Particularly due to the changing demands of Generation Y, the pace of modern working life and the growing competition from start-ups, feedback is also becoming increasingly important in the world of work. "Although a top-down culture still prevails, especially in German companies, a rethink is now taking place here. The renaissance of conversation is breaking up old command-and-control structures," reports communications expert and conflict manager Peter Kleinau of Executive Mediation GmbH, based in Königstein (Taunus), Germany. As a motivating factor, regular feedback promotes employees' identification with their tasks and at the same time acts as a central lever for recognition and appreciation. A good communication culture even influences sick days, staff turnover and the attractiveness of companies. Nevertheless, both employers and employees often find it difficult to give the right feedback. To ensure that good feedback is successful, there are a number of things to keep in mind.

Know yourself and your counterpart

"In order to give constructive feedback, it is helpful to get to know the character of the other person," says Peter Kleinau. Everyone reacts differently to feedback and consciously or unconsciously displays certain behavioral patterns. For example, some prefer clarity, while for others this kind of argument can already be too much. "Criticism is judged differently depending on how it is perceived. For a constructive exchange, it is therefore advisable to know not only your own intentions, but also the values and motivations of those involved," recommends Peter Kleinau. A basic prerequisite for this is the ability to detach oneself from the fixation on one's own person, to change one's perspective and to put oneself in the shoes of others.

Feedback to feedback

Professional feedback is the alignment of expectations and perceptions. This can only work really well if mutual expectations have already been discussed in advance. "In principle, it is important to discuss how to deal with criticism within the team," says Peter Kleinau. However, promoting open communication processes requires space and time. "Bosses and employees should therefore jointly agree on how often and in what form expectations should be clarified and how they would like to receive feedback. In addition, the individual perceptions of everyone involved must be respected. This builds trust across the hierarchy," advises the expert.

Dialog is not a one-way street

A one-on-one meeting once at the end of the year, so the widespread opinion, is enough to show which points still need to be worked on. But instead of making their own suggestions for improvement, employees often let their bosses do the talking - communication remains one-sided. "There is often a world of difference between what managers think is necessary and what employees want or need," explains Peter Kleinau. As a result, motivation suffers. In the worst case, a state of resignation sets in and clouds the relationship between manager and employee. "This is where critical feedback can be trained," adds Peter Kleinau, advising both sides to seek regular discussions, ask for honest input and listen actively.

Out of the method jungle

Sandwich, flashlight, or a traffic light after all? Instead of focusing on content, criticism is often all about rules, beliefs, and step-by-step instructions. This increases the complexity of the conversation, puts method ahead of content, and puts pressure on the feedback provider. "This is counterproductive," says Peter Kleinau. To establish good team communication, the first step is to create an awareness of successful dialog. In addition to studying classic communication models, training courses or moderated workshops can help here.

More information: Executive Mediation is a consulting company with offices in Königstein im Taunus and in Erfurt, which accompanies organizational changes primarily in medium-sized companies.

Over the past six years, the OMC has become an integral part of the Swiss e-commerce scene and is a valuable platform for exchange among opinion leaders, industry experts and representatives from business and science. True to the motto "You'll learn something here", national and international experts share their knowledge and experience, provide new food for thought and explain their approaches.

Visitors can look forward to exciting and up-to-date input from the various speakers. In particular, the three keynote speakers from three countries have interesting presentations in store. Prof. Dr. Dirk Morschett from the University of Fribourg will present the new Future Retail Switzerland study and highlight the most important future trends for retailers and manufacturers in Switzerland. A look at the Far East will be provided by Prof. Dr. Zheng Han, who will speak on digital innovation in China. The event will be concluded by the German expert for online marketing Karl Kratz. He will introduce visitors to the art of digital staging.

The OMC is organized by the GS1 Switzerland trade association, supported by the Internet agency iqual GmbH and Garaio AG as co-organizers.

For more information on the 2019 OMC, please visit: www.online-marketing-konferenz.ch/de

A regulation that costs a lot and to which only a few adhere anyway: Just one in four business travelers (27 percent) in Europe always thinks about the A1 certificate that is actually required when traveling to other European countries (Switzerland 23 percent). This is the result of a survey conducted by AirPlus International, a leading international provider of solutions for the daily management of business travel. Such an A1 certificate is required as proof of social insurance in the home country and is intended to prevent social dumping. Without the proof, the employee would have to pay into the coffers of his destination country.

