The world of work is changing. It is becoming increasingly important for companies to actively promote the health of their employees. This makes them attractive to the highly sought-after skilled workers. Petra Keel, Managing Director of the newly founded Forum BGM Zurich, also knows this. "As we all personally experience, the working world is changing. The pace is getting faster, the tasks more complex and the processes more digital," she observes. This development is being exacerbated by the pandemic, and it is not leaving all employees unscathed. According to Health Promotion Switzerland
three out of ten employees report stress at work. Almost the same number are emotionally exhausted. Absences from work due to burnout are continuously increasing. "We would like to counteract this trend with the Forum BGM Zurich. Because work can provide security, structure, identity and self-confidence and thus promote health. In companies, this requires a health-promoting organization, leadership and culture," explains Petra Keel.

Strengthening the working population

On behalf of the Health Department of the Canton of Zurich, Prevention and Health Promotion aims to strengthen the health of employees and thus also Zurich companies. For this reason, Prevention and Health Promotion has created the Forum BGM Zurich. The Employer Zurich VZH, the Commercial Association Zurich, the Suva and the SVA Zurich could be won as additional sponsors of the forum. Thanks to this cooperation, the Forum BGM Zurich operates close to practice, integrates existing expertise and is well networked. The Forum is also independent and not profit-oriented.

Information from theory and practice

The new Forum BGM Zurich offers companies various services. On the knowledge platform www.bgm-zh.ch managers, HR specialists and people responsible for workplace health management will find practical know-how and tools, as well as new examples of companies from the canton that are implementing workplace health management in their day-to-day work. "Many companies imagine BGM to be something large and complicated," Petra Keel notes. "Even with individual smaller measures, such as the introduction of work sequences without interruptions or targeted return-to-work talks, companies can create an initial sustainable and positive effect."

Forum BGM Zurich networks via events

To enable companies to network and share and expand their know-how, Forum BGM Zurich organizes experience exchange meetings several times a year. "Companies that are at a similar point are usually struggling with similar problems. Supporting each other and looking for solutions together can simplify many things and get them going," says Petra Keel. Martin Hirzel, President of Swissmem, also emphasizes: "Companies need good networks that offer support. That also includes workplace health promotion."

At half-day focus events as well as online impulse events, megatrends such as "health" and "new work" but also very specific topics such as "safety on construction sites" are presented and discussed in collaboration with experts. "In the canton of Zurich, there are excellent specialist offices on health-related topics. It is very important to me that we involve them and make use of synergies," says Keel.

BGM as a worthwhile investment

Investing in occupational health management pays off. With health-promoting measures, companies can increase their attractiveness on the labor market and thus keep up with the competition for skilled workers. Occupational health management increases employee satisfaction, motivation and performance, as well as their loyalty to the company. Since a well-implemented health management system reduces absenteeism and employees generally return to work more quickly after an illness, companies can save up to twenty percent of absenteeism costs. "Especially in turbulent and unsettled times, it is worthwhile for companies to invest resources in occupational health management. After all, healthy and committed employees make a significant contribution to the company's success," emphasizes Hans Strittmatter, Head of Employers Zurich VZH.

The Phoenix Award for Long-Term Swiss Entrepreneurship will be presented for the second time after its premiere in 2020 and honors Swiss SMEs that have mastered the continuity of their company for a century or more by means of successful succession planning. The aim is to give them the visibility and the "stage" they deserve.

In business for 100 or more years

SMEs that have successfully ensured the survival of their company over such a long period of time have already had to overcome several crises such as world wars and economic crises and rise anew like the "Phoenix from the ashes". Potential prize winners are therefore Swiss SMEs that are celebrating their hundredth "birthday" this year or have been entered in the Swiss Commercial Register for one hundred years. From these companies, an expert jury and a jury advisory board with representatives from science, entrepreneurship and the media determine the winner of the Phoenix Award in a multi-stage process. The evaluation focuses on the companies' innovative and disruptive capabilities, their team performance, and their contribution to society and the national economy.

The prize was created by the initiative, which has been in existence since 2018, of the Successor bus.ch. This is a unique information campaign for SME entrepreneurs on the subject of business succession. Since its launch, the Nachfolgebus.ch initiative has received cantonal support from the Office of Economic Affairs and Labor of the Canton of Zurich.

