As of July 1, 2019, Stephan Ulrich (39), who holds an EMBA / MAS, has assumed the position of Chief Sales Officer at Cyberlink and is a new member of the Executive Board. Ulrich has served as Key Account Manager at MSP since 2013 and has contributed significantly to the success and growth of the company. Empathy, partnership-based thinking as well as closeness to customers are among the characteristics that distinguish Ulrich, who enjoys traveling, ice hockey and tennis in his free time. These qualities have also enabled him time and again to incorporate customer wishes and needs into product development, making it dynamic and customer-oriented. Before joining Cyberlink, Ulrich held various positions at Swisscom from 2006 to 2013.

Ulrich will report directly to CEO Beat Tinner. He explains: "I am personally very pleased that Stephan Ulrich, after more than six years at Cyberlink, has been recruited as the new Chief Sales Officer and member of the Executive Board and will continue to drive the company's growth. From the beginning, Stephan Ulrich has proven to be a reliable, dedicated and honest partner to our demanding business customers. In doing so, he has implemented very important and beneficial projects for customers on the Cyberlink network and cloud infrastructure. Together with our strong Operations and Engineering, he manages to do almost unbelievable things."

Stephan Ulrich adds, "I am very excited to lead the sale and work with the entire Cyberlink team to provide our partners and customers with customized managed service solutions that make business sense. This is the prerequisite for the sustainable growth of our company."

Source: Cyberlink

Megatrends such as digitization, increasing occupational mobility and demographic change are presenting companies with new challenges. These must be met with innovative solutions. To do this, companies need specialists and managers with the appropriate skillset. This is where continuing education institutions come in. Within the framework of higher vocational education and training, they prepare specialists for demanding technical or management tasks.

The rapid changes in the economy and the market for skilled workers are clearly outlining an education revolution that will have a massive impact on the Swiss education system in the coming years. So where do we go from here? How must education be reshaped? The symposium "Continuing Education for Practice 4.0" shows possible solutions for the new challenges. Renowned speakers from the world of education and industrial practice will discuss topics such as the need for education in the digital revolution or the revolution in teaching. With the symposium on September 3 at the Gottlieb Duttweiler Institute, the sfb University of Applied Sciences together with Swissmem Academy aim to create a new platform for dialogue between higher vocational education and training and industry in this time of change.

Details and registration: https://www.sfb.ch/ausbildungsangebot/Kurse-und-Seminare/Symposium

Location: Gottlieb Duttweiler Institute, Langhaldenstrasse 21, 8803 Rüschlikon, Switzerland

Time: 03 September 2019, 08.30 to 14 h

Cost: CHF 240 per person.

Modern, digital and attuned to young employees: In Swiss companies, 18- to 34-year-old professionals in particular seem to be satisfied with their digital workplace. Well over half (55 percent) of these younger employees already find the digital workplace (very) modern in terms of hardware, application programs and access to the digital working environment from outside the company. Almost as many of them (54 percent: "strongly agree" and "agree") observe an open culture that focuses on sharing information and collaboration.

By contrast, only 40 percent of 35- to over 55-year-olds feel this way. Also, only 45 percent of them consider the digital workplace to be (very) modern. These are the findings of a recent YouGov survey commissioned by the full-service intranet agency HIRSCHTEC among 251 professionals in Switzerland who work mainly in offices.

Young professionals feel well supported by digital tools

A similar picture emerges with regard to digital work equipment: While more than half (53 percent: "completely agree" and "agree") of 18- to 34-year-olds already perceive digital work equipment as helpful for internal communication and collaboration, not even half (47 percent) of 35- to over 55-year-olds see it that way.

"The results show that there are definitely differences between the generations when it comes to the digital workplace in Switzerland. Whereas more than half of young employees seem to be completely satisfied with the digital workplace and the modern corporate culture practiced in the company, older employees see a bit more catching up to do here," says Lutz Hirsch, managing partner of HIRSCHTEC. "For Swiss companies, it will therefore be increasingly important to pick up especially the older employees, who often also hold management positions."

