At the interface between satellite technology, geodata and insurance, Caelus.space develops solutions that can detect ground movements before damage occurs.

Founder Amit Hellman explains how the “space revolution” is changing risk modeling, why collaboration is important and what insurers need to know as new levels of data reshape underwriting and claims handling.

Amit Hellman, can you briefly tell us how Caelus.space came about? What problem did you originally want to solve and how did this develop into an InsurTech offering?

My connection to the world of geotechnics and remote sensing has always been one of my greatest passions. Over the last few years I have gained experience in development and management roles in the remote sensing industry whilst studying geotechnical engineering at university. I was constantly looking for a way to combine these two disciplines to make a positive difference.

As I continued this journey, I learned of a specific case in Israel where an entire neighborhood was slowly sliding down a slope, causing hundreds of millions of dollars worth of damage. This inspired me to develop a methodology, i.e. a thesis that combines my accumulated experience to determine whether this movement can be detected at a very early stage.

The initial results were very encouraging. We received numerous case studies from partners and organizations worldwide for validation, and in each case we were able to successfully observe and predict the developing damage months and even years in advance.

This profound insight into our predictive ability naturally led us to the insurance sector. Insurers can use these unique insights not only to expand their portfolios and manage risks more effectively, but above all to ensure the safety of their end customers.

Your platform focuses on the early detection of ground movements such as subsidence and land deformation. What technologies enable this predictive capability and how does it differ from traditional risk assessment?

Our forecasting capability is based on a robust, five-stage engine that masterfully integrates advanced sensor technologies. At its core, we utilize a constellation of over 29 satellites, relying fundamentally on Synthetic Aperture Radar (SAR) and multispectral imagery as our data foundation. The real innovation lies in the fusion of this powerful remote sensing data with geotechnics. On the one hand, we use machine learning models to extract numerous important geotechnical parameters directly from the satellite data. On the other hand, we use sophisticated signal processing to detect structural movements with exceptional accuracy down to just 2 mm for each structure we map.

By combining this precise, real-world data with a deep learning model, we have created an engine that is able to provide a prediction of evolving ground movement hazards for any building in the world. This approach fundamentally changes risk assessment from a reactive process based on historical loss events and visible damage to a proactive and predictive process that enables insurers to identify and mitigate risks months or even years before a catastrophic loss or claim occurs.

You started out in the infrastructure sector before expanding into the insurance sector. What triggered this strategic change and what key differences do you see between the two markets?

We started in the infrastructure sector and are still very active there with projects in the USA, Israel and even India. The main catalyst for the strategic shift to insurance was the realization that we had predictive capabilities. When we saw that we could reliably predict defaults months or years in advance, we knew that this insight could change risk management on a global scale and across the portfolio, which is exactly where the insurance industry operates.

Although both the infrastructure and insurance markets are showing increasing openness to new, disruptive technologies, the operating cycles differ considerably.

In the infrastructure market, things are generally more manageable. The infrastructure itself belongs to our direct customer, be it a technical manager, safety manager or maintenance manager. When we identify a risk, there is a clear chain of command and an immediate interest to act. If we identify a deformation that could cause 10 million dollars worth of damage to a major intersection, we don’t have to convince multiple stakeholders outside their operational area; they can simply act, for example by opening a drainage channel in a retaining wall. The sales cycle is therefore shorter, and the damage we prevent can often mean the difference between job security and a serious career setback for the responsible party.

The insurance world, on the other hand, requires patience and time to build trust and integrate into the company’s operations. We understand that. The people responsible for implementing our solution are part of a huge value chain. It takes time for a large company to understand exactly where in this chain the solution is needed and how big the problem is. For example, when we first approach departments such as NatCat or Business Development, they often do not have accurate data on the extent of the ground movement problem in their portfolio. Only after an in-depth analysis of their damage statistics do they realize the true extent of the problem. In addition, implementing new technologies in a large insurance company also requires a lot of patience, as they often work with multi-year work plans and the timing of a decision can unfortunately fall outside the time window for new strategic initiatives.

France suffered losses of over 1.2 billion euros last year due to subsidence, which led to a 20% increase in premiums. How can insurers use your findings to mitigate or even prevent such cost increases?

The situation in France is a prime example of how climate change is creating new, uncontrolled systemic risks for the insurance industry. France in particular has experienced record-breaking droughts and rainfall fluctuations due to climate change, which has led to an increased risk of ground movement. The €1.2 billion in losses is alarming, especially as the state does not classify land subsidence as a natural disaster (Nat Cat) in most cases, forcing customers to sue their insurers, who ultimately have to bear the costs.

The core problem is the lack of an accurate, continuous and scalable tool to understand where these losses occur. Caelus.space solves this problem directly by providing property-level predictive risk analytics across an entire national portfolio. We enable insurers to mitigate this cost increase in three key ways:

1. Portfolio-wide risk assessment: We calculate the specific risk value for each individual property in a country such as France. This allows the insurer to accurately quantify its expected annual portfolio losses due to ground movements for the coming year and move from aggregated models to precise financial projections.
2. Proactive loss prevention: This is our most powerful tool. We can identify emerging threats to the customer’s property months or even up to two years in advance. By pinpointing the exact location of the looming problem within the property, we enable minimal early intervention to prevent a potentially catastrophic six-figure loss.
3. Refined underwriting and risk transfer: If the client is unwilling to work with the insurer to mitigate the identified risk, our data provides the underwriter with the objective, detailed evidence they need to make informed decisions. This allows the insurer to exclude certain quantified sinkhole risks from the policy, avoiding liability risks before they materialize.

Many start-ups fall in love with their technology instead of focusing on the actual business needs of insurers. How do you ensure that Caelus.space remains customer-centric and not technology-centric?

After over 200 conversations with industry executives, we have gained a deep understanding of the sector’s needs: from who to approach, to understanding the annual decision cycle, to the urgent need to comply with regulatory frameworks and standards such as GDPR, DORA, ISO and SOC.

We quickly understood a central fact: The customer wants technological change, but the operational “ship” must continue to sail in its current direction without major disruption. Therefore, our approach is based on removing barriers to entry and integration.

We don’t need any internal data from the client to get started. We just need to know which country or portfolio they want to monitor. Then we apply our technology to provide the first level of data.

When we reach the proof-of-concept (POC) phase, we don’t hold back. We open the ‘hood’ fully and present all five stages of our model to ensure the client understands the depth of the product. We provide a building-level risk assessment as well as more than 15 additional statistics.

We recognized early on that setting up a complex CRM system for insurers is unnecessary and would only represent another hurdle. Instead, we adapt to the pace of the customer. We deliver the raw and processed data your teams need in the simplest and most accessible format: via a single API or via simple Geographic Information System (GIS) layers.

What does the current “space revolution” mean for the insurance industry? Which new data levels or functions will bring about the biggest changes in the next three to five years?

The current “space revolution” is an electrifying force that is profoundly changing the insurance industry. Driven by an unprecedented increase in orbital utilization with over 12,000 satellites orbiting the earth and at least 60 more being launched every week, the technological convergence of advanced AI and enhanced optics is fundamentally changing risk management. At the heart of this transformation are the approximately 3,000 active Earth Observation (EO) satellites that enable “hundreds of different types of monitoring and modeling” that directly benefit the insurance industry.

Let’s take a major disaster as an example: If a tornado sweeps through an area in the afternoon, the exact location of the damage and flooding can be determined and transmitted to insurers that same evening. While this instant, area-wide assessment capability is invaluable for speeding up claims processing and easing the burden on customers, the truly revolutionary aspect is the ability to use this continuous stream of data for predictive risk management.