Fratelli Matasci SA makes a contribution to society and the economy

The jury's decision in favor of Fratelli Matasci was particularly influenced by the fact that the company plays an important role both as a pioneer of Ticino Merlot throughout Switzerland and as a major customer of Ticino winegrowers and thus as a promoter of the preservation of winegrowing in the Ticino valleys. At the same time, the company secures jobs in the value chain from cultivation to trade. Furthermore, in the eyes of the jury, Fratelli Matasci is in the best sense a typical representative of Ticino entrepreneurship, which extends traditional wine craftsmanship, which is in constant development, with a cultural contribution and adds an additional note to the enjoyment of wine. All of this has been carried on for a hundred years by a family that today works together in the third and fourth generations.

"As a pioneer, Fratelli Matasci opened the gates for Ticino Merlot beyond the cantonal borders to the whole of Switzerland. Thanks to warm hospitality and creativity, the arc in the further development spans from the vine to art, and the company continues to go its very own way today. Held together by an emotionally strong family, Fratelli Matasci has reached the fourth generation and is well positioned to write a next century of company history. This contribution is a stroke of luck for every region, both from a social and an economic point of view," said Giacomo Garaventa, summing up the verdict of the jury and the jury advisory board in his laudatory speech.

Congratulations from politics and business

Mario Matasci, member of the second generation of the family business, accepted the award with great pleasure on behalf of all family members and employees. The award certificate was presented by Carla Kaufmann, initiator of the Phoenix Award, together with entrepreneur, succession expert and jury advisory board member Giacomo Garaventa. In addition, Christian Vitta, member of the government and director of the Department of Finance and Economy of the Canton of Ticino, Graziano Crugnola, deputy mayor of Tenero-Contra, as well as representatives from winegrowing, tourism and culture, among others, personally conveyed their congratulations on this entrepreneurial award.

"Receiving this unexpected award today rounds off our 100th anniversary in a successful way. It recognizes the success of our company and thus the work and philosophy we all share as a family business. At the same time, I see this Phoenix Award as a motivating prelude to the next 100 years," are the fitting words of Mario Matasci, who accepts the award.

More information about the company: www.matasci-vini.ch

Standardized processes, maximum efficiency and lower costs - the reasons for implementing cloud solutions in procurement are many and varied. However, many companies are still working with outdated or even analog processes. Patrick Sommer, Head of Consulting at CNT Management Consulting in Zurich, is aware of the current situation: "Many companies are still hesitant when it comes to digitalization topics. A lack of willingness to make decisions and a sense of purpose ensure that a lot of work is still being done with tried-and-tested business models." However, there is a willingness to change. Very often, there is a desire to revise the company's internal individual processes. The expert counters this with cloud solutions: "The cloud has the advantage of building on standardized processes that have all been developed on the basis of 'best practice'." Especially in times of the Corona pandemic, many companies have recognized the importance of digital solutions and are using free resources to implement IT projects. Since purchasing processes are not only necessary in all industries, but 90 percent of them are the same everywhere, cloud solutions are recommended for companies from all sectors.

From tried and tested to fully automated

Companies that have already digitized their business areas usually only need 12 weeks to switch from older "on-premise" to cloud solutions, but many customers find this too fast. Often, the implementation is then extended to just under six months, but the cloud then functions fully from day one. This means, for example, that time-consuming internal operating processes are controlled or automated centrally via a digital interface. From this point on, a fleet of machines can be managed on the move in a single program in which expenses and expenditures are always kept in view. And the purchasing process is completely paper-free. "By using the cloud, the entire procurement chain is digitized and automated, making error-prone and untraceable paper contracts a thing of the past," Sommer explains. That means everything from sourcing, supplier and contract management, purchase orders, to invoicing and payment processing runs completely digitally. Benefits: compliance with operational, contractual and legal regulations can be ensured more easily and employees make purchasing decisions based on the company's specifications. All procurement guidelines are automatically adhered to.

Early integration of suppliers

Despite the numerous advantages, many companies are still undecided about cloud solutions. The high flexibility and unrestricted control over the system is valued in proven "on-premise" solutions. Collaboration with suppliers also plays a role. "With cloud solutions, suppliers also have to play along, register in the program and specify their products there. It becomes difficult when the respective supplier itself has not yet arrived in the digital age," Sommer describes. That's why it's advisable to use communication tools such as newsletters, training courses and manuals to get suppliers on board at an early stage and integrate them into the process.

