Der FuW-Morgen-Report

Vergangene Events:

Communication — value driver in many respects A Swiss company in the healthcare market wants to separate its group; one of the two business units is to be listed separately on the SIX Swiss exchange. Oktober Das Update aus der Energiespeicherbranche: StorageDay der SolarAllianz schnell deutlich. As a result, investor interest has increased. Die Speicherung von Strom ist das Bindeglied zwischen dessen ökologischer Erzeugung und seiner effizienten Verwendung.

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Addex hatte im März über eine Kapitalerhöhung 40 Mio. Zu Details des Vergleichs wollte sich niemand äussern, heisst es. Nach informierten Kreisen sei die Bank glimpflich davongekommen. Zur Rose bezahlte für die Akqusition rund Mio. Finanziert wurde der Zukauf über eine Kapitalerhöhung um Mio. Besagte Technologien dienen etwa der Gesichtserkennung zur Entschlüsselung von Smartphones. Bei den Gesprächen habe es sich um einen möglichen Eintritt des Österreichers in einer leitenden Position gehandelt, um dereinst Ermotti beerben zu können, hatten am Freitag mit dem Vorgang vertraute Personen gegenüber Bloomberg erklärt.

Daraus ergaben sich gemäss Unternehmensangaben zusätzliche Mittel über netto 3,84 Mio. Er wird sein Amt per Weiterhin offen bleibt, wer den Posten des Finanzchefs übernimmt.

Die Erholung des Swiss Market Index war überfällig. Doch schon bald wird die Luft wieder dünner. Decision-making processes are created, drafts for media releases are prepared and additional communication and IR tools are determined based on this analysis.

The company also closely monitors any shareholder changes. Hostile takeover bids are surprisingly common. As a result, time is a scarce commodity once an offer like this has been reached. It is therefore advisable to make preparations in good time. A foreign bank in Switzerland unexpectedly falls under suspicion of having failed to observe guidelines to prevent money laundering.

High-profile clients are named in the press. International journalist networks publish confidential data concerning international financial transactions.

IRF was commissioned, in close cooperation with the board of directors as well as involved law firms, to draw up possible scenarios and the corresponding communication strategies. Depending upon how the case develops and the result of external investigations, statements, language rules and media releases are drafted.

In addition, clear rules are defined, detailing how incoming media enquiries are to be processed and answered professionally, promptly and within the context of the statutory provisions bank client secrecy, ongoing investigations, etc. In the field of crisis communications, responsiveness, honesty and clear processes are the key factors for successful communications.

An investment specialist that focuses on sustainability investments is for the first time planning to promote its annually published study actively in social media. IRF identifies important influencers in the sustainable investment field in the channels Twitter and LinkedIn, and draws up editorial schedules for the two channels.

A week before the study is due to be published, the client initiates the teaser phase by posting news and tweets. The frequency is substantially increased on the day on which the study is published. Multipliers bloggers, online media pick up the study and spread it further. Numerous new followers are recorded on Twitter and LinkedIn. A SMI listed company wants to link its expertise more closely to current events on selected social-media channels and expand its existing communities.

IRF uses different reaches local to global to research topically important events in the industry and draws up a detailed editorial plan for twelve months at a time. There are also multiple posts on current events on a daily basis newsjacking. To intensify dialogue with the global community, company experts are set up as ambassadors and are actively supported at the start of their activities with an editorial plan. Making a success of professional entry to the social media.

A Swiss association dedicated to promoting sustainable financial investments makes changes to its communications strategy because an increasing number of members and the media operate in social media. The client previously only had a presence in the form of its own website. In workshops and courses, working together with the client, IRF lays down the social media ground rules, sets up the selected Twitter and LinkedIn channels, and develops an editorial plan for the starting phase.

Monitoring and precautions for possible communication risks also need to be implemented. Thanks to the infusion of knowledge in the workshop and training courses, the client is quickly able to navigate the new environment independently.

Journalists and multipliers begin following the client on Twitter and LinkedIn. In overall terms, the number of followers rises steadily. A leading global provider of security solutions wants to promote the sense of community within its numerous group companies.

The aim is to facilitate cooperation and create synergies by developing common company principles amongst the businesses and brands in Europe and overseas. The Management Board sees this as a source of substantial potential for growth and increase in profitability. In close cooperation with IRF, in various workshops, the Group management identifies seven common company principles that have been represented as a symbol.

Members of the Group management explain the new principles in a company video on the intranet. Employees are also presented with the values and the visualised symbol on posters and in brochures. Employees of all Group companies are aware of and understand the common company values.

They are more motivated and take the initiative to form teams across the Group and reach new goals together. Internal communications — guideline for employees in particularly unsettled times. Internal communications become hugely important when a company is experiencing changes. They ensure that all stakeholders clearly understand their particular roles in this transformation, and are provided with the same level of information.

IRF provided an internationally operating pharmaceutical company with communications support while it relocated its European headquarters from Lausanne to Zurich. The starting point was the comprehensive communications concept for the internal and external communications. A core element here was training managers to provide employees with clear and simultaneously empathetic communications.

Executives successfully remained in dialogue with the employees during a phase that was characterised by uncertainties. In spite of the unwelcome news, employees engaged constructively in the consultancy process, and this in turn impacted positively on the parameters of the severance scheme.

The company was able to finalize the consultancy process on schedule. Closures or the relocation of production sites trigger uncertainties and fears amongst employees, business partners and public authorities. However difficult the messages may be, the process needs to be tightly controlled at the communications level, in order to ensure that additional frustration and vulnerabilities are not created. With the help of its international partner FTI Consulting, IRF provided a globally operating chemicals manufacturer, domiciled in Switzerland, with communications support during the closure of a production site in Great Britain.