More than half of business travelers violate regulation

Anyone traveling within the European Union as well as to Switzerland, Liechtenstein, Norway and Iceland has had to carry the A1 certificate since May 2010. Since this year, employers must now apply electronically. The new process has brought the issue more into the public eye. But despite possible controls and the risk of fines in individual member states: 44 percent of the business travelers surveyed said they were not even aware of this obligation - in Switzerland, this figure is as high as 51 percent. Seven percent of the travelers surveyed who are familiar with the A1 certificate do not comply with it despite being aware of it (Switzerland: six percent). This means that more than half of the business travelers surveyed (51 percent) always travel without this certificate. Just under a quarter of respondents (24 percent) said they sometimes have it with them.

High effort for companies

Currently, this certificate is required for every cross-border business trip, including, for example, visits to trade fairs, business lunches or meetings with colleagues from a branch of one's own company. "For the companies that have to ensure the electronic application process at the AHV compensation office, the effort is enormous. The same applies to the business traveler, who must submit the application before the trip in each case," says Andy Stehrenberger, managing director of AirPlus in Switzerland. The costs for an application are thus estimated at around CHF 75 - per trip and traveler. After all, there are efforts in the European Union to abolish this proof requirement for business trips again in the course of a revision of the rules. But the agreement already envisaged by the EU Commission failed in the spring at the European Council. "Following the European elections at the end of May and the constitution of the EU institutions Commission, Parliament and Council that has now taken place, measures to revise this obligation to provide proof can now be considered again as quickly as possible," Stehrenberger hopes. "However, to avoid unnecessary fines and additional payments, business travelers should continue to keep the A1 certificate on hand until then," he advises. AirPlus had asked more than 700 business travelers about the use of the A1 certificate in nine European countries, including Germany, France, Italy UK and Switzerland.

Forms and information on how to apply for an A1 certificate are available here: https://sozialversicherungen.admin.ch/de/f/5646

Anyone who wants to sell something often tries to convince his counterpart of his own product with numerous arguments. Prospective buyers, however, usually switch off in the face of this information overload. "That's why experienced salespeople not only prepare in detail for a sales meeting, but also analyze potential buyers' needs in an exchange with them. In this so-called needs analysis, they determine exactly what the customer really needs and can use this as a basis for more targeted advice," reveals Oliver Kerner, professional sales trainer, speaker and coach from Bremen and founder of OK-Training.

Solve problems

Needs analyses are an important part of every sales pitch because potential customers basically have no personal interest in a product. For them, neither the detailed company history nor the entire range of services plays a role, because they are simply looking for the best support for their challenges. However, if you don't know these, you've already lost. "Customers buy solutions. They don't want a drill, for example, but holes in the wall," Oliver Kerner knows and adds: "The goal of a needs analysis should therefore always be to uncover the prospects' problems, even if they may not yet have recognized them themselves, and to present an appropriate way out in the next step." This also involves putting oneself in the customer's shoes and finding out which product has the greatest benefit for them. Only in this way can a customized offer with high sales opportunities be created in the end.

Ask open questions

To understand the goals of potential buyers, they must be asked numerous questions during the needs analysis. However, closed questions to which interviewees only answer "yes" or "no" do not help in many cases. Instead, open-ended W-questions provide more detailed information. The question "Is quality important to you?" is often followed by a one-syllable answer. However, when salespeople ask, "What is important to you?" customers mention, for example, several characteristics in addition to quality, such as short delivery times, good accessibility of the salesperson and a reasonable price. "In particular, inquiring about what experiences the counterpart has already had is a good way to gather information. Because this is where many people indirectly reveal their wishes and expectations of a cooperation. If prospective customers report bad experiences, it is also possible to draw conclusions about what is essential for them. For example, those who criticize the complicated operation of the previous software obviously place a lot of value on programs that are easy to understand," explains Oliver Kerner. At this point, salespeople should not talk much themselves, but listen attentively and let the customers speak. It goes without saying that follow-up questions are allowed in order to give the prospective customer a good recommendation in the end.

For more information www.ok-trainings.com

Are managers really on the sidelines? Or do they just need to fundamentally adapt their role? In times of agile, independent teams and the general hype surrounding the start-up culture, it seems that the areas of responsibility of the classic manager are becoming obsolete. Many companies want to act more flexibly in order to adapt to the new challenges of digital transformation on the one hand and not lose sight of the needs of customers on the other. For this reason, they are currently focusing more on the proverbial start-up spirit, flat hierarchies, the mentality of short decision-making paths and the distribution of responsibility among all employees. As part of their digitization initiatives, companies are increasingly breaking away in the direction of self-organization and agility. The goal: more innovations and better customer orientation. After all, companies can generally act faster and more flexibly only if decisions are made where the relevant expertise is located.