Cloud solutions: The right software is only the first step

Companies are often under the misapprehension that they have already mastered the digitization process by opting for on-premise or cloud solutions. While this is an important part of the transformation, it is far from the end: "In order to make the digital implementation successful, all company-specific measures and their scope must be included in the cost-benefit calculation," emphasizes Sommer. It is simply difficult to create roadmaps and KPIs for something of which you yourself have only limited knowledge, he says. "It is much easier to define individual measures if the optimization potential is correctly quantified," the expert emphasizes. Those who scrutinize their processes have already done a lot right.

More information: CNT Management Consulting

The 3rd quarter of 2021 shows a significant increase in job advertisements: The Swiss Job Market Index is 9% above the previous quarter and compared to the previous year the increase is even 28%. "Companies continue the positive trend in their recruitment compared to the Corona year 2020 and the Adecco Job Index reaches pre-pandemic crisis levels for the first time in Q3 2021, which speaks for a clear recovery," explains Anna von Ow from Job Market Monitor Switzerland.

Promising development in the hospitality industry 

"The Hospitality industry has already experienced an upswing in Q2 2021. The number of overnight stays in the hotel industry also increased significantly. In the 3rd quarter of 2021, many more jobs have been advertised again for half a year for the severely beleaguered professions in the catering and hotel industry. And even if the pre-Corona level has not yet been completely reached again, the industry is currently struggling with major recruitment difficulties. Many employees in the hospitality sector found jobs in other industries during the Corona pandemic and now have significantly higher expectations in terms of working hours and location," explains Monica Dell'Anna, head of Adecco Group Switzerland.

First hit hard, now things are looking up again

Restaurants and hotels throughout Switzerland had to close their doors completely twice and were only allowed to reopen with limited operations until and including the first quarter of 2021. Consequently, the pre-Corona comparison shows: The professions of gastronomy and hotel business suffered losses in the number of advertised jobs in 2021 compared to the pre-Corona year 2019 (-36%). However, their magnitude differed between different occupations: Job ads for receptionists and porters decreased the most in 2021 with -52%, followed by ads for kitchen, service, laundry and cleaning assistants and other hospitality professionals with -46%, restaurant and hotel technicians with -43%, and cooks with -24%. Management and other managerial positions in restaurants and hotels fared the best, with a decline of -19%.

Recovery noticeable in the hospitality and hotel industry 

In the course of the opening steps and relaxations of the Corona measures and with the elimination of the restrictions on persons in June 2021, the industry got impetus again. The latest developments in job advertisements for professions in the hotel and catering industry confirm this: Over the summer half-year 2021, the number of job advertisements has again increased strongly compared to the previous winter half-year, which was characterized by the lockdown around the Christmas and New Year period and the restrictions in spring 2021.

"Also, during this period, hospitality businesses have reported many notifiable jobs to the RAV/Jobroom and the number of registered unemployed has dropped significantly again over the summer months. We at Adecco have seen a significant increase in mandates in the hospitality sector during this period, especially during the summer period of June, July, August. In this period, the number of mandates has increased by 61.8 %," explains Monica Dell'Anna.

Job ads in hospitality industry: not yet at pre-Corona level 

Despite the increase in job advertisements in the hospitality industry, the figures show that the peak of 139 points recorded in the winter half-year 2019/2020 has not yet been reached.

"The pre-Corona level of the index for hospitality occupations peaked just before mid-March 2020, so it will likely take some time for the job market for hospitality occupations to reach this level. The index of job postings for these occupations in the summer half-year 2021 is 14% lower than in the pre-Corona summer half-year 2019," adds Anna von Ow of Job Market Monitor Switzerland.

Source: Adecco Group

Conextrade, a Swisscom company, supports its customers in the entire digital process chain and thus helps them to optimize their digitalization. We spoke to Eros Merlini, Head of Conextrade at Swisscom, about current developments.

Mr. Merlini, as you know, many companies had to adapt their processes in the course of the pandemic measures. How strongly did this affect the demand for Conextrade's services? Was there something like a boom?
Eros Merlini: The work in the home office has shown many companies how difficult and time-consuming the processing of accounts payable invoices in the home office can be. Forced by the pandemic measures, a rethinking has taken place in large companies as well as in SMEs. This is because invoice acceptance, processing, forwarding, verification and archiving is a logistical tour de force in the home office. Accordingly, there has been increased interest not only in Conextrade services, but also in other Swisscom services such as Swiss TrustRoom.