Generation-independent: There is a need to catch up when it comes to the spatial equipment of office space

Swiss companies are thus faced with the challenge of increasingly addressing the needs of more experienced professionals, training them in the use of digital tools and anchoring the cultural change in their minds. In this way, they can ensure that they make meaningful use of the new interactive tools in the digital workplace for their management and leadership tasks and drive the transformation forward as digital leaders.

However, younger and older employees do not differ in one respect: Only 51 percent of them agree (completely) that the spatial configuration of their office space promotes exchange and communication. Consequently, holistically conceived "digital workplace" concepts do not yet seem to be fully established in many Swiss companies.

DACH region: Digital work equipment has highest priority in Switzerland

If we also compare the survey results for Germany, Austria and Switzerland, it is striking that Swiss professionals (77 percent: "yes, completely" and "yes, rather") are by far the most likely to feel that digital work equipment is highly relevant in their company (Germany: 69 percent, Austria: 68 percent). Among 18- to 34-year-old employees in Switzerland, as many as 80 percent believe that digital hardware and software are highly relevant.

"This also coincides with our observations. Swiss companies in particular have a great awareness of the positive effect of modern digital work equipment on their own employer attractiveness. An awareness that has already arrived in many, but by no means all, German and Austrian companies," says Lutz Hirsch.

Source: https://hirschtec.eu/

Last May and June, 71,834 participants from 2,397 companies covered 17,510,088 kilometers of their way to work by bicycle. The CO2 equivalent is 2,521 tons, which corresponds to a beech forest with 201,000 trees. On average, participants biked 244 kilometers to work on 19 days. "More and more people want to cycle because it is healthy and fun. I expect the authorities to recognize the signs of the times and move forward with improving the cycling infrastructure," says Aline Trede, Vice President of Pro Velo Switzerland.

Successful bicycle campaign since 2005

For 15 years, thanks to bike to work, numerous commuters have found their way to the bicycle and become enthusiastic about the bicycle campaign. They are usually surprised how easy it is to get to work by bike and what a positive effect cycling has. Rebecca Schwob from Waldenburg joined bike to work for the first time and is thrilled: "I got a taste for it and bought a great new bike and will continue to bike to work!"

Werner Bärtschi, Chief of Police of the Upper Fricktal Police, states: "It is impressive how many kilometers are accumulated, even if it is only a few people who cycle to work. bike to work shows that everything starts in "small" and that everyone can make their individual contribution. And if, as with bike to work, many people do the same thing together, then something big can come out of it that has a positive effect."

Health promotion for companies

bike to work stands for more exercise in the working day. Anyone who rides a bike to work has already done part of the recommended daily exercise. Health-promoting measures in the company, which also include bike to work, are also of economic importance. Healthy employees are less likely to be absent from work and are more productive. Costs arising from illnesses can thus be reduced.

• 71,834 participants +11%
• 18,815 teams +11%
• 2,397 establishments +13%
• 17,510,088 kilometers +10%
• 1'334'328 Velotage +8%
• 2,521 tons CO2 equivalent +10%

1. Zurich 535 plants
2. Berne 488 farms
3. Aargau 196 farms
4. St. Gallen 178 plants
5. Lucerne 150 farms

More information

"Switzerland is an attractive innovation hub for companies and startups. With Business Innovation Week, we want to make this even more tangible!" says Ewa Ming, initiator of Business Innovation Week (BIW) and known as the long-standing organizer of the Swiss marketing trade fair SuisseEMEX and the Digital Summit. BIW creates a new knowledge and networking platform for Swiss entrepreneurs, future shapers and founders. "Think new, act new". This claim characterizes the BIW program and stands for innovation, future dialogue and sustainability.

Business Innovation in "Festival Style

The large-scale event in festival style transforms the vibrant workplace of Zurich Oerlikon into an inspiring, interactive forum for business-relevant innovations and business models. The focus is on: Digitization, New Work, trends and the latest technologies for the modern working world - implemented in a very practical and understandable way. In the first week of October, around 10,000 trade visitors will experience European premieres from humanoid robotics, 5G applications, artificial intelligence, cyber security and best practices for innovation culture. The program includes 300 keynotes and presentations, 200 events with live experiences, company tours and business networking.