Looking ahead over the next three to five years, the continued integration of EO data with powerful AI will bring about the most transformative new capabilities, enabling “any manipulation of our portfolio”. This means moving beyond general risk modeling to granular asset-level information. The space revolution is thus transforming orbital data into highly actionable, predictive information.

Caelus.space is currently self-funded. How does this affect your growth strategy, your timetable and your product roadmap compared to VC-financed competitors?

In a time characterized by rapid venture capital deployment and pressure for exponential growth, Caelus.space is taking a very different course. Our decision to remain bootstrapped is not a limitation, but a fundamental pillar of our strategy, timeline and product roadmap, especially in comparison to VC-funded competitors.

For us, patience is key. In a specialized sector like insurance technology, where trust and deep integration are paramount, an aggressive, VC-driven burn rate would simply lead to a waste of capital.

This approach has a direct impact on our growth strategy. Rather than pursuing aggressive, short-term sales targets, we focus on real market entry, building meaningful partnerships and growing our team in the right way. We are aware of the inherent difficulties and long sales cycles within our potential customers’ legacy systems. We avoid putting pressure on customers to speed up the sales process. Instead, we accompany them, understand their internal constraints and adapt our development to their specific needs.

Our product roadmap reflects this customer-oriented philosophy. We avoid the temptation to “reinvent the wheel” or pursue prestige projects. Our primary commitment is to iterative refinement and attentive listening. When clients predominantly request specific levels of data to be integrated into their legacy systems, we prioritize this. Our ongoing efforts are focused on continuously improving the accuracy and precision of our core engine, while working diligently to reduce maintenance costs wherever possible.

Ultimately, many startups boast about being the “best in the world” or win awards in quick succession, but this recognition often doesn’t reflect the actual pace at which trust is built and delivered with customers. We believe there are simple ways to reach the right people through quality engagement and leveraging strong partnerships. A VC model would inevitably lead to intense scrutiny over time and pressure for an early exit. For Caelus.space, this mindset is detrimental to the long-term health of our company, the quality of our product and the wellbeing of our team. We choose sustainability and trust over speed and exit pressure.

Can you name a pilot project or proof-of-concept (without confidential details) that has taught you something surprising about insurer behavior or underwriting culture?

One of our most insightful proof-of-concepts (POCs) involved a large insurer who wanted to assess the risk of collapse for a portfolio of very valuable, expensive buildings. Specifically, it involved retaining wall failures and potential landslides near these luxury properties.

Our analysis showed that the overall risk for the entire portfolio was low, but for one particularly critical building, our engine categorized the risk as medium. The reason: our geodata clearly identified an active landslide zone near the building, and the building itself showed a measurable reaction to this ground movement.

The surprising thing was not the technical identification, but the associated underwriting dilemma. The insurer presented our findings to their internal team of risk engineers. Our data was immediately of great value and saved them a lot of time as it accurately guided the surveyor to the active zone and allowed them to target their ground investigations.

However, when the insurer tried to obtain even the simplest information from the potential customer, such as the year of construction or any building certification standards, it was met with resistance. The customer’s attitude, which is common in the high-net-worth private customer segment, was essentially: “This is the situation. Get over it. Insure us or don’t bother.”

This POC highlighted the information asymmetry that insurers face. Without Caelus.space’s predictive insights, the insurance company would have remained blind to the significant, evolving risk in the region and may have ended up paying tens or hundreds of millions of dollars for a single claim on a luxury property. Our technology was the only objective tool they had at their disposal to make an informed, data-driven underwriting decision in the face of the client’s lack of cooperation.

You have participated in accelerator programs, the Global InsurTech program and the Israel InsurTech Hub. How important are these ecosystems for networking, learning and market entry?

To reach the right people and navigate complex foreign markets, connections are essential. We strongly believe in working with local ecosystems, especially the mentors embedded within them. For a company entering a new market, such as expanding from our home market into Europe, the best entry point is always through the established local insurance communities and centers. We have participated in two programs: InsurTech Israel and a combined program with InsurTech Germany. We are also active in the Swiss InsurTech Hub.

In each program, we met dozens of industry executives in various roles and gained a fundamental, practical understanding of how the insurance world works effectively. In particular, the InsurTech Israel community provided us with truly exceptional mentors and a powerful network that was critical to our growth. With the support of these incredible mentors and the InsurTech communities, we were able to reach the right decision makers, significantly lower the initial trust barrier and gain a deep understanding of the long-term journey we are on together with our partners.

From the insurer’s point of view, what are the first three questions they should ask themselves before introducing satellite-based risk analyses?

From the insurer’s point of view, it must rigorously clarify three critical questions before introducing satellite-based risk analyses:

1. How exactly does the company’s risk model work and what is its specific competitive advantage? This goes beyond marketing jargon; the insurer needs to understand the proprietary methodology and unique value proposition.
2. What are the validated statistical metrics for precision and recall, and which ground truth dataset is used to validate this information? Transparency regarding precision, false positives and the quality of the real data used for validation is essential.
3. Is the solution scalable at a national level or limited to a small area, and what is the cost structure? The insurer must ensure that the provider is able to efficiently process and deliver data across its entire portfolio without incurring prohibitive scaling costs.

Where do you see Caelus.space in five years’ time? What milestones would signal success in both the insurance and infrastructure markets?

We expect to be an integral part of the European risk monitoring landscape in five years’ time. We expect our customer base to grow significantly in the infrastructure sector, particularly in the monitoring of major projects such as roads and railroads. In the insurance world, we will be an integral part of NetCat departments and a key tool for risk engineers.

Our ultimate success will be to be recognized as a key partner that helps insurers proactively reduce systemic risk, making the insurance company a true partner that fixes and prevents problems, not just compensates in times of crisis.

The questions were asked by Binci Heeb.

Amit Helman, Founder and CEO of Caelus.Space, a remote sensing and geotechnical engineering expert with 15 years of experience in the field. He is also a university lecturer in these domains, holding first and second degrees in Geotechnical Engineering, and is currently a PhD candidate in Geoinformatics. He is married, and in his free time he enjoys off-road jeep trips, trekking, and a good smoky whisky.

Read also: InsurTech as a Bridge Builder: Kobi Bendelak on Israel, Switzerland and New Hubs

From ten-minute healthcare payouts in Chile to processing travel claims in less than a minute, Zurich’s latest pilot projects show how AI is making work easier in finance, marketing and claims, giving employees more time to serve customers.

The second part of the Zurich Innovation Championship Festival will highlight Zurich Cover-More, the Group’s global travel and assistance business, which handles more than one million calls a year.

From hours to seconds

The challenge was to speed up the processing of claims, which often required extensive documentation. Working with AgentricAI, Zurich introduced CLARA, a multi-agent system that reads PDFs, photos and even handwriting, verifies coverage, decides on approval or denial, drafts customer emails and calculates payouts, all under human supervision. The process now takes less than two minutes, 47 seconds on average. Zurich plans to move from the pilot phase to production in Australia and the United States before the end of the year.

Automation with a human touch

In Chile, Zurich’s partnership with InsurTech LISA has already transformed the healthcare business. The company’s no-code claims processing engine now automates around two-thirds of all claims, achieves settlement in less than ten minutes, reduces costs by around a third and increases customer retention to record levels. Savings amount to nearly one million dollars per year, while health insurance renewal rates have reached more than ninety percent.

The finance department finds its co-pilot

Claudia Cordioli, Chief Financial Officer of the Group, sees the finance department as another natural candidate for AI transformation. Her team’s collaboration with Wangari Global resulted in etio, an actuarial co-pilot that replaces tedious reconciliations with automated data management and a “causality engine” that not only explains what happened, but also why. Reporting cycles that used to take days are now completed in a matter of hours, allowing actuaries to focus on insights rather than data collection.