To whom are the solutions of Conextrade available: Swisscom customers only?
Conextrade's services are available to all companies in Switzerland, regardless of the industry.

How much time is actually saved by switching to e-invoicing or e-procurement? Can this be quantified?
Various studies (e.g. from Billentis, Computerworld or the FHNW) put the savings potential digital vs. paper at CHF 3.- to CHF 6.- for invoicing and at CHF 20.- to CHF 30.- per invoice on the invoice receipt side.

And how high is the implementation effort for digital invoice processing?
This is not so easy to say, as it depends on whether the company has its own IT department or whether it wants to implement the solution itself.

What about interfaces to third-party accounting software and ERP systems? Which ones are supported there?
Conextrade is an ERP independent platform for digital processes and connects companies with different ERP systems. Our customers use e.g. SAP, Navision, Abacus, Sage, Sesam etc.

In addition to the whole "digitization wave," there are also changes in payment transactions elsewhere. For example, the familiar orange payment slip will soon be a thing of the past. To what extent would this be an ideal occasion to completely to e-invoicing?
The payment slip will be replaced by the QR code or the QR invoice. The changeover is not in itself a special reason to switch to e-invoicing. The real motivation for e-invoicing when sending invoices is the great savings potential as well as the environmental friendliness, since printing, paper, envelopes and, above all, postage are eliminated - this for e-invoicing in the B2B area and also now with eBill (digital invoice into the eBanking portal) for the B2C area.

Where do you see further potential for the digitization of business processes?
In addition to the invoice, there is great potential in combining it with the other processes in the Procure2Pay/Order2Cash chain, such as the purchase order, order confirmation and delivery bill. Digitizing these processes brings further efficiency and cost-saving opportunities, such as automatic invoice posting (order matching).

More information: www.conextrade.com

Institutional investors in Europe and the UK are increasingly focusing on environmental and social (ESG) issues. Meanwhile, 76 percent are looking at ESG issues and associated risks. While the environment remains the focus of institutional investors, some investors are beginning to broaden their focus to include social factors (27 percent) such as human capital and labor rights. These are some of the findings of Mercer's European Asset Allocation Insights 2021, which shed light on various investment allocation issues facing European pension institutions. The survey examined investment strategies in the U.K. and European pension industry with some 850 institutional investors in eleven countries, representing total assets of about one trillion euros. About half of the institutions surveyed manage less than $100 million.

Sustainable investing is not yet a trend in Switzerland

In a European comparison, Switzerland is a clear exception: According to the study, only 14 percent of pension funds have already taken ESG risks into account. Moreover, they focus almost exclusively on environmental factors. It should be noted that the majority of participants in the Mercer study were smaller funds (75 percent have less than USD 500 million in assets), which are often slower to act on strategic issues.

"The study makes it clear that there is still room for improvement in terms of sustainable investments, especially at smaller institutions. It is not only from a moral, social and political perspective that ESG should become an issue: It also shows that sustainable and impact investments can also be good for portfolio risk hedging and ultimately returns," comments Tobias Wolf, Head Advisory at Mercer Switzerland. "However, smaller funds often have insufficient resources for such strategic issues. It is then important to obtain external support, e.g. for setting up a holistic ESG strategy and accompanying its implementation up to the selection of suitable investments."

The number of European investors using low-carbon or climate-related indexing has risen sharply compared to last year (26 percent versus 6 percent). The survey shows that a large majority of investors integrate ESG into all aspects of their operations, including investment manager selection (83 percent), investment manager monitoring (88 percent), reporting (79 percent) and asset allocation (64 percent). The survey also shows that investors are moving from a more reactive to a proactive stance, with regulatory factors as a motivator for the
Consideration of ESG risks to become less important (67 percent cited this as the main reason, up from 85 percent the previous year). "During the pandemic period, which was a major challenge for many investors, there was a sharp increase in investment in sustainable investment funds across Europe," said Joanne Holden, Global Head of Investment Research at Mercer. "While environmental issues remain front and center, it is encouraging to see that many investors are beginning to consider the social impact of their investments. Investors are becoming aware of how the elements within the ESG complex are interrelated, and how people and the planet are connected. And with corporate responsibility at the top of boards' agendas, more companies are looking to do their part to support issues like human rights, fair pay and social justice."