Future-Conference @StageOne

Artificial intelligence, blockchain, cyber security, new work, virtual reality, humanoid robots, smart data - digitization is drastically increasing the pressure to innovate. They are the driving forces for companies and the economic development of Switzerland. The Future Conference from October 1 to 3 at StageOne creates a unique forum for decision-makers and shapers of the future from business, science and politics for dialog and exchange with practical approaches to solutions for the digital world. The Future Conference is aimed at C-level decision-makers and executives and presents a top-class program with international keynote speakers, CEO panel discussions and interviews.

Academy @MFO House

Exciting practical presentations, lectures and master classes take place in the studios of the MFO House. Women in business are increasingly making their mark: competent, authentic, strong - women are still shaping the corporate culture too little, but more and more. The Academy focuses on innovation culture and leadership, self-branding and storytelling, brand building and strategy.

Live Experience @Hall 622

For three days, the former ABB Industry Hall 622 will become an interactive, cross-industry meeting platform and inspiring future exhibition. Around 150 companies will be showing their new products. Visitors can expect robot premieres, drones, VR experiences, 3D printers and services for the new working world, creative marketing solutions and business software. And robot "DJ Mecabot" will then rock Hall 622 at the afterwork parties.

To the program: https://www.businessinnovation.ch/de/future-conference/

Opacc Software AG has been training apprentices for 22 years. Currently, two EFZ media technicians start each year in the promising and sought-after profession. For Marco Stuber, the person responsible for apprenticeships, the effort pays off: "Training young people in ICT professions is enormously important in order to counter the shortage of skilled workers in our industry."

Maximum 90 hours of work!

For the practical final project in his last year as an EFZ media technician, Flavio Waser was able to draw on a wide range of resources: the freshly graduated professional succeeded brilliantly with a short film about the Opacc Software AG campus in Rothenburg. Specific framework conditions had to be met for the project. Flavio Waser: "The rules and conditions are defined by the education ordinance. It also states how much time may be spent on the practical final project. It's a maximum of 90 hours!"

Final project with short film

The topic of the practical work is always defined by the training company. This year, vocational trainer Marco Stuber found the choice of topic particularly easy: "With the move to the OpaccCampus, it quickly became clear that this year's IPA would be based on the new company building. So the idea for a short film came up quickly." The film is intended to express the fascination of the OpaccCampus and to provide an appropriate insight into the workspaces. The length is limited to four minutes and an interview with CEO Beat Bussmann and CTO Christian Reiter is also to be embedded. Flavio Waser: "Now I was able to start with the script, let my drone fly, and then, last but not least, finalize the editing and sound."

The video is available at https://youtu.be/zioPH2k-F9M to see.

"Together, companies can serve customers much better than they can alone," Gabriela Keller, CEO of Ergon, opened the conference. "Sales channels are being supplemented or completely replaced by digital platforms." And fast. In order to keep a clear head for developing innovative approaches amidst the rapid development, a "razor-sharp focus" is needed, said management consultant Nicole Brandes: "I often find in companies that executives fall prey to incredible operational stress. We need people to create a future where we use technology and use people. Not the other way around."

Connected world with augmented reality

Ergon demonstrated how this can work in a playful way with an augmented reality app developed especially for the event. The app allowed guests at the "Beer, Bytes and Beats" to find the person they wanted to talk to among Ergon employees and locate them in the Lake Side, as well as contact them via instant messaging. "This is not just gimmicky, but with this we also want to show what is possible with AR and how stable such solutions have become," said AR Technical Lead Daniel Neubig. The app was actively used by guests. Also putting technology to the benefit of people was Anja Graf. "Digital innovation is not an option, but an essential factor that determines the lifespan of a company. If you don't keep up in today's networked world, you've already lost anyway," says the entrepreneur. She founded the company VISIONAPARTMENTS at the age of 21. With her digital platform, Anja Graf wants to become the leading provider in the serviced apartment industry.