The starting point was the classic communications concept for internal and external communications. A key aspect was preparing the management team for the need to provide employees with the best possible support during this delicate process. The consultation process with employees proceeded constructively and was wrapped up within the set timeframe. A world-leading Swiss industrial company shows strong growth and almost doubles its workforce within around two years. This also leads to greater demands and requirements in terms of communication in the company.

Ground needs to be made up, particularly in internal communication. IRF developes immediate and regular measures to make internal communication systematic.

The measures focus on open dialogue between the Management Board and employees to build trust, and guidance and identification of new employees with the company. IRF also advises on and assists with a global employee survey and creating internal publications in the event of ballots. This investment is expensive, however, and opinions are divided as to who should pay.

Together with a globally operating company that is active in the field of modernising public energy infrastructures, IRF develops communication activities to position the company as the industry and innovation leader in its specialist field. These measures enable the company to exercise direct influence on public opinion, by for example getting its own executives appointed to key steering committees as industry representatives. As a link between politicians and the research community, the company makes an important contribution towards supplying innovative technologies that significantly support the realisation of the energy objectives.

The head office of a globally active pharmaceutical company is based in Switzerland. The company would like to be perceived as a relevant market player on the Swiss business scene and in the Swiss health policy. One particular aim is to strengthen the perception of the economic, social and societal importance of the company in Switzerland among specific target groups and political opinion leaders.

IRF maps out an active public affairs strategy and identifies strategically significant stakeholders and opinion leaders from the Swiss health policy. Personal meetings are arranged with the national manager of the Swiss subsidiary and accompanied by IRF.

In addition, IRF supports the company in individual discussions and negotiations of the management with cantonal and local authorities at individual production sites in order to promote mutual understanding and to address business interests in relation to the location canton. Universities and large companies in the Zurich region have decided to launch a cooperation with research and the private sector, with the aim of developing innovative and sustainable solutions for Switzerland.

They need a suitable site to do this. The situation is clear, the project is supported politically at both a national and cantonal level. However, locally there are individual critical voices. The project also needs private investors in order to develop the location. IRF creates a communication concept to regularly inform local residents as well as local and regional journalists, and develops texts and information brochures. In addition, IRF proposes suitable measures for communication with investors, coordinates enquiries and takes on the production of brochures and presentations.

IRF also organises an event which around interested parties take part in. They include large multinational companies, rapidly growing young firms, interest groups and individuals.

We will gladly provide you with references upon request. Not only are we communications experts, we always have our fingers on the pulse of selected industries.

Thanks to our many years of experience in top-level corporate communications positions and in communications consulting, we know the issues and challenges facing a host of different industries. Since we speak the same language as our clients, the services we provide are results-oriented, efficient and effective. German, English, Turkish back to overview. German, French, English back to overview. Doctoral thesis, University of Zurich, Various contributions to special interest magazines and the financial press Institutions Swiss Forum of Communications Law back to overview.

German, French, English, Spanish back to overview. German, French, English, Swedish back to overview. German, English, Croatian, French back to overview. German, English back to overview.

German, French, English Areas of special expertise: Leistung schafft Vertrauen pages in Wolfgang Immerschitt, Profil durch PR, Wiesbaden Gabler Various contributions to special interest magazines and the financial press back to overview. IRF Communications has a qualified and experienced team with an interdisciplinary background in the following sectors: Pragmatic — we execute communications strategies effectively and efficiently.

Clever — we come up with sound solutions for successful positioning or effective damage control. A business network that spans the globe. There are currently no open positions.

If that describes you, we invite you to send us your CV details: IRF Communications AG Jürg Stähelin Rämistrasse 4, Postfach Zürich Requirements A university degree or equivalent qualification An interest in finance and communications Financial, communications or marketing experience and know-how Fluency in German and English, French an advantage Strong professional drive and an ability to work independently Quality-first mind-set Service-oriented, strong client focus An ability to keep a clear head even when things get hectic Team spirit and sense of humour What IRF Communications offers A unique interface between the worlds of business, finance and the media A chance to work on international project teams A challenging job An open work atmosphere A young and professional team Experience and client portfolio of a Swiss market leader.

Cocktail Am 7. Cocktail Am Communication competence for companies. Communications concepts for positioning companies, organizations, projects and persons Communications and media training for company executives and board members Reputation and perception surveys: Surveys of target groups investors, analysts, journalists on communications and perception issues Benchmark studies Internal communications: Internal roll-out of company strategy, defining and anchoring company values, post-merger integration processes, etc.

Management of media relations from A to Z: Analysis, development and implementation of communications strategy Communication of financial results: Strategy and implementation, roadshows, management of investor relations, contact with analysts and shareholder representatives Annual reports: Overall coordination, concept and content, communication of sustainability topics to target groups Best practice analyses and recommendations: Annual reports, value reporting, director and executive compensation reports, sustainability reports etc.

Advice and support during crisis situations: Dies wird entlang der Agenda des 5. StorageDay der SolarAllianz schnell deutlich. Dennoch übernimmt der Anbieter dieser Webseite keine Gewähr für die Aktualität, Vollständigkeit und Richtigkeit der bereitgestellten Seiten und Inhalte. Eine Entfernung oder Sperrung dieser Inhalte erfolgt umgehend ab dem Zeitpunkt der Kenntnis einer konkreten Rechtsverletzung.

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