Managers are by no means "written off

Inevitably, this cultural change leads to the weakening of long-established hierarchical structures. Teams are expected to organize themselves and make decisions. They work in a goal-oriented manner, are responsible for resources, communicate with partners or customers, and divide up task packages among themselves in a self-determined manner. In the future, they will largely take over former areas of responsibility of the classic manager. But how can such far-reaching changes be tackled? How can the transformation into a dynamic organization succeed? This is precisely where the role of the manager, which had already been written off, comes back into play. Managers and bosses are called upon to create the conditions and to moderate the change toward more responsibility and self-organization, as well as to ensure that the initiatives and ideas of employees support and advance the overall strategy of the company. They are the bridge between management and the employees, who are committed to working together in teams.

Managers are "enablers

Currently, employees often expect certain decisions 'from above' out of habit. If the 'self-organized company' is simply proclaimed and then everyone expects employees to suddenly behave in an entrepreneurial manner, this usually initially creates a high degree of uncertainty and the associated stress among employees and managers. Organizations need leaders to address this transformation in a targeted way - complemented by methods that give employees security, such as clearly defined roles. In addition, senior executives empower teams to perform their tasks and actively support the personal development of each individual. After all, purely hierarchical leadership with a sergeant at the top is no longer in keeping with the times. Instead, executives are evolving into enablers for employees in agile organizations. They take on the role of trailblazers for innovative and agile teams. Especially when solving complex problems and implementing projects, they pave the way for employees. In doing so, they show themselves to be open to new perspectives as well as innovations and motivate teams to pursue new ways of thinking or ideas. Managers must move away from the image of performance controllers and evolve into coaches for their employees.

Create a culture of innovation

In the wake of digitization, one of the most important tasks of senior executives is to help employees develop as individuals. Managers are needed who create a culture of innovation in which employees perform at their best and are committed. This is the only way to drive innovation. Agile innovation teams need guidelines and someone to watch their back. Self-organized teams must be encouraged in their decisions, they need time and space to develop, and they should also be allowed to fail. The manager is indispensable for accompanying this transformation - he or she supports employees and teams in developing from a strictly managed work situation in digestible steps to an autonomous team working on topics across the board.

It does not work without leadership

For the agile organization to succeed, it requires maximum transparency, short decision-making paths and direct feedback. To achieve this, however, the role of managers must also adapt and adjust to the changed tasks. The secret of a good boss or manager in digital times: He or she must delegate and empower employees to do their jobs to the best of their ability. At the same time, the manager must be given the necessary methods and control tools to enable and 'let go' of employees in organization-specific steps. After all, delegation only works if the person who is given the task is also able to carry and implement responsibility and tasks. To this end, control tools should be used, because these make it easier for managers to increase delegation and the expansion of the individual's area of competence and responsibility at low risk and to provide optimal support for the transformation. After all, leadership is essential - at least for organizations of a certain size.

Author:
Dr. Consuela Utsch is Managing Director and founder of Acuroc Solutions GmbH and AQRO GmbH. As a specialist, she has been advising medium-sized companies and large-scale industry for more than 20 years on the implementation of operational and project management processes, as well as in all areas of IT governance and the sustainable implementation of digital transformation and the associated change management. Dr. Utsch holds a worldwide patent on her AQRO method and is the author of the reference book "AQRO Stress-free and Efficient Human Resource Management".
www.acuroc.de / www.aqro.eu

At the end of May, Biella Neher-Holding AG (Biella Group) was fully acquired by the French EXACOMPTA SAS (Exacompta). As of June 30, 2019, the holding company was dissolved and integrated into Biella Schweiz AG, headquartered in Brügg near Biel. As part of this acquisition and restructuring, Marco Arrigoni, CEO of the Biella Group, and Markus Heinzle, Managing Director of Biella Schweiz AG, have left the company. As a result, Stefan Perrig is taking over the management of Biella Schweiz AG with immediate effect. Stefan Perrig has already been with Biella for seven years as Head of Supply Chain Management as a member of the Executive Board. In addition, as of August 1, Mr. Alexandre Sola will take over as Head of Sales and Marketing in Switzerland. Mr. Sola has been with the Exacompta Group for 12 years, where he held various roles in France, Germany and Austria. Most recently, he worked in the group company Registres Le Dauphin in the sales and marketing of the office area.

