maintained despite restrictions, in others work was greatly reduced. The strongest decrease in occupational accidents was reported by the aviation industry with -54 percent. Suva registered a total of 161,468 occupational accidents. This is 10.8 percent less than in the previous year. The development of figures in non-occupational accident insurance was also characterized by a decline due to reduced leisure activities. In particular, the accident figures for team sports were down sharply. For example, Suva recorded 37 percent fewer football accidents. Leisure accidents fell by 10.9 percent overall.

Nevertheless: Higher accident costs

Accident costs, on the other hand, did not decrease to the same extent as the number of accidents, because the average costs per accident increased. Average medical costs per case rose by 3.6 percent and daily allowance costs per case by 6.3 percent.

The increase in costs per case is due to a disproportionate decline in minor accidents with short absences and thus a short duration of daily allowances. The main drivers were changes in accident patterns (e.g. fewer soccer accidents, which tend to result in shorter absences, but more bicycle accidents with older accident victims and longer absences) and restrictions in treatment options. The number of new pensions also continued to decline, with 1141 new pensions for disability cases. However, the costs per new pension increased significantly due to the reduction in the technical interest rate.

Overall, COVID-19 resulted in an extraordinary surplus of CHF 253 million. This surplus will be refunded to policyholders in 2022 in the form of lower premiums. The amount of the premium reduction is defined by the effectively observed cost decrease of the respective risk class. On average, the reimbursements will amount to 7.3 percent of net premiums in occupational accident insurance and 6.8 percent in non-occupational accident insurance.

Positive operating result leads to historically low premiums

While the average net premium rates for non-occupational accident insurance will increase slightly in 2022 due to the claims experience, the average net premium rates for occupational accident insurance can be kept stable. However, depending on the claims experience, there are very different developments in the individual risk classes, both in terms of net premium adjustments and Covid 19 reimbursements.

With the reimbursement of surpluses due to the Covid 19 pandemic and investment income totaling CHF 779 million, or 22 percent of net premiums, the average premium burden on policyholders will be historically low in 2022 for both workers' compensation and non-workers' compensation insurance.

Source: Suva

Now things are finally set to get going again, the corona-related ban on major events is gradually being lifted. And you can feel it not only in the MICE industry: The audience is craving for live events with personal contacts on site and is oversaturated with virtual webinars and conferences. Oliver Stoldt of MICE Service Group Switzerland did not remain idle during the "ice age" for events, however. His ambition was to be among the first to come up with major national events again as soon as conditions allowed. Together with Janine Heukamp, he started planning "The Circle Conference". But there is no "Plan B" and there never was for Oliver Stoldt, as he recently told the "Advertising Week" explained. He and Janine Heukamp believe in the new start of the industry.

The Circle Conference makes itself the subject

On July 1, 2021, the time will come: The first major trade show after the outbreak of the Covid pandemic one and a half years ago with an audience will take place in the newly opened "The Circle Convention Center" at Zurich Airport and will immediately make itself the topic under the title "The Circle Conference". In addition to well-known speakers on current topics, experienced representatives from the Meetings, Incentives, Conventions & Events (MICE) sector will discuss the future direction of the congress and event business, which has been completely shaken up by the crisis. These include event professional Schoscho Rufener, jazz festival organizer and St. Moritz community president Christian Jott Jenny, and Claudio Kaul, Vice President Group Operations & Team Lead Event Management Swiss Re.

Exceptional program, networking and exhibition

In addition, "The Circle Conference" on July 1 offers an exceptionally broad program with selected speakers, innovative workshops, expert discussions and stage talks. In a novel, interactive trade fair concept, destinations, conference hotels, incentive providers, event locations & meeting places will come into direct contact with visitors. "Networking is a significant component of our trade fair," explains Oliver Stoldt. "The direct exchange with industry representatives was missing in the Corona year. We notice that clearly in the already sold tickets and registrations of the exhibitors. The interest is huge in the restart of the industry, the future prospects and shows us impressively how great the need is."

Exciting presentations

The program of the "Circle Conference" is packed with exciting personalities and topics. Among others, the audience can expect solar researcher Bertrand Piccard, ex-Mr. Corona Daniel Koch and the honorary president of FC Basel, Bernhard Heusler. International experts Sita Mazumder, German Ramirez and Reto Wampfler will speak on digitalization, innovation, social selling and change management. On acute topics such as new work, new working worlds, communication, leadership and mobility, the auditorium will hear the latest insights from expert Leonie Müller, ex-FIFA referee Urs Meier, pilot group #clearedtoland, professional pilot Philip Keil and Cirque du Soleil "King of the Pickpockets" superstar Christian Lindemann. The "Circle Conference" will be moderated by business journalist and China expert Martina Fuchs and SRF presenter Florian Inhauser.

The Circle Conference thrives on genuine exchange

The organizers Janin Heukamp and Oliver Stoldt worked on the event planning with the hosting partners Flughafen Zürich AG, The Circle Convention Center, Hyatt Regency Zurich Airport The Circle and Hyatt Place Zurich Airport The Circle. For Janin Heukamp, it was clear from the start: "The trade fair thrives on genuine exchange and real encounters. Either the fair can physically take place or it will be cancelled." Due to the current situation and the conscientious preparation, the authorities then granted permission for the fair to take place in compliance with a strict protection concept and with a limited number of visitors. Between 800 and 1,000 visitors are expected. Admission is free of charge.

More information: www.circle-conference.com