Marketing with context and precision

Zurich’s customer and marketing departments are also increasingly relying on AI. WordLift is developing a semantic “Zurich Marketing Brain” that helps large language models understand product context and customer intent, improving search results and reducing repetitive content work.

In Germany, online insurer DA Direkt partnered with Nexoya to use AI for cross-channel budget optimization, resulting in double-digit revenue growth within weeks. In Australia, Optimizely ‘s experimentation platform enables teams to autonomously test and refine campaigns, resulting in a 60 percent increase in customer retention and 25 percent more closed deals.

Open to disruption

All of these initiatives are based on a clear philosophy: Zurich wants to be a leader, but also open to disruption. More than a thousand participants from forty countries took part in this year’s “Agentic AI Hyper Challenge”, and internal teams shared the stage with start-ups. The company is building an ecosystem where experimentation is expected and human creativity is amplified by machines.

A new rhythm for insurance

The results point to a shift from incremental efficiency to exponential learning. In underwriting, finance, marketing and claims, Zurich’s new AI systems are shortening processes from days to minutes and from minutes to seconds. For customers, this means faster answers and fairer results. For Zurich, it means more capacity, more agility and a clear sign that the future of the insurance industry is already intelligent, collaborative and unmistakably human at its core.

Binci Heeb

Read also: From Bircher muesli to machines: Zurich’s AI offensive in insurance (Part 1)

Criminals are increasingly using generative AI systems such as Claude, ChatGPT or Gemini to carry out fraud, extortion and targeted attacks. The challenge is also growing in Switzerland: for insurers and reinsurers, this means new liability, claims and premium risks.

The US AI provider Anthropic reported in a security report from the end of August 2025 that its language model Claude had been misused several times for cyber attacks. Criminals had used the chatbot to write phishing messages, identify vulnerabilities in networks and automate entire attack processes. In one case, Claude is even said to have helped negotiate ransom demands. According to Anthropic, 17 organizations from various industries – including healthcare, government and religion – were attacked in a single month.

AI as a tool of the attackers

This dramatically lowers the barrier to entry for cybercrime. What used to require a coordinated team of hackers can now be carried out by a single person with the help of AI agents. The effort, knowledge and risk for attackers are significantly reduced. For insurance companies, this means that attacks can be faster, more targeted and have a greater reach, which significantly increases aggregation and accumulation risks.

Swiss context: focus on the financial and insurance sector

In Switzerland, security authorities are observing this development with concern. The National Cyber Security Center (NCSC) reports a significant increase in cases in which fraudsters are using AI-supported content. Deepfakes from financial or government representatives are used to gain trust, obtain authorizations or manipulate damage reports. Social engineering attacks, in which AI creates deceptively real messages, voices or videos, are particularly sensitive.

In the second half of 2023, the NCSC recorded over 30,000 reported cyber incidents, a significant proportion of which involved generative AI elements. The financial and insurance sectors are also affected: AI-supported invoice and payment fraud is on the rise. There is also the regulatory dimension. Swiss financial and insurance companies have to meet stricter requirements for data protection and know-your-customer procedures. These rules become more complex when AI tools are involved that process or generate data autonomously.

New challenges for insurers

This significantly changes the risk profile for the insurance industry. The use of artificial intelligence by attackers is leading to a new dynamic: damage no longer occurs in isolation, but can spread quickly across industries, countries and systems. An attack can simultaneously affect dozens of companies that use similar technologies or supply chains. This increases the probability of damage aggregation and simultaneous major events.

Insurers also need to rethink their premium structures. Traditional models based on historical data fall short here. AI-related risks are developing faster than they can be statistically recorded. Underwriters must therefore establish new valuation methods and explicitly take AI scenarios into account. Some insurers are already considering introducing special exclusions or additional clauses for the use of generative AI in order to avoid misunderstandings with regard to cover.

Another aspect concerns liability. If a company uses AI that unintentionally causes damage or is misused, who is responsible? This question arises not only for companies, but also for insurers who cover such risks. A new area of tension is emerging between technical innovation, regulatory pressure and insurance reality, which has barely been clarified in legal terms.

Need for action in the insurance industry

Insurers and reinsurers in Switzerland are now faced with the task of adapting their strategies to this new threat situation. This includes analyzing internally which AI systems are used and how they are secured. It is equally important to review the insurance conditions: Are AI-based attacks covered or explicitly excluded? Many policies still define cyber risks according to older models and do not take sufficient account of the new role of generative systems.

In addition, insurers should formulate clear guidelines for their customers, such as training on the safe use of AI tools, guidelines for incident response plans or for governance when using chatbots and automation systems. The monitoring of AI-supported attacks is also becoming increasingly important. Early warning systems that detect anomalies in communication or data behavior can help to limit damage.

In turn, the extent to which a customer is exposed will be a decisive factor when determining premiums. A company that uses generative AI productively but does not implement clear guidelines or security checks will probably have to pay higher risk premiums in future. Prevention and transparency will become a competitive advantage for both customers and insurers.

AI is an opportunity and a risk

The use of generative AI by cyber criminals marks a turning point in the digital risk landscape. What used to require specialist knowledge is now accessible to everyone. For the insurance industry, this means a double challenge: on the one hand, they have to strengthen their own defenses and, on the other, reassess the risks of their customers. Artificial intelligence is therefore both an opportunity and a risk, and a tool of progress that can become a liability trap in the wrong context.

Binci Heeb

Read also: AI Is Becoming a Partner to Humans – Not Just a Tool

The threat situation for executives has worsened dramatically in the last two years. Terrorism, targeted attacks, reputational risks and digital threats are forcing companies around the world to professionalize their executive protection strategies. However, many organizations are still inadequately prepared and it is not uncommon for the bosses themselves to stand in the way of security.

A shocking incident in December 2024 highlighted the vulnerability of top managers: the CEO of United Health was shot dead in the street. According to the latest “Threats to Executives” study by Everbridge in collaboration with ASIS, 42% of security managers surveyed have significantly increased their focus on protecting executives since then. The main drivers are increasing public threats (72 percent) and acts of violence that attract media attention (69 percent).

Professionalization with gaps

30 percent of companies have a formalized executive protection policy with their own resources, 41 percent integrate protection into general security structures. Larger organizations with more than 100,000 employees are significantly better positioned than smaller ones.

Nevertheless, many programs lack central components: Only around half have sophisticated digital threat analyses, behavioral profiling or automated situation reports. Reputation monitoring is also only established in a third of cases.

Travel remains a weak point

Executives are among the frequent flyers and are particularly exposed when traveling. A quarter of the organizations surveyed rarely or never involve security departments in travel planning. Even more serious: 18 percent rarely or never carry out risk assessments. Only 45 percent regularly provide personal protection when traveling.

Safety briefings are also not a matter of course: a quarter do without them altogether, and families or support staff are often left out.

If the bosses don’t go along

A key obstacle to effective protection programs is the managers themselves. 47 percent of those responsible for security report a lack of compliance, 58 percent report budget reservations. Many executives underestimate risks or perceive protective measures as a restriction. Experts advise dovetailing security strategies with business interests and clearly communicating the added value, for example for reputation protection or business continuity.

Safety culture required at board level

Executive protection is no longer a luxury item, but a strategic factor for corporate security. However, the study shows clear differences in maturity between organizations. While large corporations are expanding their protection programs, there are dangerous gaps in medium-sized and smaller companies, especially when it comes to digital risks and travel protection. Without the active support of top management, however, many measures remain piecemeal.