Biella intends to use the new opportunities arising from the merger to position itself as an even more powerful partner in the market, according to a company statement. For 2020, the Biella range will be expanded with a variety of new, mainly Exacompta products, for the Swiss market. In addition, the Biella brand will be further strengthened. New services and offers will follow in further steps.

www.biella.ch

"We are delighted with the rich and balanced program," explains trade fair organizer Cyrill Schmid. The intensive preparations have paid off in terms of both quantity and quality of the workshops and presentations. The line-up of speakers and experts alone is worth a visit to the trade fair and equals the volume of a trade conference.

Digitization moves companies

Anyone who wants to move successfully in digitalization needs solutions, knowledge and specialists. All three components can be found at the IT trade fair topsoft 2019. The fact that the new venue is the Umwelt Arena Schweiz, of all places, may be a coincidence, but it fits perfectly with the current concerns of society and companies. "SMEs do not move in a vacuum. They are in direct contact with digital developments, the social environment and economic goals," says Cyrill Schmid, explaining the positive exhibitor response to the new trade fair location.

It all comes down to know-how

Hardly any other event offers such a wealth of knowledge on the subject of digitization as topsoft. All presentations, panels, workshops and expert discussions can be attended free of charge on both days of the trade fair. The knowledge content ranges from concrete application possibilities throughout the company to current topics of digitization and practical recommendations for action. The future of work will be covered as well as the latest findings on artificial intelligence, virtual reality, data protection, digital ethics and much more.

Highlights for every taste

Which program items deserve special attention depends on individual needs. The agony of choice from the 27 presentations and 11 workshops at topsoft 2019 is great. For example, there is a choice of presentations by "Bionicman" Michel Fornasier, digital ethics expert Cornelia Diethelm, online pioneer Jörg Eugster or Swico CEO Judith Bellaiche. Workshops will be offered on topics such as digital presence on the web, Google online marketing, future design and many more.

"August becomes the digital bliss month".

For the topsoft organizers, a very good year is already shaping up for the traditional Swiss IT trade fair, explains Cyrill Schmid: "With the Umwelt Arena Schweiz, we have succeeded in making an important change to an optimally fitting format. This is also shown by the strong demand from exhibitors, speakers and workshop organizers. If the number of visitors is still right, August will be Switzerland's digital bliss month."

www.topsoft.ch

For many working parents, the summer vacations can cause stress instead of being a time of rest and relaxation. With most children in Switzerland out of school starting in July, many parents choose to work from home to balance both work and childcare. But productivity can suffer from distractions like family, pets or even noisy household appliances.

The biggest disruptive factors in the home office

The 2019 Global Workspace Survey, conducted by the world's leading flexible workplace solutions provider, IWG (International Workplace Group), found that work interruptions due to children or other family members are the biggest barrier to professionals taking advantage of working from home. The study of 15,000 respondents from 80 countries around the world found that more than half (62%) are distracted by their own family when working from home. The second most common reason given by home office workers is that work phone calls are often interrupted by children, families or pets (45%).

The top 5 hurdles for those working in a home office:

1. Children or families in need of attention (62%)
2. Children, families and pets interfering with professional phone calls (45%)
3. Difficulty accessing office equipment (printer, fax, photocopier, etc.) (43%).
4. Household sounds like doorbells, washing machine, dishwasher (32%)
5. Pets demanding attention (25%)

Increasingly, companies are offering their employees the ability to choose where, when and how they work, and there are benefits on both sides. Flexibility not only makes workers happier and healthier, but it can also have a direct impact on a company's health, with 85% of companies reporting a significant increase in employee productivity.

Alternatives to the home office

Location is an important factor in how easy it is for employees to switch back and forth between work and private life - especially for parents during the summer vacations. Flexible-use offices, such as those offered by Regus or Spaces, can provide an alternative to the home office. Working parents can massively shorten their commute times through such flexible workplace providers, which are now located in many regions in Switzerland. With two-fifths of people worldwide considering the daily drive or commute to work the worst part of their day (40%), working close to home is an increasingly popular option. In doing so, workers enjoy the newfound mental freedom, the facilities of a professional work environment in
close to home and thus work more productively. At the same time, being close to home makes it possible to balance productive work with adequate care for children during summer vacations.

Source: IWG

atedo AG has created a toolbox specifically for B2B companies. The Swiss experts for strategy and organizational development based in Zurich and Sursee call their approach "B2B Sales & Marketing Excellence 4.0". The toolbox supports companies in properly aligning their strategy, organization and culture with regard to the challenges of the digital future - and thus ensure sustainable business success, according to the company. "By 2024, the majority of B2B companies in Switzerland will be under massive pressure in sales and marketing," emphasizes André Fischer, Managing Partner and co-founder of atedo AG, which claims to be Switzerland's first B2B consultancy. According to Fischer, international studies also reveal this.