Allocations to alternative investments increase

More generally, the Mercer study shows that the allocation to alternative investments is now almost equal to that to equities, and in some cases (UK and Germany) even higher. The shift away from equities continues among UK and European investors (from 22 to 21 percent average allocation in the
overall portfolios) as they seek to diversify their return drivers, protect against market volatility, and tap inflation-protected return streams. Many defined benefit investors are increasingly seeking diversification across alternative asset classes (from 18 to 20 percent), such as fixed income
growth investments, private equity and real assets. In Switzerland, the picture is different: the typical allocation to alternatives is only 7 percent, while bonds, equities and real estate continue to dominate portfolios with 33, 31 and 23 percent, respectively. "We continue to see enormous potential for Swiss investors to take advantage of the many benefits of a higher allocation to Alternatives: Better diversification, optimized risks and higher long-term return opportunities, especially when taking advantage of illiquidity premiums in private markets," said Matthieu Mougeot, Investment Solutions Leader at Mercer Switzerland. "Working with an expert and delegating resource-intensive parts of the investment process can make all the difference for investors here. Not only in identifying the right strategies from a global pool, but also in accessing attractive opportunities and executing the strategy at a high level."

Looking ahead, the majority of investors (53 percent) plan to learn lessons from the pandemic by revising their investment strategy, manager mandates or plan governance. However, a sizable minority (38 percent) do not intend to make changes to their plan's governance as a direct result of last year's events. Sustainable investing thus remains a hesitant practice in Switzerland.

Source: Mercer

For once, Health Minister Alain Berset has good news to report: For the first time since 2008, health insurance premiums will fall in 2022, by an average of 0.2 percent. In addition, some health insurers will reduce their reserves. This will ultimately lead to a premium reduction of 1.3 percent, as announced by the FOPH on September 28, 2021.

Massively higher premiums for daily sickness benefit insurances

Private households can therefore look forward to budget relief. Not so companies that have taken out daily sickness benefits insurance: As a survey by the offer portal Gryps.ch revealed, almost one in three SMEs will have to pay higher KTG premiums from 2022. Small companies with 1 to 10 employees seem to be particularly affected. Moreover, the premiums for daily sickness benefits insurance will not increase in a homeopathic dose, but massively: There is talk of premiums increasing by up to 44 percent, and even increases of 100 percent are possible, as Gryps.ch knows from some cases.

No clear reasons for premium increases

The reasons for these premium increases are difficult to determine because they do not follow a clear pattern. Typically, premiums for daily sickness benefits insurance increase when a company has a higher number of claims. According to the survey mentioned above, one-fifth of the companies will not have to pay higher premiums next year despite claims. In turn, 17 percent of the companies surveyed will receive a higher premium bill even though they had no claims in 2021. And citing the Covid 19 pandemic as a "premium driver" also falls short: only 4 percent of the SMEs surveyed had a Covid claim - and can look forward to unchanged premiums.

Voluntary but useful

Although daily sickness benefits insurance is voluntary, it is now also widespread among many SMEs. If an employee is absent due to illness, the daily sickness benefits insurance takes over the employer's obligation to continue paying wages.

Sources: Daily Gazette and Gryps.ch

Let's not kid ourselves: Your success is largely determined by the extent to which you can understand and influence other people. And that's just not possible without psychology.

Much can be learned

By the way, I know from my own experience that you can learn all this. Because for me, as an engineer, people skills, influencing and leadership were by no means components of my studies. What it essentially takes is interest and application, whether through coaching or leading others.

Insights from psychology

Here are three extremely important insights from psychology, from my experience, that most leaders pay far too little attention to:

1. Emotion beats logic - every time. How many of our decisions are made purely rationally, i.e. logically? The answer: not a single one. In the end, there is always some emotion involved. The same applies to taking action: Only emotions make people act and move (which is why the very word "emotion" includes "motion"). Anyone who has ever wanted to change the culture or cooperation in a team can confirm this.
2. Their reality is distorted. There is no neutral reality that is the same for two people. Yes, there are facts, but they are interpreted differently by everyone. A fitting saying from psychology sums up this realization: we don't see the world as it is, but as WE are. Our self-image acts like a prism that distorts "reality" - and it does so differently for each person. Remember this the next time you wonder why others just don't understand what seems to be quite clear to you.
3. Mental exhaustion is real. If you wonder why you yourself or others sometimes fail to accomplish anything reasonable during certain periods of time, make poor decisions, or are unproductive, you are probably dealing with mental exhaustion. Like physical energy in the body, mental energy is limited. While you can regenerate it (or preferably not over-consume it in the first place), that first requires awareness of the problem. Managing your mental energy is often an important part of my coaching programs - for good reason.