Binci Heeb

Read also: Helvetia: Cyber attacks – Switzerland remains vulnerable

InsurAngels Suisse has invested in Mitigrate, Europe’s leading flood protection analysis company, to accelerate its expansion into key European insurance markets. This strategic move, which is part of the Mitigrates seed financing round, which is also supported by Lloyd’s of London and the Sarsia Investment Fund, underlines the growing demand for climate-resilient and prevention-oriented solutions.

Conclusion of the seed round with strong investors

Mitigrate’s seed round attracted a great deal of interest, with InsurAngels Suisse Lloyd’s of London and the Sarsia Investment Fund to provide the capital required to scale. The funding will enable Mitigrate to enhance its analytics platform.

“Our mission at InsurAngels is to support start-ups that are redefining insurance by putting prevention and innovation at the center. Mitigrate’s unique approach meets a clear market need across Europe and we are delighted to support the company on its journey,” says Michel Ruggaber, Co-Founder and President of InsurAngels Suisse.

With the successful completion of its seed financing round, Mitigrate is well positioned to scale its AI-powered flood prevention analytics platform. “This investment is an important milestone for Mitigrate. The support of InsurAngels, Lloyd’s of London and Sarsia not only validates our vision, but also provides us with the expertise and network to expand across Europe,” says Laurent Feuilleaubois, CEO of Mitigrate.

Personalized health has become one of the most discussed topics in medicine. The idea is simple but revolutionary: prevention, diagnostics and treatments are tailored to each individual’s biology, lifestyle and data profile. At the recent Future of Health Grant Conference in Zurich, researchers, insurers and start-ups came together to show that this vision is increasingly being translated from theory into practice.

Co-hosted by the Swiss Insurtech Hub (SIH), the event at Swiss Re brought together a unique mix of stakeholders: medical researchers, health insurers, digital entrepreneurs and patient advocates. It provided an overview of how personalized health is beginning to transform not only the science of healthcare, but also its economics and accessibility.

From precision oncology to daily care

One of the most powerful messages came from Professor Olivier Michielin, Head of the Oncology Department at Geneva University Hospitals (HUG). As a pioneer in precision oncology, Michielin illustrated how extensive data sets – from clinical trials to molecular imaging – are already changing cancer treatment.

“In oncology, we know that not every treatment works for every patient,” he explained. “We used to treat entire populations with the same therapy, from which only 20 to 30 percent of patients really benefited. Today, thanks to precision medicine, we can identify subgroups with a much higher chance of success. This means that fewer patients are exposed to ineffective treatments and survival rates improve.”

Research programs for the development of data warehouses

Michielin described how Swiss research programs such as Swiss Personalized Health Network (SPHN) and Personal Health and Related Technologies (PHRT) have helped hospitals build interoperable data warehouses so that patient information can be collected and analyzed at a national level. This infrastructure is crucial to move from small pilot projects to clinical standards, he argued.

The next challenge, he added, is multi-omics and digital pathology: technologies that can map tumors cell by cell and predict a patient’s response to therapies such as immunotherapy. “Every oncology patient has a tissue section,” Michielin noted. “That means data availability is virtually 100 percent. With AI, we can analyze these slices to detect subtle patterns that are invisible to the human eye and use them as a basis for treatment decisions.”

Scaling personalized health: promise and paradox

While oncology often serves as a testing ground for new medical approaches, it became clear at the conference that personalized health goes far beyond cancer. Startups presented solutions ranging from gamified apps to reduce binge eating to toothbrushes that analyze saliva for early disease markers.

However, scaling remains a challenge. Eric Laudet, founder of Holistiq and experienced healthcare entrepreneur, pointed out the tension between personalization and affordability. “It’s great to think about personalized solutions, but how do you scale them?” he asked. His company focuses on building telemedicine platforms that combine digital and human touchpoints, enabling large numbers of patients to receive tailored support without overburdening healthcare systems.

Laudet cited an example from the mental health sector: his team recently launched a global diagnosis and support service for ADHD in just two weeks. By offering group coaching and digital masterclasses, Holistiq combines personalization with scalability. “It’s affordable for consumers and has a huge impact on their lives,” he said.

Patients as experts

The voice of the patient also took center stage. Hanna Boëthius, who lives with type 1 diabetes, reported on how digital health tools can change daily disease management. She described the constant decisions that patients are faced with. For example, when it comes to diet, exercise and medication and how wearables and apps are now helping to understand the flood of personal health data.

“For me, personalized health means being treated not only as a patient, but also as an expert on my own condition,” she emphasized. Her perspective highlighted an important aspect: personalization is not just about algorithms, but also about empowerment.

Binci Heeb

Read also: Data, diagnoses, breakthroughs – How AI is revolutionizing healthcare

Discover how insurance goes beyond risk management to transform lives and combine social impact with innovation. Welcome to the real world of insurance with Paul the Insurer .

Insurance often has a reputation for being a dry, paper-heavy industry, but Paul the Insurer’s podcast debunks these myths and reveals the dynamic and socially impactful core of the industry. Whether you’re a young professional exploring career paths or simply curious about how insurance is shaping global realities, Paul offers a fresh perspective on this important sector.

In his latest episode, Paul tells a compelling story from his early career days and illustrates how insurance can be a powerful tool for social good, particularly when it comes to supporting people with serious health conditions.

What is insurance for people with health impairments?

An insurance policy for people with health impairments is a life insurance policy for people who suffer from serious illnesses such as heart attacks, cancer or diabetes. Traditionally, these people were often denied insurance cover because their life expectancy was difficult to predict and the risk was too uncertain for insurers.

Paul talks about his experience as an intern in the life insurance department of a reinsurance company, where he spent six months immersed in the world of people with health impairments. This department specialized in evaluating insurance applications from people who were considered “high risk” due to their medical history.

Turning challenges into opportunities: The role of data and expertise

What sets Paul’s company apart is its innovative approach. Instead of excluding people with health conditions from coverage, the company assembled a multidisciplinary team of doctors, mathematicians and insurance professionals to compile detailed statistics on survival rates after an illness. They produced a comprehensive guide describing diseases, symptoms, treatments, remission phases and, most importantly, average survival times.

This data-driven approach enabled the company to charge additional premiums fairly and offer cover to people who were previously uninsured. Every insurance application involving a person with a health condition was carefully reviewed by experts to ensure accurate risk assessment and compassionate service.

The human side of insurance: empathy meets innovation

Paul’s vivid description of his daily dealings with serious illnesses during his training emphasizes the emotional dimension of providing insurance for people with health impairments. He admits that he feels the symptoms of the illnesses he examines himself, which underlines the empathy required in this profession.

Today, advances in machine learning and artificial intelligence are accelerating the underwriting process and enabling insurers to make quick and accurate decisions. However, Paul emphasizes that human expertise is still essential. Physicians and underwriters continue to play a critical role in validating data and developing innovative solutions that improve efficiency and fairness.

Why insurance for people with health impairments is important for social action

For young professionals who want to make a difference, insurance for people with health conditions offers a unique opportunity to combine economic success with social responsibility. By giving people with serious illnesses access to life insurance, insurers are helping to improve the quality of life and financial security of disadvantaged groups.

Paul invites the audience to look further into the social aspects of insurance and encourages the new generation to see insurance not just as a profession, but as an opportunity to shape a better future.

Take part in the discussion

If you are inspired by Paul’s insights and want to learn more about the social impact of insurance, subscribe to “Paul the Insurer”. This podcast is more than a career guide, it’s a gateway to understanding how insurance impacts lives around the world.