Systematically managing customer experiences

For more than eight years, atedo AG has been focusing on B2B sales and marketing as well as on strategy and organizational development. In the last four years, the consultancy has also intensively addressed the opportunities of digital transformation in this context. atedo conducted a survey with decision-makers and executives to find out where B2B companies in Switzerland stand when it comes to digital transformation in the area of sales & marketing. The findings based on this study flowed significantly into the development of the new approach "B2B Sales & Marketing Excellence 4.0" and complement the practice-oriented and theoretically sound knowledge of atedo AG.

Avoid bad investments

The B2B customer of the future will place ever higher and more complex demands on companies. The experts are therefore certain: companies will no longer be able to master the challenges posed by rising customer expectations without process automation. atedo believes that personalization and automation will fundamentally change the customer experience in the coming years. Alexander Wicki, Senior Advisor Digital Marketing & Sales of atedo AG, therefore advises: "It is important, for example, to automate processes with the aim of ensuring that lead generation and lead
qualification is made more effective and efficient. This creates more time for personal contact."

Personal contact is crucial

Today, customers are increasingly using online channels to find out about products, offers and best practice examples. "We know from experience that nowadays in B2B new customer acquisition, the customer's decision-making process is up to 60 percent advanced during the initial meeting. Customers therefore expect real added value in the exchange of information in a face-to-face meeting," says André Fischer, assessing the situation. The personal encounter is therefore becoming even more crucial to success, but it must be redesigned and optimally embedded in the digital and analog world of experience.

Recipe for success for satisfied customers in the long term

Sustainable corporate success is only achieved when strategic and operational goals, processes and culture are seamlessly integrated. The atedo model aims to unite precisely these three overarching fields of action. "Because only if the continuous optimization process takes place across all these areas can the conditions be created for satisfied customers and employees in the long term," adds André Fischer. To achieve this goal, atedo always develops solution paths together with its customers. "Through this collaborative and agile process, we involve employees in the project from the very beginning. As a result, they understand the underlying meaning, are actively involved in finding solutions and ultimately contribute to making goals a reality," Wicki knows from his own experience.

More information: atedo AG

Doing without a commute, coworking, or taking the kids to swimming lessons in the afternoon? What sounds like a dream to many is a reality for the four-person team at Ofri. This Zurich-based company has been operating an independent craftsmen's portal since 2011. Ofri's employees freely determine their work location and work schedule. With remote work, the focus is also on the work result of the employees and not on his or her attendance time.

Result more important than presence

"The result of the work is important to me. When and from where my employees work is not important to me," introduces Benny Hertach, founder of the craftsmen's platform. Since 2015, the Zurich-based company has been working completely location-independently. Its employees are currently located in Greece, Poland, Spain and Switzerland. The only thing he requires is that the time difference to the office in Zurich is a maximum of two hours. "During the first four years, I was the only employee of my company. During this time, I learned to appreciate the advantages of working independently. On particularly hot
days, I took a break in the afternoon and worked longer in the evening." For him, it was clear that he wanted to offer his employees the same freedom. Some team members are night owls, others work better early in the morning. Everyone knows when and where they are most productive, so he doesn't want to interfere artificially.

Documentation and regular meetings via webcam

The decentralized and asynchronous form of work requires transparent documentation. Using communication and project management programs such as Slack, Trello, or Confluence, employees can view the status, goals, and upcoming tasks. The team meets regularly - at least virtually. Using the video conferencing program Zoom, the Ofri team holds weekly team and project meetings. Here, too, meticulous documentation is kept, its employee Corina Burri recently told Forbes.

Company retreat as compensation

Remote work also has challenges, Hertach points out: "We don't just happen to meet in the coffee kitchen. There's a risk that the working relationship becomes too sterile." To counteract this, the Ofri team added a 15-minute culture session to the team meeting a year ago. For once, it's not about metrics optimization or customer service, but about weekend plans, series tips and favorite blogs.

For the past three years, the Ofri team has also held an annual company retreat. For five days, the team members meet in a city and work together on product development for the following twelve months. But the cultural part is not neglected. During one and a half days, the team indulges in a leisure activity together. Be it hiking in Malta, stand-up paddling in Lisbon or a conference visit in Zurich. It was also at the first company retreat in Malta that Silvia Piangou, responsible for customer service, met her supervisor in person for the first time. "I naturally looked forward to the first real meeting with excitement. We had been in daily contact via Slack and Zoom for two years, but had never met," Piangou says. "The tension dissipated with the first handshake," Piangou continues. She was amazed at how well she already knew her supervisor through digital collaboration. "The meeting allowed us to further strengthen our mutual trust," Piangou adds.