If you apply these three insights, your effectiveness and success as a leader will increase significantly. Good luck with it!

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

Observers and those involved in succession projects find that they rarely go smoothly. Although well planned, the succession often falls through at the last moment. This is despite a perceived agreement between the retiring owner and serious candidates. X attempts, countless discussions, many efforts and perhaps even disappointments - but justified hope remained until the end.

From possibility to reality

However, a successful succession is not a matter of chance. Especially not if well-designed, emotional communication prepares and accompanies it. The art of this is to pick up interested parties as people with feelings. Why? Because ultimately, even in succession processes, emotions always trigger the decision. With serious mutual interest and communicatively fanned embers, the spark is much more likely to jump from possibility to reality. Then the successors will catch fire for the business idea, for the uniqueness. Then it is no longer primarily about price and return discussions, but about the entrepreneurial value that they recognize in it for their own entrepreneurship and their life plan.

Heart or head - the crucial question

Whoever is intended for the company succession: employees, third parties or family members - for them, legally secured hard facts are the indispensable basis for their binding decision. So it's no surprise that the hard facts are almost exclusively the focus of all succession negotiations. People talk, argue and discuss about money, deadlines, rights, obligations and responsibility.

In contrast, there is the heart and the gut. Intuitively, all people rely on their gut feeling in their rational deliberations. Hand on heart: gut feeling plays the famous role of tipping the scales in every decision-making process. In the case of a negative decision, one simply puts forward the facts as the decisive factor. Succession as a complex and emotional matter is not exempt from feelings. And fortunately, these can be influenced through communication.

Emotionally enhance the acquisition opportunity

Right from the start, it is therefore worthwhile to explore and consistently include the emotional soft facts surrounding succession communication. They are in part closely linked to the hard facts. It is a challenge to let the owner's passion spark jump over to the succession. Storytelling and clear messages have the power to do this. With all messages combined in a statement system, expectations can be managed and people can be inspired. This communication enhances the company. Well-equipped, you express your ideas better in negotiations; you feel out areas of conflict more easily and can work toward a common denominator step by step.

Yes - I do!

The last crucial question asked by those interested is, "Do I regret it if I don't do it?" The answer must be a resounding yes. This yes requires a great deal of trust on both sides. A trust that the company owner willing to sell creates with targeted communication. Only if he himself is passionately convinced of his company idea will he receive an unconditional yes from candidates.

To achieve this, the transparent, emotionally comprehensible "company history" is the optimal form. Its contents are collected with a questionnaire and compiled into a systematically arranged succession statement system. On the basis of this, the discussions with those interested in succession take place. The same messages are used for the consistent use of media channels such as the web, social media and succession platforms. The messages are the content of a designed analog succession documentation. They also serve to prepare a letter of intent LOI or a preliminary contract.

Statements that make takeover seekers hot under the collar

The succession statement system fulfills two important functions: First, it creates clarity on both sides; second, it motivates interested parties to succeed. Basis of the questionnaire for the succession statement system:

1. What is the company uniquely good at, effectively better? (USP)
2. What constitutes the soul of this unique life's work? What is its passion, what aspects convey meaning beyond the return on investment?
3. Which entrepreneurial characteristics and personalities are addressed?
4. What are ideal entrepreneurial skills for succession?
5. Beyond the money, what will be the buyers' reward?
6. What added value or risks do assessable market prospects point to?
7. What are the handover steps?

Higher chance of desired succession

Effective succession communication requires emotional explosiveness in all parts. The authors of this article work these out specifically in their work with clients, with experience and success and in the knowledge of trigger moments in the potential succession as flesh and blood people. In the demanding and usually lengthy process, company owners can use the individual building blocks of the statement system again and again in a targeted manner. By including soft facts in preliminary contracts, they quickly sense what someone is willing to do and where difficulties are foreseeable. On the igniting basis of emotional statements, the chance of securing the desired succession for the company increases considerably.