Ecosystems and the Cloud

"Switzerland is a high-tech location and there are many companies here that depend on IT and have a strong interest in cloud technologies. Cloud technologies are basic services that are refined and adapted to local needs with the help of strong partnerships and third-party providers," explained Christian Sciullo, Country Manager CH & AT, Google Cloud. He was joined by Roman Hugelshofer, Managing Director Application Security and member of the Ergon Executive Board. Collaboration with third-party providers must also be examined in application development in order to ensure the necessary speed in development. He is convinced that customized solutions are the most successful for this. This is the only way to ensure high agility and adaptability of the company.

Digitization must be part of the corporate culture

"Banking is needed, banks are not," Jan Brzezek, CEO and founder of Crypto Finance AG, quoted Bill Gates. The international lifting of Swiss banking secrecy has opened up the opportunity for the financial industry to reposition itself and establish itself as a hub for digital innovation, for example in the area of blockchain, he said. One company that has been successfully implementing this for years is Hypothekarbank Lenzburg. Its CEO Marianne Wildi was named CEO of the Year by "Finanz und Wirtschaft" for her digital strategy. "Digitalization belongs in the corporate culture," said Marianne Wildi. She added that innovation requires freedom, for which in turn a more flexible budget is needed. Getting the CFO to accept a more dynamic approach to financial planning takes a lot of convincing. The mortgage bank focuses its innovation on the customer and places its future on the three pillars of people, technology and banking license. "I am not afraid of new technologies and I am aware that technical change can happen very quickly," Marianne Wildi concludes.

Source: Ergon computer science

Do we want to give way - or set a course? This is a legitimate question in view of current market developments, noted Christoph Romang, President of ZUSA Independent Shoe Retailers, in his review of the year. "We are confronted with various challenges such as digitalization, new market structures and changing customer behavior. We have decided to set a course and work around the obstacles to remain financially stable and independent in the future."

Sales psychology: the first impression counts

That is why ZUSA consciously invests in the training of its members. Sales psychology, for example, is an important success factor in sales. That's why ZUSA is offering its member stores a one-day workshop with trainer Christine Meyer-Keller on four different dates in the fourth quarter of 2019. "We want to provide valuable impulses, for example, on first impressions in the store, on the topic of clarity and confidence in dealing with customers, or on how to conduct conversations," ZUSA Managing Director Hansjörg Egli promoted this new training offer, emphasizing that stores can use this knowledge to set themselves apart from their competitors.

Digitization and marketing

How can Facebook and Instagram be used successfully for your own business? And how effective is your own website? This is the topic of another digitally oriented training offer for ZUSA members. In a personal training session, they will receive practical advice on how to present themselves in the social media. In addition, the websites of member companies will be assessed. "This new marketing package includes numerous other tools, including Facebook- and Instagram-enabled material with which course participants can professionalize their advertising and PR activities," said Hansjörg Egli.

In the marketing area, ZUSA is launching its own men's shoe brochure "Casual" in view of the spring-summer fashion 2020. As Hansjörg Egli informed, all potential men's shoe suppliers are to be won over for cooperation and cost sharing. According to Hansjörg Egli, ZUSA has created the necessary technical basis for even more efficient cooperation with suppliers and digital data exchange. Members can obtain additional information directly from the ZUSA office.

From succession planning to trend information

Further topics to be included in the training program in the near future are succession planning, occupational pension plans and the organization of deputies. The tried and tested ZUSA specialist course, an important component of apprenticeship training, will also be held this year in the usual framework with the existing team of lecturers. In September 2019, the trend information as of fall/winter 2019 with Marlies Brogli is again on the program.

Christoph Romang resigns as president

Major personnel changes are imminent in the administration of the ZUSA Cooperative. The long-time president Christoph Romang is stepping down after his 12-year term as chairman and a total of 15 years as a member of the administration. He was honored with great applause at the general assembly for his calm, level-headed and professional way of leading the ZUSA ship. Willy Gwerder, also a long-time member of the administration, was elected as his successor. With Sonja Morger there is another departure at the top of ZUSA. Among other things, she has been involved with topics related to social media and digitalization. The general assembly elected Erika Barth as her successor. Furthermore, Samuel Schneider, whose father Ueli was on the ZUSA board for several years, was also elected to the administration. All other members of the administration stood for re-election. Esther Albiez will take over the office of Vice President.

www.zusa.ch

The website www.annanow.com consists of an online brokerage platform for express courier services as well as connected insurance services and payment solutions. Founded in March 2017, the Fintech company is already spearheading digital transformation in the delivery business. With over 5,000 stores and around 100,000 cabs and bike couriers, Annanow ensures instant deliveries in 10 to 60 minutes - all via an app. All couriers are socially insured and local businesses and jobs are secured.