Search for professionals across Europe

"When recruiting, I could also consider candidates from far away from Zurich. The applicant radius increased, I was able to be more selective and recruit the people who really fit in best with us professionally and personally," that was the most significant advantage for him from an entrepreneurial point of view, explains Hertach. In his experience, he says, experienced employees in particular are not willing to relocate for a new job.

Source: Ofri

Egypt, Syria and other countries are at war with Israel as oil-exporting Arab states deliberately cut production to pressure the West regarding support for Israel. The price of oil rises rapidly. The Federal Council reacts to the shock with austerity measures for the economy and the population, reduces the maximum speed on the autobahn to 100 km/h and establishes a fuel quota. In addition, three car- and flight-free Sundays are proclaimed. People are now working in a goal-oriented manner on a long-term overall energy concept with the aim of achieving the most favorable, secure and independent energy supply possible, which also takes environmental concerns into account.

Developing countries without access to electricity

Developing countries were also hit particularly hard by the oil crisis. Even today, 1.6 billion people worldwide have no access to electricity. In 2015, the UN member states adopted the Sustainable Development Goals (SDGs) (www.un.org/sustainabledevelopment/sustainable-development-goals/), which define 17 different goals. Goal 7 aims to implement access to affordable, reliable and modern energy services by 2030. This is not only intended to achieve energy policy goals. Simplified access to energy is expected to bring other positive outcomes: Overcoming poverty, increasing food production, providing clean water, improving public health, expanding education, promoting the economy and advancing women.

What contribution do standards make to the United Nations SDGs?

The International Organization for Standardization (ISO) has defined over 200 standards related to energy efficiency and renewable energies https://www.iso.org/sdgs.html. You can find out which standards contribute directly to the achievement of Goal 7 of the SDGs in the clear list from ISO (www.iso.org/sdg07.html). ISO 50001 helps organizations to align themselves optimally with energy management so that energy costs and consumption are reduced and energy efficiency is increased.

The oil crisis as a turning point for technical progress

A lot has happened since the oil shock of 1973. Research is being conducted worldwide into sustainable and safe technologies. In Switzerland, Empa is also working on solutions for the mobility of the future. Christian Bach, head of the Vehicle Propulsion Systems department, is investigating ways of reducing the environmental and climate impact of road mobility. In the following interview, he reveals what we can expect from hydrogen in particular. Christian Bach has also already been involved in the development of the SN 277206 standard (Swiss standard for testing particulate filter systems).

In the 1970s, with the oil crisis, it became clear that fossil fuels are not available in unlimited quantities. What alternative drive resources are you currently testing at Empa?
In principle, the only alternatives to fossil sources are renewable biogenic energy sources and nuclear and renewable electricity. Since nuclear electricity is also to be phased out and biogenic energy sources have only a limited quantity structure, only renewable electrical energy remains. At Empa, we are therefore focusing on this.

You are testing a hydrogen system for refueling. Is that where the future lies?
There will be no getting around hydrogen, so the direct use of hydrogen should also be seriously investigated. There is much to suggest that hydrogen mobility has a future. However, we do not see the initial application in the passenger car sector, but in truck distribution traffic as well as local vehicles (municipal vehicles, buses), since these can already be operated sensibly with a limited infrastructure expansion.

How long has this test been running and what is the composition of the research team?
The plant was realized in two stages. The 350-bar refueling stage was commissioned in 2014 and the 700-bar refueling stage in 2016. Parallel to the realization of the refueling stages, energy and technological issues were investigated within the scope of projects. Central in this context were clarifications with Suva and the cantonal fire insurers in the area of safety and with METAS in connection with calibration capability. In parallel, detailed investigations and simulations were carried out on the filling of the H₂-tanks in the vehicle.

Is hydrogen available without limits?
Hydrogen does not occur in unbound form in nature, but must be produced. While "industrial hydrogen" is still produced primarily by steam reforming from a fossil energy source (natural gas) for cost reasons, "energy hydrogen" is produced electrolytically from renewable electricity. This is the only way to achieve CO₂-reduction. The central question is therefore whether renewable electricity is available without limits, and that is where we see the high appeal of this technology: Physically, there are actually no limits to renewable electricity. The sun sends much more energy to the earth than mankind will ever need. The difficulty is in "harvesting" this solar energy and transporting and distributing it.