Binci Heeb

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Listen and read also: Paul the Insurer 2: From Mission Impossible to AI magic – How a lawyer cracked the insurance code

An exclusive interview with Alex Sidorenko, FERMA Risk Manager of the Year 2021, RIMS International Honoree 2021, and founder of RISK-ACADEMY.

The Accidental Beginning

Alex, you’ve been recognized as Europe’s top risk management influencer. Looking back, how did your journey in risk management begin?

My journey began academically – I was part of the first-ever undergraduate degree in risk management in Australia. From there, I joined Deloitte where I helped write a risk management guide for small and medium-sized businesses for the ASX. I still remember the partner saying my work was “too academic and theoretical.” Twenty years later, I finally understood what he meant – I was creating more window dressing disguised as risk management.

During those early consulting years, I became increasingly uneasy about what was being sold as risk management. I had my first real fight with a partner in 2008 about how fundamentally absurd risk matrices were. Even then, I could see these tools were creating an illusion of risk mitigation while providing no real decision-making value.

When I moved to PwC in Europe, I joined the working group updating their global risk management methodology and sales playbook. I questioned the methodology so relentlessly that one partner – the project sponsor – finally asked, “Shall we not do this?” I didn’t have the courage then to tell him to pull the plug, but I should have.

The real awakening came when I moved into in-house risk roles. I witnessed firsthand how all the Big Four “best practices” failed completely when applied to real-life planning, budgeting, and decision-making. The disconnect was stark – we had beautiful frameworks and matrices, but they contributed nothing to actual business performance. That’s when I made a promise to myself: I would never do risk management window dressing again. What I now call Risk Management 1, or RM1 for simplicity.

Breaking Away from the Pack

What were some key milestones or turning points that pushed you from a practitioner into a thought leader and global influencer?

By 2012, as Head of Risk for a sovereign fund, I had been steadily moving toward quantitative risk analysis and risk-based decision making. I was proving repeatedly that qualitative risk management was deceiving management and leading to wrong conclusions. Fortunately, management was smart enough to recognize this and chose to largely ignore ERM outputs.

I find it amusing when risk professionals complain that management ignores their work. I was actually glad management ignored ERM – if they had taken that nonsense seriously, the companies would have lost enormous amounts of money.

I needed a platform to challenge these practices openly. So I started RISK-ACADEMY as a hobby project and began openly questioning the orthodoxy of ERM through videos, blogs, and conferences. I published case studies from my actual work showing how traditional tools systematically produce inconsistent and misleading results, often leading to worse resource allocation decisions. More importantly, I demonstrated better alternatives.

I kept A/B testing different approaches, narrowing down to methodologies and ideas that consistently outperformed ERM-type practices. Over the years, the performance difference became stark – like reducing insurance costs by 60% while tripling coverage limits, improving policy quality, and lowering deductibles, then redirecting those savings toward better fire and electrical safety systems. Or successfully lobbying for legislative changes because risk analysis showed this was a mitigation much more effective then the dozen “risk mitigations” sitting in management’s risk register.

The Contrarian Advantage

Many people see risk management as highly technical. What personal qualities or mindsets helped you stand out in this field?

Risk management is highly technical, but it’s not new or unique. The tools we use come from established disciplines – decision science, probability theory, and behavioral economics. Each has decades of research, textbooks, and professional communities.

I went directly to these source disciplines rather than limiting myself to traditional risk management literature. I studied Daniel Kahneman and Amos Tversky, Paul Slovic, Dan Ariely for behavioral economics, and Ralph Keeney and Howard Raiffa for decision making under uncertainty, among others.

This foundation revealed why traditional practices fail – they violate basic principles from these disciplines. Risk matrices contradict measurement theory, qualitative assessments ignore cognitive biases.

Standing on Giants’ Shoulders

Who were your biggest inspirations or mentors along the way, and how did they shape your approach?

Nassim Taleb’s “Fooled by Randomness” was transformative – it showed me how we systematically underestimate the role of chance and overestimate our ability to predict outcomes. His work revealed why traditional risk management often creates dangerous illusions of control.

Douglas Hubbard’s “The Failure of Risk Management” provided the mathematical foundation for understanding why conventional approaches don’t work. He demonstrated that most risk management practices actually make organizations less informed about their real risks, not more.

Sam Savage’s “The Flaw of Averages” revolutionized how I think about uncertainty. His insight that “plans based on average assumptions are wrong on average” explained why so many business decisions fail despite sophisticated yet deterministic analysis.

Carl Spetzler’s work on decision quality gave me the framework for connecting risk analysis directly to business decisions, planning and budgeting. His emphasis on clarity of purpose and creative alternatives shaped how we approach decision-centric risk management.

Gerd Gigerenzer’s “Risk Savvy” showed me how misunderstanding statistical risks costs lives and money every day. His research on how people actually process risk information informed our communication strategies with executives and boards.

The Philosophy Revolution

What makes your philosophy on risk management different from the traditional, compliance-driven model?

Traditional risk management creates artificial separation between risk analysis and decision-making. It treats risk management as a separate function that produces reports for boards and regulators. I call this RM1 – Risk Management for external stakeholders.

My philosophy, RM2, integrates risk analysis directly into existing business processes. Instead of asking “What are our risks?” I want you to ask “What uncertainties might affect this specific decision, and how should that influence our choice?”

The fundamental difference is timing: RM2 analyzes risk BEFORE making decisions, not after. Whether you use simple scenario analysis for routine decisions or sophisticated Monte Carlo models for complex investments, the principle remains the same – consider uncertainty when it matters most.

Disrupting a Comfortable Industry

You’ve often challenged established standards in risk. Why do you think the industry needed disruption?

The risk management industry had become comfortable with approaches that looked logical but didn’t improve the bottom line. Adding velocity to a qualitative risk score calculation looks smart but actually embeds dangerous mathematical errors and cognitive biases. Most risk matrices violate basic principles of measurement theory. They can’t consistently rank risks, they’re sensitive to arbitrary label choices, and they often lead to worse resource allocation than random selection. Yet they remain the dominant tool in corporate risk management.

The industry needed disruption because it was failing its fundamental purpose – helping organizations make better decisions under uncertainty.

Balancing the Theoretical and Practical

How do you balance theory, regulation, and the practical realities of managing risk in organizations?

The key insight I can take away from my work is recognizing that different stakeholders want completely different things. Regulators and auditors need compliance documentation (RM1), while decision makers need uncertainty analysis that helps make decisions and trade-offs (RM2). The practical approach is to handle RM1 requirements efficiently and use AI wherever possible – typically taking 1-2 weeks annually – then focus resources on RM2 activities that create actual business value. You can satisfy regulatory requirements with simple risk register while simultaneously implementing sophisticated decision analysis for strategic choices.

The mistake is trying to make one approach serve both purposes. Compliance-focused risk management rarely improves decisions, and decision-focused risk analysis rarely satisfies regulatory expectations.

The Persistent Problems

What are the most common mistakes companies still make when it comes to risk?

The biggest mistake is treating risk management as a separate function rather than an integral part of decision-making. Companies spend enormous effort identifying and documenting risks but never connect that analysis to specific business choices. Who cares if we have 2 red risks or 6 yellow risks, tell me how much contingency should be added to next years budget and at what confidence level.

Second is the over-reliance on subjective qualitative assessments. When executives rate risks as “high,” “medium,” or “low,” they’re introducing systematic biases and inconsistencies that often make resource allocation worse, not better.

Third is confusing risk taking with risk reporting. Many organizations and all GRC software vendors excel at producing colorful dashboards and executive summaries but struggle to point to specific decisions that were improved by their risk analysis.