Authors
Nic Baschung and Cornelia Aschmann form the copywriting duo frischtext.ch. They serve the SME world with target-oriented texts. Their focus is on SME succession, SEO web texts and easy-to-understand language. www.frischtext.ch

The results of the EuroSkills 2021 in Graz are once again the best proof of what excellent and, in international comparison, outstanding skilled workers the Swiss vocational training system produces. The foundation for their successes was laid by the 17 Swiss nationals competing in Graz with their EFZ training as part of their vocational apprenticeship. This was the basis for the intensive preparation that the members of the Swiss national vocational team put in together with their experts and the support of their employers to achieve success. The six European champion titles were won by Leandra Schweizer (meat specialist from Rafz/ZH), Sandro Weber (agricultural machinery mechanic from Zuzwil/SG), Simon Koch (electrician from Boswil/AG), Michael Schranz (plant electrician from Adelboden/BE), Damian Schmid (automotive mechatronics specialist for commercial vehicles from Nesslau/SG) and the duo Yunus Ruff and Silvan Wiedmer (automation technicians from Winterthur/ZH, victorious in the Industry 4.0 competition). With another top result, the SwissSkills National Team once again underlined its supremacy among the top European nations at international vocational championships.

Previous record clearly surpassed

Due to the Corona pandemic, the young professionals were doubly challenged in their preparations. Originally scheduled for September 2020, the EuroSkills had to be postponed twice. "Our team and the environment of each individual went the necessary extra mile so that we could celebrate these successes tonight," Martin Erlacher, the technical delegate of SwissSkills, was pleased to say after the award ceremony in Graz. "We can all be very proud and have clearly exceeded the already high expectations."

Switzerland was at the start of the 7th EuroSkills with the largest team in history. The previous record in terms of medals won was 8 medals from 2012. The declared goal in the run-up was to improve this record. In total, more than 400 young professionals from 19 nations took part in the EuroSkills in Graz.

The Swiss results of EuroSkills 2021

Gold:

• Leandra Schweizer (EFZ meat specialist), Rafz/ZH, employer: Metzgerei Sigrist, Rafz/ZH. Expert: Sascha Fliri, Spiez/BE.
• Damian Schmid (automotive mechatronics EFZ specializing in commercial vehicles), Nesslau/SG, employer: Altherr Nutzfahrzeuge AG, Nesslau/SG. Expert: Jean Trotti, Noréaz/FR.
• Simon Koch (electrician EFZ), Boswil/AG, employer: Bütler Elektro, Muri/AG. Expert: Adrian Sommer, Langnau am Albis/ZH.
• Sandro Weber (agricultural and construction machinery mechanic), Zuzwil/SG, employer: Traber Landmaschinenbetrieb, Algetshausen/SG. Expert: Martin Schär, Lütisburg SG.
• Michael Schranz (plant electrician) Adelboden/BE, employer: Licht- und Wasserwerk Adelboden AG, Adelboden/BE. Expert: Christoph Meier, Felsberg/GR.
• Silvan Wiedmer and Yunus Ruff (Industry 4.0, trained as EFZ automation technicians), Winterthur/ZH, employer: Mechatronik Schule Winterthur, Winterthur/ZH. Expert: Timon Steeb, Wil/AG.

Silver:

• Sandro Hagmann (Spengler EFZ), Lostorf/SO, Employer: R.Voney GmbH, Däniken/SO. Expert: Roger Gabler, Lostdorf/SO.
• Mario Liechti (electronics technician EFZ), Windisch/AG, employer: Paul Scherrer Institute, Villigen. Expert: Markus Lempen, Bern.
• Gil Beutler (polymechanic EFZ/automation), Linden/BE, employer: Fritz Studer AG, Steffisburg/BE. Expert: Andreas Allenbach, Frutigen/BE.