Who is the supplier of hydrogen? Can hydrogen be produced in Switzerland?
As part of a study funded by the FOEN, we have investigated the potential for the production of energy hydrogen in Switzerland once the reduction of nuclear energy to the tune of 25 TWh and the addition of 50 percent of Switzerland's photovoltaic (PV) potential (approx. 25 TWh) have been implemented. For the first time, a high temporal and geographical resolution was applied. It is interesting to note that of the 25 TWh of FV electricity, about 10 TWh cannot be used in the electricity market, even when balanced over entire weeks, because electricity demand can already be largely met by hydropower. Export (as today) is also unlikely, as neighboring regions are also investing massively in FV and will therefore have electricity surpluses at the same times as we do. The only realistic alternative is hydrogen production. This couples the power sector with the mobility sector - we are investigating how this works in our mobility demonstrator called "move". https://www.empa.ch/de/web/empa/move

What exactly are these tests about?
We investigate the smoothing of FV peaks with batteries and power supply for electromobility as well as with hydrogen generation for fuel cell mobility. For this purpose, we have set up plants equipped with many sensors, for example, to investigate intermittent and dynamic operation with respect to aging/wear or the efficiencies in dynamic operation. We are currently planning to expand the plant with a methanation plant to convert hydrogen and CO₂ to produce synthetic methane from the atmosphere for gas-powered vehicles.

What are currently the biggest challenges with this method?
The biggest challenge is economic efficiency. It will not be possible to achieve economic efficiency by simply stringing together technologies. Optimally designed and operated systems are needed. These must also be able to be used for grid stabilization. Due to the low share of energy costs in the total costs in the area of road mobility, this is predestined as an initial application. In the longer term, other areas could then follow.

A hydrogen-powered sweeper is being tested in everyday use in Dübendorf. What are the current experiences with it?
The experience was very positive. Overall, energy consumption was reduced by well over 50 percent compared with diesel-hydraulic machines, in particular due to the change from hydraulic to electric power distribution. However, it is also apparent that the investment costs for such vehicles are still too high. It must still be possible to significantly reduce the fuel cell system costs for an application in such vehicles.

Where do you currently see the greatest potential for a fuel suitable for mass production?
We see truck distribution as the initial application area for hydrogen as a fuel, since electric and fuel cell trucks are exempt from the HVF and mineral oil tax. These account for around 50 percent of the total costs.

Will a single fuel replace gasoline and diesel? Or can different alternatives be expected?
No, we do not assume that. We think that the short- and medium-range applications in the passenger car, van and truck sectors will be covered electrically, and the medium- and long-range applications will be covered with synthetic fuels in internal combustion engine vehicles. These concepts all have similarly low CO₂-total emissions. In the passenger car sector, electromobility is likely to be mainly battery electric, while in the van and truck sector it is likely to be fuel cell electric.

Are there already plans for what will be tested next?
As already mentioned, we are currently planning to expand with a methanation plant. This will allow us to copy nature's energy supply (photosynthesis): the chlorophyll (leaf green) splits water into oxygen and hydrogen with the help of sunlight, and the hydrogen is converted with CO₂ from the atmosphere into carbohydrates. In our plant, these steps are carried out technically, and we do not produce carbohydrates but a hydrocarbon. However, the carbon cycle is closed just like in nature.

Are there any special efforts at Empa to reduce CO2 emissions in relation to workplaces and processes?
Empa has a high energy consumption due to the many laboratories and equipment with special requirements (vacuum, high or low temperature, air conditioning, etc.). Therefore, some time ago, an ambitious, CO₂-This concept is based on known and proven elements (e.g. energy-efficient refurbishment, low-temperature heating, combined heat and power, CHP) as well as on new technologies (e.g. anergy network, seasonal heat storage, waste heat recovery) and is now being implemented step by step. A major CO₂-source are the flights to conferences and international project meetings. Wherever possible, these are to be reduced by making journeys by train or car. We are also looking into the increased use of virtual meetings and are participating in campaigns to encourage commuters to switch to public transport or cycling.

Christian Bach, thank you very much for the interview.