Building Digital Authority

You have a strong presence online and built a large community. How did you leverage digital platforms to establish thought leadership?

The strategy was simple: provide value first, build authority second. I like my work, so I actually enjoy sharing case studies on how I integrate risk analysis into investment decision making, into procurement and insurance buying.

The RISK-ACADEMY blog and YouTube channel became my platforms for challenging conventional wisdom with evidence-based arguments. Social media allowed direct engagement with practitioners worldwide. LinkedIn became particularly powerful for sharing insights and debating ideas with risk professionals who were experiencing the same frustrations with traditional approaches. It helped me realise that a lot of risk professionals across the world shared the same frustrations that I had.

Making Risk Relevant to Leadership

What role does communication play in making risk management relevant to executives and boards?

Communication is everything. Risk professionals often speak in technical jargon that executives can’t translate into business impact. We talk about “percentiles and confidence intervals” when executives want to know “How will this affect our quarterly results?”

The biggest success story was connecting risk analysis directly to decisions executives actually face. Instead of presenting abstract risk lists, I try to show how uncertainty analysis can improve capital allocation, strategic planning, vendor or project selection.

I remember when some brokers and underwriters looked at our risk and were convinced it was worth $4 million to transfer. We did the calculations, understood our risk profile intimately, and managed to communicate it well to other underwriters. We ended up increasing the limit 3X improving the terms, not changing the deductibles and transferred the risk for $1 million – that’s a $3 million annual saving. Both the broker and the old underwriter were blacklisted forever because they didn’t understand the risk they were insuring.

The Underestimated Threats

What risks do you think are most underestimated by businesses, governments, or society right now?

The biggest underestimated risk is the risk of risk management itself. Organizations spend enormous resources on risk management activities that create an illusion of control while actually making them more vulnerable.

On a broader scale, I think we underestimate systemic risks that emerge from the interaction of seemingly independent factors. Climate change, AI disruption, pandemics, GMOs, and geopolitical instability don’t operate in isolation – they amplify each other in ways our traditional risk models can’t capture.

The Evolution Ahead

How do you see the role of risk managers evolving in the next 5–10 years?

Risk managers will either evolve into decision advisors or become irrelevant. The traditional role of risk documentation and compliance reporting is being automated by AI and integrated software platforms.

The future belongs to risk professionals who can enhance decision quality through uncertainty analysis. This means developing skills in decision science, behavioral economics, and quantitative modeling while maintaining deep business knowledge.

I’m already seeing this transformation. Risk managers who I respect, already sit in strategic planning meetings, contribute to capital allocation decisions, do vendor due diligence, and help evaluate major investments. They’re valued business partners, not compliance functionaries.

Advice for the Next Generation

What advice would you give to young professionals who want to follow in your footsteps and make an impact in risk management?

First, focus on decision quality, not risk documentation. Learn how to improve specific business decisions through uncertainty analysis rather than mastering traditional risk management frameworks. 

Second, develop quantitative skills but remember that sophisticated modeling isn’t always necessary. Simple decision trees often provide more value than complex Monte Carlo simulations if they’re connected to actual choices. Sam Savage’s book “Flaw of averages” is so fundamental to this. Making business plans stochastic is not a nice to have, it is a matter of survival.

Third, be willing to challenge conventional wisdom, but do it with evidence and humility. Ok, humility is not a thing in my world , but you understand what I mean. Don’t just criticize existing approaches – demonstrate better alternatives with measurable results. I actually stopped explaining why we don’t do heatmaps, I just do basic Monte-Carlo models instead and pretend like heatmaps never existing. Noone complained yet.

Finally, remember that risk management is ultimately about helping people make better choices. If your risk analysis doesn’t change what someone chooses to do and not bringing direct and immediate savings, it’s probably not creating value.

The Road Ahead

Finally, what’s next for you? Are there new projects or ambitions on the horizon?

We’re developing AI-powered risk tools that can analyze risks faster and more comprehensively than traditional brainstorming sessions. The goal is to democratize sophisticated risk analysis so smaller organizations can access decision-science approaches. I have now created 20+ risk management AI agents that anyone can test at https://riskacademy.ai/

The ultimate ambition is creating a global community of decision-focused risk professionals who can demonstrate measurable business value. When risk managers can point to specific decisions they’ve improved and quantify the impact, the profession transforms from a cost center into a value creator.

The future of risk management isn’t about better compliance or more sophisticated documentation – it’s about fundamentally improving how organizations make decisions under uncertainty.

Book your ticket for Risk Awarness Week 25 from October 13-17.

The interview was conducted by Binci Heeb, Editor-in-Chief.

Alex Sidorenko is the founder of RISK-ACADEMY, author of several books on risk management and developer of the risk management wizard RAW@AI. His work has influenced risk management practices in organizations in Europe, Australia and the Middle East. Contact Alex and discover resources on decision-oriented risk management here.

Read also: Smarter risks, stronger business: 5 data-driven strategies for the next era of risk management

Full of energy, laughter and eager anticipation: 60 (aspiring) female entrepreneurs came together at the first live event organized by selbstaendigefrauen.ch in Zurich. Together, they let go of their fears and gave their business ideas a voice. Visibility, smart growth and setting your own pace characterized the afternoon.

Right at the beginning, founder Lisa Burth asked everyone to close their eyes and raise their hands if they had ever been afraid to walk out with an offer. Almost everyone’s arms shot up. A collective, invisible confession: we all know what it’s like. “This is a safe space,” says Lisa. A place where fears can be expressed and released.

Visibility is not a fair-weather project

Perfect logo? A fully developed offer? Forget it, Lisa Burth and Jana Berger know from their own experience: if you wait until everything shines, you lose valuable time. Visibility doesn’t start with high gloss, but with the courage to be seen. “Create a community first,” recommends Lisa, “and gain their trust with real added value before you sell.”

The silent brakes in your head

What holds many back? “Fear of failure and fear of what others will think,” says Jana. Then there’s often the thought: I’m not expert enough yet. Her counter-suggestion: “You just have to be better than your customers, not better than the competition.”

All images ©Alessia Schönenberger

Online. Offline. Wherever your customers are.

Instagram, LinkedIn, newsletter, Google profile: yes. But also the regulars’ table in the neighborhood or a presence in the local trade association. “It’s no good if your target group is 70 and you only post on TikTok,” says Jana. “Find out where they’re looking and be right there.”

Money counts and so does time

Calculating prices without making a profit: “Have you factored in vacations, sick days and time for administration?” Lisa asks the group. If you plan wisely, you build in buffers and outsource tasks. “Outsourcing is not a luxury, but a growth tool,” emphasizes Jana. Planning tools such as Trello help to protect resources.

Scaling means earning money, even when you’re hiking

Whether it’s an online course, digital templates or a product shelf in the hairdressing salon: passive income decouples turnover from working hours. “That’s the key to not working more, but working smarter,” says Lisa.

A break is compulsory, not optional

Many nod when Lisa explains how she has avoided panic attacks with clear evenings and days off. Jana swears by “Slow Monday”. “You’re the heart of your company,” she says. “When you’re off, everything comes to a standstill.”

This afternoon was more than just an event. It was a reminder that growth is not just about sales curves, but about courage, networking, clear boundaries and a willingness to put yourself out there. Even if it’s not perfect yet, no matter how old you are and no matter what industry you want to start your own business in.

Binci Heeb

Read also: Women’s Day – Climbing the career ladder

In the face of increasing uncertainty, risk management can no longer rely on spreadsheets and gut instinct. A new era requires a data-driven mindset. Here’s how forward-thinking companies are using data and analytics to stay ahead of the competition.