Striking a chord with the times

"Annanow strikes a chord with the times," says Andreas Buhl, explaining his lead investment and emphasizing: "Wholesalers and local businesses receive the fastest and cheapest delivery service in Switzerland on just one app. The highlight: Annanow determines the geographical availability of products for each order and enables local delivery via the crowd-based supply chain by activating transport participants already available on site, such as cabs, bike couriers and private individuals. Distances become so short that deliveries can even be made on foot or by streetcar.

Fighting Amazon and Alibaba with a multi-million investment

An innovative and environmentally conscious concept that also convinces investors. Serial entrepreneur Andreas Buhl developed over 20 business units himself and is investing a single-digit million amount in the innovative startup as of June 2019. Commenting on his commitment, Buhl says: "Annanow has recognized the needs of consumers, SMEs and wholesalers: Instant gratification through delivery under 60 minutes, easing the burden on our roads by reducing inter-regional transport movements and the associated benefits for our environment. Networking Swiss SMEs, retailers and traders also creates a national distribution structure that can win the battle against Amazon and Alibaba."

Tailwind for further expansion

With his million-dollar investment, Andreas Buhl is sending a clear signal of his confidence in the innovative strength of the young Swiss startup. Patrick Keller, CEO of Annanow, is delighted: "With the financial investment by Andreas Buhl, our company is getting a strong tailwind. This allows us to push Annanow faster throughout Switzerland and to tackle our rollout in Austria and in Germany. Of course, we are still looking for investors to make the market even more efficient."

It was a small, manageable crowd of visitors who gathered at the Hotel Radisson Lakefront in Lucerne on the afternoon of June 26, 2019. However, this "intimate" setting allowed for an in-depth discussion of the conference topic "Leading SMEs to international success". The Institute of Business and Regional Economics of the Lucerne School of Business had invited Prof. Dr. Ingo Stolz to the event. He led a research project on "SME internationalization", which was supported by the Swiss Society for Organization SGO and financed by Innosuisse. This research project dealt, among other things, with the question of how an SME can be led to successful internationalization and how international market success can be secured in the long term. It is surprising how little was known so far about the right answers to this, writes Prof. Stolz in the foreword to the study.

What it takes for international success

Together with Thomas Affolter, Partner and Head of Market Region Central Switzerland at KPMG, Prof. Stolz summarizes some key findings from the research project. SMEs that want to position themselves internationally find themselves in various areas of tension. For example, it is a matter of the role of the manager as well as - and this is often decisive - existing competencies and resources. "SME internationalization is a leadership task," Affolter and Stolz agree. Internationalization essentially results from entrepreneurial processes that are characterized by continuous and proactive action, as a basis for creating and identifying opportunities, they said. From the study of the various "internationalization paths" of SMEs, a pattern consisting of three phases can be identified: First, a start-up phase, which involves the exploration of opportunities. This is followed by a consolidation phase, during which the companies test and evaluate various options. This is followed in the establishment phase by the consistent implementation and scaling of concrete internationalization projects. For this to succeed, risk awareness, strategy, an organization's ability to learn, entrepreneurial spirit, intercultural knowledge, international partnerships and a market orientation based on knowledge of one's own strengths are required. As part of the research project mentioned above, an instrument was developed to measure and benchmark the "internationalization capability" of an SME.