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Consequence of the oil crisis: 20 years of Swiss energy law

On January 1, 1999, the first Swiss energy law came into force, 26 years after the oil crisis. To mark the 20th anniversary, the Swiss Federal Office of Energy (SFOE) is publishing a comprehensive review of an exciting piece of Swiss political history in a five-part blog series in 2019.

www.energeiaplus.com/2019/04/10/20-jahre-schweizerisches-energiegesetz-teil-1/

Empty highways, main roads and byways characterized Switzerland on November 25, 1973. "Pearls from the Archives" of Swiss Radio and Television (SRF) shows the historic film footage: https://www.srf.ch/play/tv/doku-plus/video/autofreier-sonntag-perlen-aus-dem-archiv?id=84a4818a-f9a1-41c9-bf3d-4ee627c61bf3

Those who did not want to give up their beloved Sunday outing had to do it without the car, which was so revered at the time. The first Sunday driving ban in Switzerland turned out to be a real happening: old bicycles were taken out of the cellar and made roadworthy again, the streets became roller skating rinks, and strollers strolled along major traffic routes. The Swiss took the first Sunday driving ban with a lot of humor, even if the background was extremely serious.

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Sources for the entire article: Swiss Federal Office of Energy (www.energeiaplus.ch), Wikipedia, German Development Institute.

Swiss companies are working resolutely on the energy turnaround. This is according to the Fleet Barometer 2019, a study conducted annually since 2002 by Arval, one of Europe's leading specialists in full-service leasing and fleet management. Arval Mobility Observatory is a think tank in the areas of fleet and mobility. The Fleet Barometer study, which has been conducted annually in Europe, the UK and Switzerland since 2002, provides detailed and accurate information on trends in corporate fleets.

E-mobiles on the rise in corporate fleets

Already 23% of Swiss companies have integrated an electrified vehicle (fully electric, hybrid or plug-in hybrid) into their fleet. In the segment of the largest companies (500 employees or more), this figure is as high as 56%. When companies are asked where they see themselves in three years, the figures are even higher: In addition to the 23% of companies that already have electrified vehicles, another 22% of companies are considering equipping their fleets accordingly. Potentially, then, 45% of companies will incorporate alternative energy into their fleets within the next three years. For companies with 500 or more employees, this figure rises to 72%. According to the current product offering on the market, 32% of Swiss companies plan to switch to an electrified fleet using fully electric vehicles, 30% using hybrid vehicles and 19% using plug-in hybrid vehicles.

Strong commitment to reducing CO2 emissions

Every second company (51%) implements measures to reduce fleet emission levels. Among the largest companies (500 employees or more), this figure even rises to 71%. These values are in line with the European average, while the taxation of fleet vehicles in Switzerland is much less based on CO2 emissions than in other countries. The sustainable aspect is reflected in the fact that, in addition to maximum CO2 emission targets, Swiss companies also limit particulate matter and NOx (nitrogen oxides) emissions as part of their automotive policy. 27% of the Swiss companies indicated that their vehicle policies have already been influenced by the results of the new WLTP tests (Worldwide Harmonized Light-Duty Vehicles Test Procedure, legally required test procedure for fuel consumption and exhaust emission limits). Over the next three years, more than half (52%) of Swiss companies are expected to recognize the results of these tests for their vehicle policies. When asked what they would do if automakers could offer diesel vehicles with the same pollutant and particulate emissions as gasoline vehicles, they indicated that they would further reduce the proportion of diesel in their fleets so that they could include alternative energy vehicles in their mix.

Alternative mobility solutions are in vogue

Another finding from the study is that Swiss companies are actively addressing the many challenges that mobility poses for their employees. For example, they recognize the importance of company vehicles for employee mobility and continue to expect their fleets to grow. Companies continue to use company vehicles as an element of HR policy to attract and retain talent at all levels. However, the proportion of these companies declined last year. Companies also want to optimize the environmental mobility balance of their employees. As a result, Swiss companies are particularly positive about alternative mobility solutions such as carpooling and car sharing - combined with a corresponding reduction in the size of the vehicle fleet: The share of companies that have already implemented or want to implement such alternative mobility solutions is high in Switzerland (34% and 36%, respectively) and has shown a clear upward trend since 2018. In this respect, Switzerland is well ahead of the other European countries: ranked 1 out of 12 for car sharing and 3 out of 12 for carpooling - this represents an improvement of five places and one place respectively compared to 2018.

Swiss companies consider mobility budget

30% of Swiss companies (+12 points compared to the European average) have or are planning comprehensive mobility approaches such as the mobility budget, similar to the SBB Green Class offer launched by SBB, in which Arval acts as a strategic partner. The mobility budget makes it possible to offer employees user-centric mobility solutions within a predefined budget. In addition to the company car, employees have access to solutions such as electric vehicles, trains, P+Rail parking and other services (cab, short-term rental, public transport, etc.). According to the survey, 41% of companies with more than 500 employees already have mobility budgets in place or are interested in doing so (+11 points compared to 2018). 21% indicated that such approaches may well enable them to reduce their fleet size by replacing vehicles that have previously been individually allocated.

Source: Arval