Below is the summary of the January 2025 Gartner® report “5 Ways to Apply Data and Analytics to Risk Management” by thebrokernews, from the research and insights of Joel Backaler and Devanshu Mehrotra.

A surprising trend is emerging: many companies are taking more risks instead of reducing them. According to a recent survey by Gartner, 58% of board members plan to increase their risk appetite in the years 2024-2025 in order to boost growth and gain market share. But while executives are ready to move quickly, many risk managers are still stuck in the old structures.

The gap between management expectations and traditional risk management capabilities is widening. To close this gap, risk professionals need to evolve – moving away from workshop-heavy, spreadsheet-dependent approaches to agile, technology-driven systems. Here are five best practices for integrating data and analytics into your risk management process.

1. identify: Going beyond the spreadsheet

Today, risk identification is often limited to structured data, such as CSV files and manual reports. However, this is just the tip of the iceberg. True insight into risks lies in semi-structured and unstructured data, such as audit reports, news feeds, minutes of stakeholder meetings and even video content.

By integrating these richer sources, companies can better identify weak signals and emerging threats. For example, geopolitical event feeds and sentiment analysis from social media can alert organizations to reputational or operational risks before they make headlines.

Insight: Cast a wider net to identify risks earlier and more precisely.

2. evaluation: from gut feeling to hard figures

Qualitative assessments, i.e. scales from 1 to 5 and best estimates, are still widely used in enterprise risk management (ERM). However, their limitations are obvious: they have problems with consistency, aggregation and relevance for decision-making.

This is where risk quantification comes into play. By assigning real monetary values and using statistical models such as Monte Carlo simulations, risk managers can express in monetary terms what is at stake and how likely each scenario is. This allows for clearer communication with senior management, more precise prioritization and smarter trade-offs.

Insight: The quantification of risks transforms abstract threats into concrete findings that serve as the basis for measures.

3. mitigation: update your technology

Many risk teams are still juggling PowerPoint presentations, spreadsheets and shared drives. As risk increases, these tools can no longer cope with the complexity. For this reason, two thirds of ERM departments now use at least one governance, risk and compliance (GRC) tool.

Modern GRC platforms can do more than just manage data, they automate workflows, test controls across multiple domains and integrate seamlessly with compliance systems. Whether from corporate giants like IBM or agile disruptors like LogicGate, these tools provide teams with a structured, scalable way to mitigate risk.

Insight: A solid GRC infrastructure is the backbone of modern risk mitigation.

4. monitoring: Real-time or backlog

Quarterly reports are no substitute for crises that occur in real time. Leading companies such as Etihad Airways have implemented continuous performance and risk monitoring and integrated dashboards that track key risk indicators along with business performance metrics.

With Etihad’s Flight Deck app, executives and business unit leaders can monitor KPIs and risks at a glance and escalate threats as soon as they occur. This proactive approach transforms ERM from a back-office function into a real-time strategic partner.

Insight: Real-time risk information enables faster and more intelligent decisions.

5. reports: Let your data do the talking

Reporting is still a problem for risk managers. Endless hours are spent preparing data for different target groups. Standard GRC reporting tools are rarely sufficient. The solution? A unified data ecosystem that consolidates structured, semi-structured and unstructured data in a data lake and combines it with advanced analytics tools such as Power BI or Tableau.

This approach enables customizable dashboards, drill-down analysis and faster, tailored reporting, from executive summaries to detailed analysis. The result is clarity and speed instead of confusion and delays.

Conclusion: Improve your risk reporting by consolidating your data sources and visualizing the essentials.

It’s time to rethink risks

Risks are no longer a side issue in the back office. They are a strategic necessity, and data is the new currency. From better identification to real-time monitoring and meaningful reporting, these five practices can fundamentally change the way your organization manages risk.

Those who invest in data-driven risk management today will be market leaders tomorrow. Those who don’t? They may not live to see it.

Binci Heeb

Read also: Calvin Risk: Innovative AI governance and risk management for companies

Switzerland is experiencing a massive shortage of skilled workers, including in the insurance industry. Instead of relying exclusively on immigration, companies are increasingly discovering a valuable resource: experienced employees aged 55+ bring know-how, reliability and stability to the company. At the same time, there is a tension among younger employees: Companies expect punctuality, the ability to work in a team and basic digital skills, while some school leavers do not bring these with them sufficiently. Conversely, many young people want flexible working hours and quick promotion opportunities – expectations that traditional apprenticeships often do not meet. This mismatch contributes to the fact that thousands of training places remain unfilled.

By 2030, there could be a shortage of around 500,000 workers in Switzerland, with the prospect of 1.3 million by 2050. This is a consequence of a very low birth rate and massive baby boomer retirements. In the healthcare sector, for example among nursing staff, 17,000 new jobs could have to be created by 2030 and a further 60,000 positions filled by retirements.

Boomers as a resource: Proven potential in challenging times

According to the Swiss Life study, 22% of companies specifically consider hiring older employees (55+) as a strategy to combat the shortage of skilled workers. Although 23 percent of the workforce belongs to this age group, they only account for 8 percent of new hires. A lot of potential remains untapped.

Why is that the case? Older employees score points with crisis experience, practical knowledge and a high level of loyalty, i.e. with qualitative plus points that are becoming increasingly rare in the dynamic, often digital labor market.

Young generation: between aspiration and qualification

Parallel to the growing demand for experience, there is a growing imbalance in the number of young applicants: Despite high expectations from companies, thousands of apprenticeships remain unfilled. SECO estimates around 12,000 unfilled apprenticeship places in 2024, meaning that young people remain without a place while companies have vacancies because qualifications such as punctuality, teamwork, basic digital skills and motivation are lacking.

Working atmosphere before wages

Swiss employees place more value on a good working atmosphere than on salary. According to a study by swissstaffing and gfs-zürich (1,204 respondents), 68% named the working atmosphere as the most important priority, followed by salary (63%). Flexibility in terms of time or location is essential for almost half. However, the generations differ significantly: Generation Z strives for security and fair pay, while the 50+ generation values autonomy, a sense of purpose and flexible working models above all.

A parallel survey of 509 companies shows a discrepancy: only 53% consider a good working atmosphere to be a strength, 44% remuneration. Instead, many companies emphasize internal structures such as flat hierarchies as factors that are less important to employees. In view of the shortage of skilled workers, companies need to adapt their strategies: Working atmosphere, fair pay and flexibility are becoming decisive success factors. Personnel service providers are also gaining in importance, as they help companies with temporary solutions and talent pools to bridge bottlenecks and avoid misplacements.

Corporate strategy: Engaging boomers – but how?

More companies are now recognizing the value of experienced employees: 58% of the companies surveyed cite them as a decisive factor in the battle for skilled workers. Companies rely on models such as 50+ tandem programs, mentoring or flexible transitions to part-time work, as in the canton of Aargau. However, only 13-14% of companies encourage employees to continue working beyond retirement age, although many older workers see this as a positive thing.

Policy & framework: Need for reform and opportunity

Politicians are discussing models that make working at retirement age more attractive, e.g. through tax incentives or making it easier to continue working after the age of 65. At the same time, the strategy of immigration is being examined, but this could stagnate or even fall from 2026, while at the same time many baby boomers are retiring from the workforce. This means that domestic potential, particularly among women, older workers and the existing population, will become increasingly important.

The Swiss opportunity: How companies can benefit

Many employers now realize that those who see older employees merely as a burden are wasting strategic assets, especially in times when skilled workers are securing growth and innovation.