Swiss quality for the Asian market

Katharina Ueltschi provided an insight into what internationalization can look like in practice. She is Managing Director of Bernina Singapore. She, who also lives in this city-state, has made it her mission to popularize sewing with Bernina sewing machines in the Asian region. She reported how she was able to use her international network, which she had successively built up during her various professional positions with large luxury brands, to create a branch in Asia. "The network is absolutely crucial," Ueltschi said. It was the only way she was able to gain a foothold with the Bernina brand in the first place. In Singapore, for example, it is crucial to know the important tycoon families personally. In addition, she primarily moves in local networks, "not in the many expat clubs. Because then I could just stay in Switzerland," Ueltschi continues. This cultivation of relationships has also enabled her to open a concept store for Bernina machines in a good location. Her strategy is clear: direct to the end customer, without intermediaries. Accordingly, Katharina Ueltschi is currently investing a lot in marketing at Bernina Singapore in order to increase "brand awareness" - "this is an absolute must!" - to increase.

Workshops show different internationalization strategies

In three workshops, other companies provided insight into their internationalization strategies. Pohland AG, a system supplier for mechatronic assemblies and systems with 17 employees, currently generates only 8 percent of its sales abroad, primarily in Germany. Managing Director Carsten Pohland has set himself the goal of increasing this share to 20 percent in the next five years. The initial approaches have been promising, and now the German market is to be further developed through targeted measures along the customer journey - always within the scope of the possibilities available to the small company. A much larger company is Leister AG, a manufacturer of equipment for welding plastics. In his workshop, management member Christoph Baumgartner gave the attendees practical advice on what companies should look for in their internationalization strategies. Last but not least, he referred to the experiences his company has made, for example with an organically grown network of distribution partners. The startup SwissLuggage AG with CEO Jürg Mischler, on the other hand, proceeded very systematically: For the international distribution strategy, it first analyzed the already existing structure, identified best cases, and used a SWOT analysis to show the targets and strategic options. Based on this, the manufacturer of high-quality luggage developed a concrete scenario, which was then implemented. The results are promising: thanks to a sophisticated display solution, the products attract increased attention and sales figures in the retail trade.

Many correct answers

In front of the plenum, Jürg Brand, Chairman of the Board of vonRoll hydro AG, then explained innovation-driven international perspectives on the one hand - shown by the example of "zerowaterloss", which is intended to prevent water losses through leaking pipes - and on the other hand Oliver Imfeld, manager of DJ Bobo, showed what can be learned from his international business success. After all, even a show star is ultimately an SME.

Overall, the International Leadership Forum Lucerne was characterized by a great closeness to practice. The companies present and involved in the research project were able to show that there are many correct answers to the question of how to lead an SME to international success. We look forward to the further development of the event and its next execution. In any case, we hope that the International Leadership Forum Lucerne will have a broader impact.

More information:

• https://www.hslu.ch/ilfl (with links to the individual speakers)
• To the study (directly as download or to order via a form: https://www.hslu.ch/kmu-international)
• Interview by Ingo Stolz at CNN Money Switzerland: https://www.cnnmoney.ch/shows/living-markets/videos/ingo-stolz-why-swiss-start-ups-shouldnt-compete-price

With 8,877 start-ups, the limited liability company (GmbH) is the most popular legal form for starting your own business. The GmbH even has 4% more company formations than in the record-high first half of 2018, followed by the sole proprietorship with 7,565 formations (+4%), the stock corporation (AG) with 4,256 registrations (-4%) and the general partnership (KlG) with 709 new registrations (+4%). The analysis of the Institute for Young Enterprises IFJ shows that 93% of all GmbH formations are founded with the legal minimum of CHF 20,000 share capital, while 85% of the AGs are registered with the minimum of CHF 100,000 share capital. The highest registered share capital of an AG in the first half of 2019 is a proud CHF 425 million, for the GmbH there are four registrations with more than one million Swiss francs, the highest with CHF 1.2 million share capital.

18 cantons were able to increase their values and only 8 cantons had losses. Most cantons show a slight to strong increase in the number of start-ups compared to the previous year. The cantons with percentage losses are Lucerne with -3%, Obwalden -7%, Uri -15%, Zug -9%, Appenzell Ausserrhoden -11%, Schaffhausen -1% and Ticino with -5%. The cantons with the strongest percentage growth are Appenzell Innerrhoden (+49% or +19 startups), Thurgau (+16% or +83 startups), Glarus (+12% or +10 startups), Bern (+11% or +194 startups) as well as Fribourg (+9% or +63 startups) and Nidwalden (+9% or +9 startups). From the perspective of the major regions, the Espace Mittelland (+8%), Eastern Switzerland (+5%) and Zurich (+4%) in particular set positive accents.