Bronze:

• Susan Wildermuth (decorative painter), Jonschwil/SG, employer: bickelmaler AG, Wangen-Dübendorf/ZH. Expert: Viola Stillhard Krasniqi, La Neuveville/BE.
• Julian Ferrante (Hotel Reception, trained as Hotel-Gastro-Tourism Businessman EFZ), Kriens/LU, employer: Pilatus Kulm Hotels, Pilatus/LU. Expert: Egidio Marcato, Glion/VD.
• Christoph Galli (Boden- Parkettleger EFZ), Rohrbachgraben/BE, employer: Lustenberger Galli Parkett + Bodenbeläge GmbH, Madiswil/BE. Expert: Ivan Fankhauser, Bubendorf/BL.
• Adrian Büttler (Gipser-Trockenbauer EFZ), Mümliswil/SO, Employer: R. Büttler Maler AG, Mümliswil/SO. Expert: Michael Hess, Bern.
• Luca Roma (glazier EFZ), Pollegio/TI, employer: Vetrimarghi SA, Biasca/TI. Expert: Maurizio Peluso, Arbedo/TI.

Top8:

• 4th place: Jan Meier (EFZ design engineer), Andwil/SG. Employer: Bühler AG, Uzwil/SG. Expert: Heinz Gisi, Rothenburg/LU.
• 7th place: Maurizio Tschirky (stonemason EFZ), Einsiedeln/SZ, employer: J. & A. Kuster Steinbrüche AG, Freienbach/SZ. Expert: August Kuster, Schmerikon/SG.

More info: www.swiss-skills.ch/nationalteam

At the beginning of July 2021, SIX Group Ltd, which is taking over responsibility for receipt-based payment transactions from Swiss Post, published a study conducted on its behalf by the gfs.bern research institute. The survey of over 1,000 companies found that almost a year after the introduction of the QR bill, and just over a year before the end of red and orange payment slips, only just under half of companies are even aware that they are really going to disappear. Only 15 percent of the companies surveyed have so far switched to the QR bill, while the proportion of those with no plan at all is still very high, the SIX Group Ltd. study adds.

Many SMEs risk a whack-and-jerk exercise for QR billing

"Very many tradespeople, SMEs, associations and owners of stores or online stores ignore the fact that there is a need for action and that they need a solution for creating QR invoices - regardless of whether they issue many or few invoices. At the same time, most of them also overlook the fact that they could already reduce their administrative workload quite considerably by making the changeover quickly," states Beni Schwarzenbach. He is the managing director of Schwarzenbach KMU Services AG, a Zurich-based company that developed the QR Module solution. "Apparently, many think that the QR invoice is merely an add-on and that the previous payment slips can simply continue to be used. This is clearly not the case: as of October 1, 2022, Swiss Post will reject them at the counter," Schwarzenbach continues.

Solutions are already available

Basically, billers can be divided into four categories:

1. Large billers with high volumes such as telecom companies or health insurance companies with their own IT solution;
2. medium-sized companies and organizations that use ERP software;
3. SMEs, self-employed persons, associations and donation organizations with rather small volumes, for which the purchase of ERP software hardly pays off, and
4. Online stores that use QR Invoice as a payment option.

The first two categories are served by their software vendors, although there are ERP vendors that will not make the switch. "If a user of a particular ERP software has not yet heard anything about QR invoicing from their manufacturer, they should ask and, if necessary, think about a replacement solution," says Schwarzenbach, continuing, "For the other two groups, there are offers on the Internet. Those who belong to the third group can generate QR invoices directly online (SaaS solution). Online stores install a plugin in the CMS on which you run your website (e.g. WordPress or Zoho Marketplace). QR Module, for example, offers a simple solution for both groups."

QR module covers a wide field

QR module enables register users to generate simple QR payment parts with QR code as well as complete QR invoices quickly and easily. The validation function guarantees that they can be paid easily in online and mobile banking as well as at the post office counter. Customizable invoice templates allow billers to adhere to their corporate design. Invoice items are managed online in the accounts receivable list or uploaded from an Excel list. This fulfills the prerequisite for generating entire invoice series with just a few clicks. For those who do not want to do without postal dispatch, QR Modul also offers the option of ordering postal dispatch directly from the system. Printing on perforated paper, packaging, franking and dispatch are handled by Schneider Druck AG in Zurich. Finally, the "e-mail" dispatch option will also be added in the 4th quarter of 2021. "This dispatch option is an extremely cost-effective way to go, because the costs for printing and dispatch are eliminated. It will therefore probably gain in importance in the future. But beware: experience shows that payment morale is poor with this channel, because mails in the inbox quickly disappear from the bill recipient's field of vision among all the other messages. This, in turn, increases the workload in the dunning process," Schwarzenbach points out.

Source and further information: QR module