From January 1, 2025, the reference age for women was gradually adjusted by three months to 65 years for men. From the beginning of 2028, the reference age of 65 will apply to everyone. International organizations such as the OECD recommend linking the reference age to life expectancy. The rule of thumb is: if life expectancy increases by 1 year, the retirement age increases by 8 months.

Retirement at 70?

For Switzerland, this would mean the following: assuming life expectancy of an additional 5 years by 2050, which is a realistic calculation, the retirement age would have to rise to 67 to 68 in order to stabilize the funding base. With a simultaneous decline in the population and thus fewer contributors, a reference age of 70 would even be conceivable for fit people if no other measures such as immigration, higher contributions or lower pensions take effect.

If the population is shrinking, life expectancy continues to rise and the current pension level is to be maintained, the reference age would have to be raised to at least 67, and more likely 68-70, in the long term.

The combination of demographic change, the untapped potential of boomers and a lack of immigration makes the integration of older employees a decisive approach. Companies that promote this strategically, for example through flexible models, further training or pension schemes, secure their competitive advantage and future viability.

Binci Heeb

Read also: Work on retirement age with insurers and brokers

During the summer vacation, including today, thebrokernews podcasts are also taking a break. Instead, we will be showing interesting video interviews and podcasts with visionaries and trailblazers from all over the world.

In this interview, General Dominique Trinquand warns of Europe’s networked vulnerabilities. Submarine cables are the backbone of our digital world, climate change and migration are changing borders and powers, and European defense is still dependent on the USA. At the same time, the former head of the French UN mission is calling for more dialog, education and courage for Europe’s own defence capabilities.

From the cold war to a multipolar world

Trinquand makes it clear right from the start that the global order is in upheaval. After the fall of the Soviet Union, events were dominated by two superpowers, but with the terrorist attacks of September 11, 2001 and the rise of the BRICS states, the pressure on Western dominance grew. “Putin wants to change the world,” warns the general, while China and other states are gaining influence with new trade routes and resource projects. Migration, drug trafficking and the international flow of goods are intertwining continents more than ever before. China produces around half of its industrial goods for Western customers. At the same time, young workers from Africa are flocking to Europe because the old continent is ageing demographically.

Climate change: borders are shifting, Schengen is becoming a limes

Climate change is reinforcing this dynamic. While colonial powers drew borders arbitrarily in the 19th and 20th centuries, states today accept them as a basis for dialog, such as the Schengen regime, which Trinquand compares to the limes of the Roman Empire. The general predicts that the melting North Pole will open up new sea routes and extreme weather will force migration. Europe must therefore secure its external borders and yet remain open to exchange: “War arises when there are no borders, like between Israel and Palestine.”

Trade flows, migration and drugs

Trinquand describes the three “currents” that shape our world as essential changes:

• Trade: China’s “New Silk Road” supplies Western markets, Europe’s economy depends on Chinese products.
• Migration: Young people from Africa and South America are emigrating to ageing societies in Europe and North America.
• Drugs: Cocaine from South America and opiates from the Middle East reach Western consumption centers.

These movements are strategic. Europe must learn to steer them instead of just complaining about producers.

Submarine cables: the Achilles tendon of digitalization

Trinquand’s assessment of the internet infrastructure caused a stir: around 97 percent of all global data travels through submarine cables. While the media often focus on satellites, the general and presenter explain that cables are preferred because of the lower delay. Cable ships are laying more and more cables, and France even owns two thirds of the cable ships deployed worldwide. Nevertheless, there is no absolute security: “Cutting a cable is easy, but then you also cut off your own communication,” warns Trinquand. Several redundant routes and satellites could limit interruptions. Nevertheless, the risk remains. He advises companies to rehearse the worst-case scenario: “Switch off your system and check how you continue to work.”

European defense: “We are spoiled children“

In the chapter on European defense, the general finds clear words. He recalls President Macron’s criticism of the “brain-dead” NATO and notes that the alliance was revived thanks to Russia’s attack on Ukraine. Nevertheless, he sees dependencies: 60 percent of military equipment in Europe comes from the USA. In his eyes, the 27-nation structure paralyzes quick decisions; instead of hoping for the outcome of the US election, Europeans should have built up their own defence. Paradoxically, Trinquand hoped that Donald Trump would win the election, as this would make Europe’s politicians aware of the urgency.

“We had 30 glorious years of growth, followed by 30 lazy years. “We are spoiled children,” he says. Europe must invest in joint armaments projects such as KNDS and the MGCS main battle tank, he says, and get the population involved in military service. He recommends that young officers adopt an attitude of ethics, training and physical toughness, because “life is a struggle”.

Artificial intelligence and ethical warfare

According to Trinquand, the wars in Ukraine and the Middle East show that drones, robotic systems and AI-supported target selection are changing combat. While the US military is investing billions in new digital systems, he advocates caution: “The human must always be behind the system; the machine must not make the decision”. He warns against a “Terminator” fantasy in which autonomous weapons systems operate without human control.

The general reports of pilots who identify targets with the help of AI, but end up pulling the trigger themselves. Such decisions are stressful, he emphasizes, and require robust ethical training. Nevertheless, European armies must master the new technologies if they are not to fall behind authoritarian states.

Privatization of war – Starlink and Co.

Trinquand is critical of the growing power of private companies in the security sector. Elon Musk was able to provide the Ukrainian armed forces with fast data connections thanks to Starlink, but he also threatened to block the service in the event of certain attacks. “How can one man decide the fate of a country?” asks the general, recalling that the US government bore the costs. Europe needs its own satellite programs such as Galileo in order not to become dependent on private actors.

Europe’s position in AI and the cloud

When asked whether Europe is losing the race for artificial intelligence and cloud technologies, Trinquand gives a differentiated answer: The EU started late, but has first-class mathematicians and quantum researchers. The EU AI regulation is a world leader in regulation, but Europe lags behind the USA when it comes to investment. When it comes to the cloud, he warned against excessive dependence on US providers and Chinese services. French providers such as OVH or Orange have only played a minor role so far. In order to maintain sovereignty, Europe must develop its own infrastructures.

Values, education and resilience

Trinquand concludes the interview with a passionate plea for education. Using personal stories – his father was killed in Algeria, his grandfather survived Auschwitz – he emphasizes how hard European freedom was fought for. Philosophy lessons and a knowledge of history are necessary to recognize fake news and propaganda.

He is against a “woke” attitude that relativizes everything and at the same time against totalitarian tendencies. Young Europeans need to understand that their freedoms cannot be taken for granted. “Bring children into the world, they will change it,” he urges, reminding us that generations before us fought for democracy and prosperity.

Even in times of social media, the general advises resisting the temptation of one-sided channels. Whether at protests at elite universities or in international politics. Listening and dialog with those who think differently are essential, even when it becomes uncomfortable.

Building peace and reforming the UN

As a former UN diplomat, Trinquand defends the United Nations. Despite justified criticism, the UN is a unique forum in which 193 states can talk to each other on a daily basis. He calls for a reform of the Security Council, an expansion of the number of permanent seats and a restriction of the right of veto. Anyone aspiring to a career in international organizations should embrace cultural diversity without being naive.

“The future is only the organized present,” Trinquand quotes Antoine de Saint-Exupéry. If Europe defends its values, builds up its defense capability and seeks dialogue, it could remain a role model for other regions.

This article summarizes the central statements of General Dominique Trinquand: He explains why Europe’s digital infrastructure is so vulnerable via undersea cables, describes the new geopolitical balance of power and calls for more self-reliance in defense and technology. He also emphasizes the importance of education and communicating values in order to counter fake news and propaganda.

Binci Heeb

Listen and read also: Rethinking risk: How Steve Arora sees disruption changing the insurance industry