While individuality is sought in the cultural and social context, the work of national and international standardization continues to establish itself in the economic environment. Companies have an unrestrained interest in standardization, which opens up access to new international markets for them.

Foundation of CEN - Strengthening the European economy with standards work

In 1961, the European Committee for Standardization (CEN, Comité Européen de Normalisation) was founded with the aim of strengthening the European economy and promoting environmental protection. Thanks to uniform standards throughout Europe, goods and services in the single European market should be freed from technical barriers to trade and thus be able to compete successfully in the global market. The foundation stone for CEN was laid as early as 1960 in Zurich; CEN's headquarters are in Brussels.

Today, more than 200,000 experts are involved in CEN's work. The results of their activities reach more than 600 million people. CEN has 34 national members representing their country. Switzerland and its interests are represented by SNV. CEN is the official European standardization organization for all areas except electrical engineering and telecommunications (ETSI). More information about CEN is available at www.cen.eu

The SNV is constituted as an association

The 1960s were also significant for the Swiss Association for Standardization (SNV). In 1962, the SNV's leaders found the appropriate organizational form that is still valid today. The SNV is constituted as an association with Willi Ruggaber as president (1962-1972).

In 1968, the SNV celebrates its 50th anniversary and looks back on half a century of successful activity with several hundred specialists involved. In the NZZ of September 25, 1968, Willi Ruggaber explains standardization to readers as follows: "The main goal of standardization, however, is to achieve increased performance in technology, business, administration and science. From a business point of view, profitability is to be improved through savings in material costs, labor wages and general overheads, whereby type reduction has the greatest influence on pricing and competitiveness. Type reduction not only brings significant cost degression for the manufacturer, but also frees up capital for the user by reducing inventories. Thanks to standardization, mass-produced goods in particular can be manufactured more economically and selling prices can be lowered, so that an ever larger proportion of the population can afford more and more goods. It can be deduced that standardization can be an important means of raising the standard of living."

In the same 1968 issue of the NZZ, Alfred J. Furrer, then Head of Rieter Technology and later President of the SNV (1981-1991), explains the achievements of textile standardization that are of vital importance for successful export activities of the Swiss textile industry. For example, the length of natural and synthetic yarns on bobbins, color fastness testing, shrinkage of fabrics during washing, and also care labeling of textiles.

Flower power with standards

While in the 1960s young people in particular went against social conventions, their lifestyle was shaped by norms unnoticed by them. Whether the followers of the flower power movement realized that their colorful and individual clothing probably also involved various Swiss experts from the field of standardization? Or that, for example, cross-border rail and road traffic as well as lighting and sound at concerts are simplified thanks to uniform standards?

How does a standard come into being?

Standardization has long influenced daily life, although not all areas are affected equally. Musical instruments, for example, are not very well standardized internationally. In 2017, the Standardization Authority of China (SAC) submits an application to the International Organization for Standardization (ISO) to establish a committee to decide on standards for musical instruments. The application is rejected because too few members want to commit themselves to this application.

However, if an application is accepted, the corresponding working group starts its standardization work. Standards are not developed by the legislator, an authority or a state regulator, but by the interested parties themselves. All those interested in the subject can participate in the technical work in the standards committees and contribute their expertise. To ensure that the market accepts the standards produced, it is important to achieve the broadest possible participation in the standardization process. In this way, a wide range of opinions and interests are incorporated into the standard that is developed. Each standard is submitted to the expert public for comment before it is finally adopted. In this public enquiry phase, the draft standard is published for the first time outside the responsible standards committee and is also available to specialists who are not members of a recognized standards organization.

An up-to-date overview of draft standards for comment can be found on the drafting portal of the Swiss Information Center for Technical Rules (SWITEC design portal). The graphic below shows how a standard is created: