瑞士巴塞尔大区经济及创新促进局欢迎您

在瑞士最具活力的经济地区培育创新,加速业务发展  >>>>

最瑞士

瑞士是亲商、可靠和高效的代表。巴塞尔地区经济强盛,秉承明确的亲商核心价值,是瑞士这些美德的光辉榜样。  >>>>

生命科学和医疗行业第一

整个生命科学价值链汇聚于一处,且触手可及?这是700家及越来越多的公司对巴塞尔地区情有独钟,将其作为研发、生产和总部的原因。  >>>>

创新行业第一

多项研究结果表明,瑞士是全球最具创新精神的国家。巴塞尔地区丰富的知识、高素质国际人才和强有力的产业支柱使瑞士成为领先的创新枢纽。  >>>>

往来欧洲交通便利度第一

无论是集装箱运输还是空运,巴塞尔地区都拥有交通便利的优势。它与德国和法国接壤,位于欧洲中部的中心地带,是国际贸易青睐的物流枢纽和城市平台。  >>>>

文化和休闲第一

世界级艺术珍宝、文化和体育活动,融入健康自然娱乐景观中的国际化都市氛围,所有这些因素结合在一起,使巴塞尔地区成为全球最适宜居住和工作的地区之一。  >>>>

瑞士巴塞尔大区经济及创新促进局是瑞士西北地区巴塞尔乡村州、巴塞尔城市州和汝拉州为促进创新和经济发展而联合成立的机构。本机构旨在帮助国外企业家和公司在巴塞尔地区成功实践创新,创立公司。

我们拥有15,000名决策者、创新者、专家、影响者和增值者组成的广泛关系网络,让客户能直接获取相关专业知识和技术。

瑞士巴塞尔大区经济及创新促进局主要在以下四个领域内为客户提供定制化服务:

投资巴塞尔地区

提供个性化支持,帮助客户在巴塞尔地区择址。本机构将在整个择址和入驻过程中为公司提供中肯的建议。

为创新着牵线搭桥

帮助生命科学、医疗技术、信息通信技术(ICT)、微技术、纳米及材料和生产技术领域的公司和研究人员在技术、研发和创新事务方面建立联系。

支持创业

为计划在巴塞尔创业的企业家提供全面支持,在其商业计划的运营执行过程中进行协助。此外,以上技术领域中处于扩张模式的初创公司和中小型公司可从策略性交流服务中受益,与行业专家和投资人建立联系。

进驻中国

为瑞士西北部地区寻求扩张到中国的公司提供适当的合作伙伴网络,协助其顺利进驻中国市场,执行扩张项目。

瑞士巴塞尔大区经济及创新促进局还管理着一个综合性信息平台,展示巴塞尔商业地区的优势和专长领域,进一步促进该区域创新公司的融入:

创新报告

涵盖巴塞尔地区最新创意活动和报告,每月发布一次新闻简报,内容包含采访、背景故事和公司入驻本地的消息。

创新活动

瑞士巴塞尔大区经济及创新促进局每年组织并合办逾50次专门针对知识转移和创业文化的活动。在“创新活动”中,创新者和企业家分享他们最新的创新理念和经验。

在竞争力和创新能力方面,瑞士已多年位居世界顶级营商目的地前列。多个因素保证了瑞士的领先地位。除了优良的教育和先进的基础设施外,让瑞士等同于亲商、可靠和高效的另一个重要原因就是高效的瑞士政府机构。几十年来,瑞士强有力的法律系统、可靠的规划和稳定的金融体系使得在瑞士经营的公司及其在这里的投资项目都受益匪浅。这种环境也是企业向新市场持续扩张的一个最重要的前提条件。瑞士跨国公司密度全球最高绝非偶然。

巴塞尔地区对瑞士的成功做出了重大贡献。众多国际领先跨国公司不仅发迹于此,这些公司的成功也为该地区的经济增长注入强劲动力。例如,巴塞尔地区的GDP远高于瑞士全国平均水平。大巴塞尔地区人均国内生产总值为瑞士最高。与此同时,巴塞尔在生命科学和其他高科技领域的领先优势推动了瑞士创新能力的发展。例如,瑞士约有占总值五分之一的出口货物在巴塞尔地区制造,考虑到巴塞尔地区人口仅占瑞士人口不到10%,这是十分了不起的成就。

在全球商业、产业和知识竞争力方面,瑞士,特别是巴塞尔地区享有的美誉主要体现在以下四个突出优势上:

明智的税收政策

瑞士采用的联邦制度鼓励州与州之间的财政竞争,使税收保持在合理的范围内。除了联邦层面的统一税率外,各州可自主确定税率,并为公司提供最佳的营商环境。由此,巴塞尔地区的主要受益人是活跃在创新行业、具有高附加值的公司,以及大力投资研发和生产的公司。

自由的劳力市场

由于巴塞尔地区拥有众多活跃于国际的高科技公司,地方政府对于他们对海外高素质专家和高级管理人员的需求采取支持态度。这一欧洲最自由的劳动市场之一使得企业从中受益,同时也给予员工巨大利益。巴塞尔地区的劳动法规和劳力市场使得公司可以在营商环境发生变化并需采取相应措施时能够做出快速反应。

可持续的基础设施

在瑞士,火车晚点5分钟就会令人不快,但这种情况极少发生。这一点常令外国访客露出满意的笑容。众所周知,瑞士的公共基础设施堪称世界上最先进、最可靠的,而巴塞尔地区的优势正在于此。交通四通八达,通过公路、铁路和飞机航线可往返欧洲各地,通过莱茵河的水路可通向全球。

双轨制教育体系

瑞士仅三分之一的年轻人高中毕业后选择继续在瑞士顶尖大学深造。对于很多国家来说,这也许是教育体系的重大失职。但是实际上,这是瑞士在专业技术上成功的一部分原因。瑞士双轨制教育体系旨在确保大多数年轻人完成瑞士联邦认证的学徒期,以尽早参加工作。年轻人可以(也通常会)在瑞士技术学院或应用科学类大学获取专业学位,大多是在职学位。这为瑞士劳力市场稳定提供了经过多年在职培训的入门级雇员,这些人员可以在最具发展潜力的行业进行灵活就业,而雇主和行业实际上也需要这样的人才。此外巴塞尔地区的独特优势在于其拥有众多完善的国际学校,这些学校能够满足外籍人士及其子女的需求,帮助他们轻松融入当地。

作为唯一一个基于直接民主制的政治体系,瑞士在几百年里建立起独特的具有凝聚力的政治和社会文化。其特点是联邦制、自治和一致性,是稳定的政治和社会环境的基石,也是瑞士价值观的体现。巴塞尔地区政府及其民众的开放思想和进取态度,使其成为营商目的地的典范,为企业提供了优良的发展环境,推动企业不断发展壮大。

巴塞尔地区是生命科学领域全球最受欢迎的目的地之一,在欧洲更是无出其右。作为全球市场前三强的罗氏和诺华都是从巴塞尔地区起家,继而将业务拓展至全球。

与之类似的其他跨国公司也在巴塞尔建立了其中心业务分部,其中包括礼来、雅培和拜耳。Actelion、Basilea和Evolva等众多新入驻的公司以及Bachem和Polyphor这样高度专业化的公司使得巴塞尔形成完整的生命科学生态系统。并不令人意外的是,巴塞尔地区还演变成具有发展前景的初创公司钟爱的热点地区。

巴塞尔地区有共计700家生命科学公司,它们对该地区业已颇具活力的营商环境做出重大贡献。这些企业的持续成功主要基于以下三个因素:

生命科学行业是巴塞尔地区经济增长的引擎。这个行业在此生根发芽,且枝繁叶茂

巴塞尔地区生命科学行业的雇员共计3.39万名,每小时生产的产品和服务价值高达4.05亿美元。这使巴塞尔地区成为全球生产力最高的生命科学目的地。巴塞尔地区的生产总值也位居全球之冠:巴塞尔地区的产量全球最高,年产值达230亿美元。与此同时,巴塞尔地区每年获得60亿美元研发投资,是全球这方面数额最高的地区。本地生命科学使经济增长高于瑞士全国平均水平,这使得该行业在巴塞尔地区的声誉无可挑剔。

巴塞尔地区拥有各类人才和专家,而且人数众多

从研发、创办公司到制造、营销和分销,巴塞尔地区拥有一条完整的生命科学价值链,因此您能找到企业在各个发展阶段和各个职能所需的人才和专家。他们人数众多,且经验丰富。加上顶尖的研究机构,如巴塞尔大学生物研究中心(Biozentrum)、苏黎世联邦理工学院(ETHZ)生物系统科学与工程学院和弗雷德里希•米歇尔研究所(FMI),您大致可以了解到巴塞尔地区独特的生命科学资源组合的范围有多广。该地区有触手可及的资源、技术和人才,其深度和密度在全球范围都无可匹敌。这为未来创新提供了独一无二的肥沃土壤。

巴塞尔地区作为生命科学行业的创新标杆已有逾250年的历史

因此巴塞尔地区可谓是涉足生命科学领域历史最悠久的地区。从十九世纪中叶的工业丝带染坊到生物技术革命,巴塞尔的生命科学生态系统不断演进,并在行业的巨大发展中实现了自身突破。这一光辉故事将被续写。与其他曾经实现发展的生命科学中心不同的是,巴塞尔地区在过去几年一直保持稳定和持续的增长。该地区未来几年计划在公共和私人基础设施项目上将投入60亿瑞士法郎,因此下一个高增长期指日可待。

传统优势、强有力的产业支柱、深厚的研发和商业化专长,使得巴塞尔地区成为全球最为完善和成熟的生命科学目的地。您很难再找到另一个像巴塞尔这样适合在生命科学领域高效、可持续和成功地开发科研及商业项目的地区。

高科技是巴塞尔地区经济的推动力,并且是本地经济增长高于平均水平的保障。而且这种局势将持续下去。强有力的产业支柱、吸引全球人才和专家的国际化营商环境,加上瑞士世界一流的教育体系,使巴塞尔地区成为创新的理想环境。在这里,企业,尤其是医疗技术、信息与通信技术、精密机械以及化工业公司都将从该地区的以下特点中受益:                       

巴塞尔地区拥有深厚的高科技产业基础

巴塞尔城市州92%的产业附加值来自高科技公司。类似地,在巴塞尔乡村州和汝拉州,该比例远高于70%,因此高于瑞士60%的平均水平。而瑞士60%的平均水平已使其跻身于世界最具创新精神的国家之列。

巴塞尔地区是研发领域领头羊

瑞士私营部门的研发投资比例高达69%,在全球范围内都属于较高比重。其中40%来自巴塞尔地区,而本地人口仅占瑞士人口的10%。瑞士国内专利最多的十家公司中有五家的总部位于巴塞尔地区,它们是罗氏、诺华、科莱恩、先正达和Endress+Hauser。这也是为什么巴塞尔地区成为瑞士国内聘请研发人员最多的地区。

巴塞尔地区与全球紧密联系,吸引着世界各地的人才

巴塞尔70万居民中约有五分之一来自海外;当前外籍人士达到3.6万人。巴塞尔地区与德法两国接壤,每天有7万名跨境上班族从邻国流入。很难再找到一个地区,像巴塞尔地区这样在如此小的区域内拥有如此具有活力的国际商务氛围,并吸引着全球各地的专业人才汇聚一处。

世界一流的科学和学术教育

除了是强大的产业研发中心外,巴塞尔地区在欧洲学术界举足轻重。巴塞尔大学拥有2,000名教授和1.2万名学生,是欧洲历史最悠久的大学之一,位居全球100所大学之列。从巴塞尔地区乘火车,2小时内即可到达苏黎世联邦理工学院(ETHZ,在巴塞尔设有生命科学学院)和洛桑理工学院(EPFL)。这两所大学都是全球绝对一流的大学。巴塞尔地区(包括其交界国)数百公里范围内共有167家研究机构。此外,瑞士的双轨制教育体系和瑞士西北应用科学大学稳定提供训练有素的高技能专业人才。

研究和调查结果显示,瑞士多年来一直都是全球领先的创新地区之一。强有力的产业支柱、吸引全球人才的全面国际化营商环境,再加上瑞士学术和双轨教育体系,使巴塞尔成为瑞士的创新枢纽。巴塞尔地区的资源密度可谓独一无二:在巴塞尔地区,最高水平的科学表现、行业专长和技术,以及高素质的劳动力都触手可及。


早在罗马帝国时期,巴塞尔莱茵港口就是通向北海航道的最南端港口。1226年,博登湖和北海之间的莱茵河段上建成第一座桥梁(也是此后多年唯一一座),使得巴塞尔演变为重要的贸易枢纽。巴塞尔地区与德国和法国接壤,位于欧洲中部的中心地带,保持了其作为瑞士最重要交通和物流枢纽的领先地位,为本地产业和商业带来诸多利益。
此外,巴塞尔地区特别适合计划在欧洲建立全球总部,以及积极追求全球贸易新机遇的公司。巴塞尔地区具有以下独特优势:

巴塞尔地区是欧洲重要的交通枢纽

从市中心乘出租车或公交仅需15分钟即可到达巴塞尔机场。从该机场可到达欧洲、北美和中东的90多个目的地。集装箱从巴塞尔城的三个莱茵河港口发出,三天内可到达鹿特丹港,而后从那里运往全球各地。火车站每个小时就有一列开往瑞士所有主要城市的火车,如苏黎世(包括苏黎世国际机场)、伯尔尼、洛桑和日内瓦,以及莱茵河畔的各个经济中心(即弗莱堡、卡尔斯鲁厄和斯特拉斯堡)。乘坐高铁几个小时就可轻松便捷地到达欧洲各大都市和首都,如法兰克福、巴黎和米兰。

巴塞尔地区是瑞士领先的物流枢纽

巴塞尔的三个莱茵河港口吞吐量占瑞士外贸总量的12%,其中食品和农产品吞吐量高达84.2万吨。整个巴塞尔地区的外贸额占瑞士总量的三分之一。巴塞尔机场是瑞士领先的货运机场。这使得巴塞尔作为物流枢纽的地位名副其实。巴塞尔物流行业拥有2.3万名从业人员。990家物流公司落户巴塞尔地区,包括市场领导者DHL、Panalpina、Goldrand 和嘉里物流。这些公司可提供成熟的解决方案应对复杂挑战,例如在供应链管理方面,而这正是生命科学和化工业企业常常需要的。

巴塞尔地处欧洲中心位置,是国际贸易公司的理想之选

特种烟草制造商大卫杜夫、零售商Dufry、餐饮公司 Transgourmet 和国际清算银行等各类公司和机构凸显出在巴塞尔交易和提供的货品的多样性。因此瑞士第二大连锁超市Coop和第一大百货公司Manor都选择将总部设在巴塞尔地区。该地区同样是一系列国际贸易展会的重要举办地。每年举办的巴塞尔国际钟表珠宝展(BaselWorld)实现了国际名表和珠宝业的很大一部分销售额。而巴塞尔艺术博览会(Art Basel)则是全球最重要的艺术盛会。越来越多的国际消费品牌已发现巴塞尔作为贸易枢纽的优势,并将欧洲总部设在巴塞尔地区。其中就有美国著名时尚品牌Fossil、自行车制造商Cannondale和时装设计品牌Tally Weijl。

越来越多的跨国公司发现将巴塞尔作为其全球或欧洲总部的吸引力,特别是考虑到巴塞尔出色的连通性和运输系统以及本地在物流和国际贸易上的优势。老字号瑞士公司和初创公司都在利用这里处于欧洲中心所带来的优势。最后,巴塞尔地区毗邻德国和法国,与世界各地交流频繁,本地人口具有世界性,使得整个商业区域生机勃勃,持续增长。

早餐在德国,中餐在法国,晚餐在瑞士:巴塞尔地区地处三国交界处,具备都市化的国际商业氛围,与瑞士其他都市地区相比,人们可以以相对较低的成本享受无与伦比的生活品质。获奖建筑、历史悠久的市中心和从嬉皮士到经典风格的丰富精致的文化生活,都是巴塞尔地区良好城市生活方式的几大支柱。同时,成熟的公共交通系统可快速直达郊区和乡村居住区,以及那里的自然公园和休闲场所。

问一问新来者和新移民:巴塞尔不仅拥有瑞士最大的外籍人士社区,各种国际学校为他们的子女提供教育,而且是定居时间超过5年外籍人士比例最高的地区。原因不止一个:

每个人都能享有巴塞尔的城市生活方式和丰富的文化生活

巴塞尔的根基在罗马和凯尔特人时期就已打下。中世纪末尾至现代初期,该地区首次达到全盛。当然,巴塞尔并未止步于此。现今,巴塞尔繁荣的创意行业、各色当地美味餐馆,以及丰富的文化活动带来了生机勃勃的都市生活方式。在狂欢节时漫步风景如画、历史悠久的市中心,在新巴洛克风格的交响乐厅前停留,或在夏季到明斯特广场观赏户外电影——巴塞尔总是精彩不断。

到了巴塞尔,艺术爱好者就来对了地方

巴塞尔美术馆创立于1671年,被视作历史最悠久的公共社区艺术博物馆。根据伦敦泰晤士报的排名,该馆位列世界5大美术馆之一。另一吸引人的景点是拜尔勒基金会博物馆。该馆由意大利著名建筑师Renzo Piano设计。巴塞尔的另一个艺术重头戏是全球最大的艺术展——巴塞尔艺术博览会(Art Basel)。每年,艺术家、收藏家、画廊和拍卖行以及名流贵宾早早地就在日历里标出博览会举办的日期。他们中有些人会赶来欣赏巴塞尔剧院享誉全球的获奖演出(有歌剧、戏剧和芭蕾舞)。

巴塞尔地区总是充满了运动气息,而且不仅是在体育馆或沙发前的电机上

本地最受欢迎的巴塞尔足球俱乐部(FC Basel)在圣雅各布公园主场迎战欧洲足球顶尖赛事的对手。ATP巡回赛的一流选手参加瑞士室内网球锦标赛,其中包括本地超级球星罗杰·费德勒。在竞技场之外,巴塞尔民众也很热衷于运动。巴塞尔地区自行车使用率为全瑞士最高,包括骑车的上班族和在周边乡间无数自行车道上行进的骑行爱好者。跑步爱好者可在莱茵河两岸的无障碍通道跑步。越野滑雪爱好者可在汝拉州绵延数公里的缓坡上滑行。驱车2小时不到,高山滑雪者和雪板滑雪者就可达到瑞士阿尔卑斯山的原始山坡上。

在瑞士、德国和法国交界处,有各色吸引人的活动等着您

是参加阿尔萨斯的品酒会、巴登-符腾堡南部的美食盛宴,还是在汝拉州山峰上惬意地野餐?在巴塞尔地区,没有一小时车程里满足不了的需求。而且,总会有新发现!想在炎炎夏日跳进沁凉的河水中吗?这时,莱茵河岸线将成为名副其实的地中海里维埃拉——就在巴塞尔市中心。

唾手可及的各色活动、无与伦比的一流公共交通基础设施、安全和稳定的政治局势使得瑞士经常位居生活质量调查排行榜前列。这些都能在巴塞尔地区轻松获得,而艺术文化、生活方式和国际氛围更是锦上添花。因此不足以为奇的是,巴塞尔被瑞士年轻人视作瑞士最具嬉皮士精神和最时尚的地区之一。

我们的服务
Gabriela Güntherodt

您的联系人

Gabriela Güntherodt

Head of International Markets & Business Affairs, Member of the Management Board

联系我们

投资巴塞尔地区

您的公司正在扩张吗?您正计划立足欧洲和瑞士,借以打入新市场吗?如是,那么巴塞尔地区正是您的理想之选。您将发现让您长久立于不败之地的要素近在咫尺。

众多跨国公司(主要是生命科学领域)确保了真正国际化的商业环境。巴塞尔地区拥有具有国际思维的人才库,整条价值链和各个职能环节都有高技能人才。巴塞尔地处欧洲中部,毗邻法国和德国,因此可以提供良好的商业环境,以及瑞士闻名于世的生活品质。

您想了解在此地区投资的好处吗?我们很乐意为您展示。我们的专家将在贵公司扩张项目的各个阶段为您提出全面而专业的建议。

评估

税务?就业市场?竞争对手?政府许可?产业环境?我们将根据您独特的项目要求,收集巴塞尔地区及瑞士的所有相关信息和数据。

选址

有任何待解决的问题?我们将寻找合适的专家为您答疑解惑。我们会将您介绍给政府机构、行业和法律专家,并在您置业的过程中提供专业支持。

实地考察

您想亲自了解巴塞尔地区吗?我们将完全根据您的需求精心定制一份高效的实地考察计划和行程。

商业开发

您想让公司业务增长提速吗?我们将帮助您建立与本地合作伙伴和机构之间的联系,加快您进驻巴塞尔地区高度多样化商业和创新生态系统的步伐。                                      

我们的服务将免费提供给那些正考虑择址巴塞尔的公司,这也有助于营造充满活力的商业环境。创新和接受新理念的开放心态是巴塞尔地区的悠久传统。我们期待听取您的商业理念,并协助您一开始就取得成功。

Gabriela Güntherodt

您的联系人

Gabriela Güntherodt

Head of International Markets & Business Affairs, Member of the Management Board

联系我们
Frank Kumli

您的联系人

Frank Kumli

Head of Innovation & Entrepreneurship, Member of the Management Board


Tel. +41 61 295 50 19

frank.notexisting@nodomain.comkumli@baselarea.notexisting@nodomain.comswiss

为创新者牵线搭桥

“为创新者牵线搭桥”服务将创新构想、企业和企业家召集在一起。该服务有两种形式,一种是瑞士巴塞尔大区经济及创新促进局组织的非正式的专家活动,另一种是正式的针对性支持服务,为具体项目提供专家、合作伙伴和融资。我们的专家拥有8000多名创新者组成的强大网络作为后盾。

“为创新者牵线搭桥”服务主要面向以下五大核心主题领域:生命科学、医疗技术、信息与通信技术、生产技术和微技术、纳米技术和材料。每个技术领域都由一名专家专门负责。技术领域经理与行业展开密切合作,制定活动计划,担任项目的联系伙伴,与巴塞尔地区相关研究机构和其他机构培养伙伴关系。

因此,“为创新者牵线搭桥”服务为客户提供了立足于巴塞尔地区、从其多样化创新生态系统受益的理想入口。企业家、创新者和专家每年在逾50场活动上汇聚一堂,定期交流理念和知识,活动形式多种多样:

专题活动:专注于知识转移,为公司、特别是新创公司提供介绍公司和项目的机会,促进巴塞尔地区的创新者进行跨公司和跨学科的经验和知识交流。
研讨会:以拓展新技术应用范围以及发起具体项目和合作企业为目的,通过加强各个公司和学科的专家之间的对话,深度探讨某个主题。
技术与创新圈:运行多年的创新举措,目的是在各个公司和学科所组成的社区中进一步开发主题,以及探索新的市场潜力。

瑞士巴塞尔大区经济及创新促进局的支持创业服务为处于初创阶段的企业提供针对性的活动和服务。

Frank Kumli

您的联系人

Frank Kumli

Head of Innovation & Entrepreneurship, Member of the Management Board


Tel. +41 61 295 50 19

frank.notexisting@nodomain.comkumli@baselarea.notexisting@nodomain.comswiss
Sébastien Meunier

您的联系人

Sébastien Meunier

Director Industrial Transformation and Entrepreneurship

联系我们

支持创业

您正计划创业?这太好了,因为巴塞尔地区以创业为生。瑞士巴塞尔大区经济及创新促进局作为巴塞尔地区创新和外来投资的推进机构,为技术和创新领域的企业家提供支持。

我们服务的核心内容是研讨会及工作坊项目:

  • 创始人课程:扶持性服务的核心内容是我们的研讨会及工作坊项目。“创始人课程”基本套餐的目标群体是计划创业的所有意向方。可在此浏览其他课程的概述:课程概述

    更多服务是专门针对在创新和科技领域有具体项目的初创公司和企业家:
     
  • 企业家研讨会及工作坊:在这些活动中,可以就各种商业问题,例如商业计划、融资、产品开发、定价和知识产权,以及营销与沟通进行深入探讨。这一系列活动专门针对有具体创新项目的初创公司和高科技中小型企业。

    除了培训课程和研讨会之外,瑞士巴塞尔大区经济及创新促进局还提供针对具体项目的单独咨询服务。该咨询服务专门针对创新和科技领域增长潜力巨大的公司和项目。
     
  • 联系与咨询:在初期咨询中,我们的专家将评估对支持的需求,并与专业人士、研究机构或潜在合作伙伴建立联系。
  • 新企业评估:在有专人指导下的流程和单独召开的专家会议中,初创公司和创新型中小企业可以请知名的行业专家、企业家和投资人对其商业项目进行评审。更多信息

    瑞士巴塞尔大区经济及创新促进局的服务涵盖创业的初期阶段。目标是在初期构想到实际创业,再到首个实施计划和融资的过程中,提供宝贵信息和切实的建议。这不仅给予企业家更多安全保障,而且可以显著加快他们实施项目的速度。
Sébastien Meunier

您的联系人

Sébastien Meunier

Director Industrial Transformation and Entrepreneurship

联系我们

关于瑞士巴塞尔大区经济及创新促进局

 

瑞士巴塞尔大区经济及创新促进局是促进巴塞尔城市州、巴塞尔乡村州和汝拉州的创新和外来投资的机构。它由三个组织在2016年合并而成,即巴塞尔大区经济促进局、瑞士i-net创新网络和中国商务平台。
该局现有20名雇员,其500万瑞士法郎的年度预算由这三个州和国家经济事务秘书处(SECO)承担。


使命
瑞士巴塞尔大区经济及创新促进局的核心职能是促进巴塞尔地区作为商业中心的优势,以支持瑞士和外国企业家及其公司在该地区实施创新和商业项目。
该局提供的服务主要是为了持续发展和维护合格决策者、创新者、专家和传播者网络。在该网络的基础上,瑞士巴塞尔大区经济及创新促进局为客户提供有针对性的知识和技能。


服务
瑞士巴塞尔大区经济及创新促进局主要在以下三个领域内为客户提供专业服务:

  • 投资巴塞尔地区:为客户提供个性化的决策支持,协助他们在巴塞尔地区开设经营机构,为他们在整个设立过程中提供专业建议。
  • 为创新者牵线搭桥:为生命科学、医疗技术、信息通信技术(ICT)、微技术、纳米及材料和生产技术领域的企业和研究人员提供技术、研发和创新支持。
  • 支持创业:为那些计划在入驻巴塞尔地区或创办公司的企业家提供项目运营执行方面的一般性援助。此外,以上技术领域的初创公司和扩展中的中小企业还将获得支持,针对性地与专家和投资者建立关系网络。

渠道
为了支持这些服务,瑞士巴塞尔大区经济及创新促进局运营一个综合性信息平台,从而为巴塞尔地区保持领先的创新和商业中心地位做出贡献。为此,该局特别开设了两条渠道:

  • 创新报告:巴塞尔地区创新现场报告以及月度简报,内容包括采访、背景报告和在巴塞尔地区创立和开设公司的信息。
  • 创新活动:在每年逾50个知识转移和创业主题活动中,瑞士巴塞尔大区经济及创新促进局为创新者和公司创办人提供机会,就现有问题进行沟通和关系联络。
Sébastien Meunier

您的联系人

Sébastien Meunier

Director Industrial Transformation and Entrepreneurship


Tel. +41 61 295 50 15

sebastien.notexisting@nodomain.commeunier@baselarea.notexisting@nodomain.comswiss

我们的渠道: 活动|博客

report Industrial Transformation

“Here at Bell, we combine handcraft and automation”

06.05.2019

Over the space of 150 years, a butcher’s in Basel has grown into an international food company, with the Bell Food Group now employing more than 12,000 people in 15 countries. Markus Ettlin, Head of Industry 4.0/Automation at the Bell Food Group, provides an update on the company’s current Industry 4.0 projects, the limits of automation, and innovations in the food sector.

BaselArea.swiss: When will robots start making sausages?

Markus Ettlin: An extremely large amount of handcraft, experience and skill goes into making a sausage. At the moment, it would be virtually impossible to have the work done by a machine – that is not our goal either. For us, it’s a balancing act to find the sweet spot between tradition and innovation. When it comes to sausages, tradition and handcraft are extremely important. Robots will not be making sausages in the foreseeable future.

Is this because there is no demand for it?

I believe that our customers want a handmade product and not fully industrialised sausages. A sausage is a natural product with natural characteristics that must be satisfied. A great deal of experience is also required. Whether it’s sausages or ham, production requires a great deal of experience and all of our senses. We are, however, in the process of automating certain sub-processes. We want to combine handcraft and automation.

Which areas are suitable for automation?

We need to distinguish between the handcraft sector and convenience products. Great importance is attached to handcraft in the production of sausages and ham. In the Convenience sector, where products have to be more uniform, the progress made with automation is at a much more advanced stage. For example, the production of hamburger patties and chicken nuggets is highly automated, as they are shaped by machines. We have successfully introduced automation technologies in the Logistics division as well as for repetitive work and physically demanding jobs.

Where do you see the greatest potential?

The degree of automation used in handling and packing tasks is higher than in other areas, but even here human staff are needed. We see great potential in the data and information that is generated on a daily basis. We want to learn from this data and improve ourselves. Let’s look at the cooking process, for example, where data such as temperature is measured. Here, we have target parameters, we have actual parameters, and at the end we have a result. Although the employees check the temperature, they cannot keep track of all of the parameters, the different values and the complex relationships. By analysing this data, we can safeguard and even improve the quality of the cooking process – and thus also the quality of the product. This data analysis also helps us to increase energy efficiency and make optimal use of system capacities.

On which transformations and in which areas is Bell focussing?

On the one hand, we should be able to trace the journey of the product; on the other hand, we should be able to understand why certain steps have been taken in the manufacturing process and what effects these steps have on the finished product. The main areas of focus here are thus standards and standardisation. We want to use standardised technology, transform automated processes and ensure transparency.

Which sectors are particularly interesting as a source of ideas for standardised technologies?

The meat processing specialist area is a leader in this regard. In my area, I am interested more in which technologies can be used for unconventional purposes. For example, if there are procedures and methodologies used in the pharma industry that could also work in the food industry. The pharma industry is able to handle large volumes of data, which is an extremely exciting prospect for my division. The automotive industry, for its part, has made great progress with automated processes. Car manufacturers frequently have to roll our large production runs. Within an individual production run, however, sometimes the steering wheel has to be installed on the left of the chassis, and sometimes on the right. These are topics we have to deal with as well, since we also have products that come in different forms – sometimes lighter, sometimes heavier, some in small packaging and others in large packaging. We like to draw inspiration from other industries.

What is being implemented?

We are building a huge state-of-the-art cold store with an extremely high level of automation. The aim is for logistics to be as fully automated as possible, for employees to spend as little time as possible in the cold store area, and to provide highly automated support processes. All of the systems and processes will generate data and information that we want to analyse in order to implement improvements, carry out maintenance work and raise efficiency. In all areas, the collection of data is an opportunity for us to improve and safeguard our quality levels.

What challenges does the upcoming transformation pose for Bell?

For us, Industry 4.0 is strongly linked to the production environment. Digitisation is a huge step for our employees. We want everyone to be involved and show them that new technologies are there to support them in their work. I also perceive a challenge in the fact that everything is increasing in complexity, that everything is interlinked. This is not always easy to understand. As a result, we also need to build up knowledge and generally raise awareness of Industry 4.0 issues. We additionally need to develop an understanding of where we're going to start with the implementation and how we're going to establish a meaningful roadmap.

Bell is taking part in our Industry 4.0 Challenge. What have you been able to learn from this so far?

I’ve come to know BaselArea.swiss from various events, where we’ve always made interesting contacts. In terms of the Industry 4.0 Challenge, I can easily see which ideas are represented on the market and how others see the world. In the case of large corporations, it’s often not quite as transparent how they’ve come up with their great solutions. Start-ups can quickly present a proof of concept, so I can imagine what it involves and what it would mean for me. This is, in my opinion, extremely exciting. Our division is also in contact with the companies that attended the last Industry 4.0 Challenge. Although we are more on the lookout for standardised tools, start-ups often bridge the gap between a major standard and the real world.

What kind of innovations can we expect to see in the food sector in the near future?

Meat that can be produced without having to kill any animals – the hamburgers produced by Mosa Meat are cultured from cells. Bell holds a stake in the Dutch company, which is currently working on making its concept ready for market.

report Life Sciences

Santhera receiving up to 105 million Swiss francs

23.05.2019

event Entrepreneurship

Workshop Mixed Management Pickles

Date: 29.05.2019

Place: Tenum, Grammetstrasse 14, 4410 Liestal

report BaselArea.swiss

“The Basel region is very advanced in healthcare innovation”

02.04.2019

A new master’s degree at the FHNW University of Applied Sciences and Arts Northwestern Switzerland aims to prepare the next generation of professionals in the life sciences industries: Students in “Medical Informatics” are trained to apply the latest technologies during projects for the medical and pharmaceutical industries. Professor Enkelejda Miho from the Institute for Medical and Analytical Technologies at FHNW is confident that the combination of life sciences, informatics and business brings forward a desired new profile of professionals.

BaselArea.swiss: Enkelejda, do you think that the traditionally trained scientist who adds a technological perspective is the new normal?

Enkelejda Miho: Drug discovery is a large area. There are fields that will remain quite traditional while branches like real-world data and digital clinical trials are changing rapidly. Scientists cannot analyze their large-scale data with the same means used in former years. Further, a multitude of tools are ready to use today. The field is in the process of finding out how to combine these tools in order to bring drugs faster to the market. Applying cutting-edge technology to answer scientific questions is an integral part of the job as a scientist. We hear from pharmaceutical companies that the technologically savvy scientist is a desired profile, alas not necessarily the profile that is available on the market. Education has to catch up with what is happening in the real world.

What changed in the understanding of healthcare?

Healthcare developed like every other field: We observed slow process over centuries. Then suddenly, technology brought things forward abruptly. Knowledge in health was always centered on organs, which helped to reduce complexity. You had the cardiologist, the pneumologist, the neurologist who tried to understand one problem at a time. Knowledge was dissected. This is changing massively.

How so?

New technologies are leading towards faster diagnostics and therapeutics. For example, we can train an algorithm to detect a tumor. The machine thus supports the specialized doctor in upscaling the quantity of patients he or she can see and diagnose. The first step is to apply what we know to accelerate diagnostics and therapeutics based on larger experience and faster knowledge processing. The second step is integration of knowledge from different systems. There are many different technologies. Now we have to ask how to apply them adequately. Integration of knowledge is key.

Which role does Artificial Intelligence play in this?

Instead of asking one question at a time, AI allows to integrate not only health data but also other information like the times you went to the doctor, the prescribed therapies and symptoms as well as social and environmental data. AI helps to integrate all that to support us making better choices and better diagnostics so people don’t go for the wrong therapy or suffer treatments that are not specific to them.

Are we prepared for healthcare innovation?

We are on a very good way. The first challenge is standardization. There is no aligned idea of which method to use when and how they compare – there are just so many. Research groups, labs and pharmaceutical companies could do more in the precompetitive space so we don’t make the same mistakes all over again. We could learn a lot from software development where sharing is common. The second challenge is the bias that we introduce to the algorithms. Researchers have to think thoroughly about matching the right question with the right data set – a computer is not able to do that. We need researchers who are aware of the potential pitfalls of applying AI and machine learning to healthcare.

How far are we in Basel?

The Basel region is very advanced compared to other regions. We have major players, we have a startup environment and we have major research institutions and applied institutions like University of Basel, ETH, FHNW and the Friedrich Miescher Institute. All the components are here. I believe there is need for more cross talk between the stakeholders, though, instead of trying to bring the whole machinery forward by oneself. BaselArea.swiss and DayOne help as they bring different perspectives together. There could be more dedicated resources to spark the interaction, though. This would also help to retain the talent we need to bring this field forward.

Which difference does the new Master in Medical Informatics make?

We fill a gap. Talking with the industry, we discovered that everyone is moving into applying the new technologies like machine learning and AI. This requires specialized knowledge. On the one hand, you need to know about chemical molecules and biology because you need to understand the data you are analyzing. On the other hand, you need knowledge in programming and in the mathematical framework of applying machine learning. So, a broad knowledge is required to apply an exact part of data and an exact method of machine learning to a very specific project. You need a background of everything to be a master of one specific question. This is the challenge that other institutions in Switzerland and in the European countries have not tackled yet.

What is your approach?

The FHNW is known for being an applied institution to the latest questions. We are giving the students diverse enough background in life sciences, in informatics and business and then bringing these students to real life projects from pharmaceutical companies and hospitals. If you know the drill, you can apply it for another question as well – that is the ambition. Our students will deal with the diversity of projects, with databases, with citizen-patients, with classification and automation. How can you automatize image analysis in the pharma industry or in the hospital? How can you be of support to regulatory agencies, knowing the latest trends and pitfalls? We are the first with this twist of educational purpose. We are training the new generation of professionals, considering the digital transformation in the application field.

We are not talking about data ethics?

You cannot escape the ethics. It’s the most important question we face in digital health. But sometimes you need to walk the line to understand what is needed in terms of ethics and data privacy. We try to address these questions in the frame of specific projects. Discussion is great for preparing the ground and for creating awareness. We are more about the doing.

What students do you expect?

We wanted to give FHNW trained students the possibility to get into cutting-edge projects. What we experience is that companies are also very interested in the Master program. This program connects the life sciences and the business world based on the informatics ground. Together with Prof. Dr. Knut Hinkelmann, Head of the Master of Science in Business Information Systems at FHNW, we are producing a profile that understands the needs of science but that can actually apply it with regard to cybersecurity, data privacy and business applications. We train the people in the best tradition of the Fachhochschule to get the job done.

There are different initiatives in digital health education from ETH, University, and Swiss Tropical and Public Health Institute, too. How do you value these efforts?

These efforts are valuable and relevant for our community. I don’t see any overlap in these programs. While the focus at the FMI, ETH and University of Basel is more research driven, here at the FHNW we are going for hands-on application-driven education. We are in collaboration with the University of Basel, especially the Innovation offices, and with FMI and ETH as well. At last, it’s a community effort.

report BaselArea.swiss

BaseLaunch is top European accelerator

21.05.2019

event Medtech

Medical Apps: Classification and Challenges (MDR)

Date: 04.06.2019

Place: Messeturm, Basel

report BaselArea.swiss

33 recently arrived companies create hundreds of jobs

28.03.2019

The efforts of BaselArea.swiss proved extremely successful in 2018. 33 companies – seven more than in the previous year – were persuaded to move to the Basel economic region. 16 companies arrived from Europe, nine of which came from Germany. BaselArea.swiss also supported six Swiss companies in the search for a suitable business location in the Basel region. Of the newly arrived companies, 19 operate in the life sciences and chemicals sectors.

The companies most recently relocated to the Basel economic region have already created 139 jobs and plan to add 296 more over the coming years. The huge interest in the Basel region as a business location was also reflected in the over 400 consultation sessions in Switzerland and abroad and the 69 visits to Basel made by investors and company delegations that were organised by BaselArea.swiss in 2018.

As well as promoting the location, BaselArea.swiss also achieved extremely impressive results in its second key activity: fostering innovation. 72 startups received support from BaselArea.swiss in founding their companies and the number of companies established increased by nine compared to the previous year. The startups were mainly companies operating in the life sciences and ICT sectors.

There was also a sharp rise in the demand for consulting and mentoring. Companies used this service provided by BaselArea.swiss 556 times, which represents a more than three-fold increase compared to the previous year. The events organised by BaselArea.swiss also proved extremely popular and provided around 6,000 participants with an opportunity for networking and generating new ideas.

See the press release here. The complete 2018 BaselArea.swiss annual report can be downloaded as a PDF.

report ICT

Wie sicher ist Ihr IT-System?

21.05.2019

event Medtech

Medical Device Software: A regulatory insight into safety and security

Date: 04.06.2019

Place: Messeturm Basel

report Precision Medicine

Healthcare innovations gain traction with the DayOne Accelerator

05.03.2019

Three innovative healthcare startups participate in the first round of the DayOne Accelerator. Faraz Oloumi from Aurteen, Chang Yun from Noul and Christian Vogler and Leo Gschwind from Advancience are examples of how far conviction can get you.

BaselArea.swiss: Faraz, why did you establish Aurteen in the first place?

Faraz: During my studies in electrical and computer engineering, I worked on retinal-image analysis and fell in love with the subject. I completed my Masters, then my PhD and declined a safe job to pursue the topic and founded Aurteen. I am 100 percent convinced of the novelty and necessity of computer-aided assessment of the retina, because the vessels at the back of the eye tell the story of your overall health from retinal disease to metabolical and cardiovascular disorders.

Christian, was there a starting point for you as well?

Christian: I studied psychology and genetics. In order to use genetics as a tool to research the human mind, my co-founders and I started to pursue psychometrics. The typical toolkit for psychometric testing originates in the 1940s to 1970s. We took psychometric tests to the 21st century, added gamification, made it entertaining and scalable and thus are able to process large numbers of study participants. We want to drive psychology forward. We are convinced that you can use our tools for a broad range of different purposes: It is a diagnostic tool for testing attention disorders or memory impairments as well as an HR tool to make teams work better together.

Chang, you joined Noul one year ago. What was the reason?

Chang: One of the co-founders is a biomedical engineer. Right after he had earned his PhD in the United States he spent 1,5 years in Malawi for his voluntary social service. He witnessed many children die from malaria and was surprised to see health workers still rely on tests that were inaccurate and inefficient. He founded Noul in 2015 to develop a portable device that uses image analysis and artificial intelligence to diagnose diseases from blood samples. As his close friend I have been interested in this project from the beginning and joined one year ago being ascertain that my career in the United Nations would be conducive for success of the project. I have a background in business management and public administration. As the Director of Global Business Development at Noul I now set up the European office.

What was the hardest part in establishing the company?

Chang: For us, it was the science. We had trials and errors. While the clinical trials in the laboratory worked well, the results in the field were often unexpected. Sometimes it was hard to get enough samples with high quality. To overcome those hurdles, we cooperate with the Swiss Tropical and Public Health Institute in Basel. In addition, to approve a new technology like ours also requires new criteria. That takes a lot of time and sufficient convincing data from our side.

Christian: As a scientist, you don’t become an entrepreneur overnight. I had to learn that the scientific results are not the only thing that counts. Instead, I also need to sell my results and think about specific value propositions. I’m familiar with psychology, genetics and bioinformatics – and now I have to come up with business cases on top of that. In the corporate world, we encounter a new problem every day. You always need a plan B, C and D. It is a tremendous amount of work, but a lot of fun, too.

Faraz: Not being able to financially support yourself is not easy. I haven’t paid myself a dime in the past years. The hardest part for me though was convincing people that my ideas and vision are not crazy. I had to fight a lot of adversity. But I don’t regret it at all. Then there are other challenges like making myself be a CEO rather than just being a CTO, which means that you can no longer be a perfectionist. That is a challenge I enjoy.

What do you hope to achieve during the next couple of months in the DayOne Accelerator?

Faraz: While Canada is well suited to the telemedical approach and my collaborators and potential customers are there, we don’t have a strong business case in Canada in terms of pure numbers. Plus, the nearest market, which is the US, is very fragmented and complicated to enter. To participate in the DayOne Accelerator is the perfect opportunity for us to look at and validate the European market. Further, we want to validate our list of value propositions and find investors.

Chang: Our Swiss partners encouraged us to apply for this program and luckily we were selected to take part. I believe Noul has worked very hard for developing unprecedented diagnostic solutions for last three years. Now the time is right to  look back at what we have achieved so far and use the input we get here to make our business model more concrete. We want to get to know the people that can further help us to reach that goal and explore the opportunities.

Leo: We want to learn how to set up and run the business. And we want to get ready to pitch to potential investors and look for seed money.

The acceleration program started in January. What is your experience so far?

Faraz: It all came as a pleasant surprise. The ecosystem in terms of support for startups is completely different from what I am used to. I am talking to senior figures from the pharma and clinical side and the overall support happens to be on a high level. The DayOne team cares for me and my business to succeed. I am convinced that we can gain more traction here. Based on my experience so far, I am exploring the idea of establishing here in Basel. It really is a blessing for our team.

Chang: I am impressed. The meetings we had so far are extremely beneficial and helpful. Strategically, it pays off to be in Basel and be close to our partner, the Swiss TPH and in traveling distance to our stakeholders in Geneva. So far, the accelerator proves to be very effective.

Leo: The input is enormous. We benefit tremendously in learning how to structure the business. It’s brilliant to learn the trade from experts and get first-hand insights. And the funding relieves the hardest pain.

What was the biggest cultural shock when coming to Basel?

Chang: In my culture, people are not as direct while here people voice their opinions more directly. I enjoy that diversity and wish we had more of that in our team in South Korea. Also, I rarely see traffic jams here.

Faraz: It is shocking how everyone seems to understand English.

report Invest in Basel region

Green light for tax proposal

20.05.2019

event Entrepreneurship

Workshop vom Kundenkontakt zum Kundenerlebnis

Date: 12.06.2019

Place: Tenum, Grammetstrasse 14, 4410 Liestal

report Life Sciences

“We are a small company with a big portfolio”

05.02.2019

After Martine and Jean-Paul Clozel created Actelion with two other founders and grew Actelion into Europe’s biggest biotech, the company and its late-stage pipeline were acquired by Johnson&Johnson in 2017. With Actelion’s discovery- and early-stage R&D assets, the couple formed Idorsia, with the vision to build one of Europe’s leading biopharmaceutical companies

We talked with Martine Clozel about her passion for research, the medical view in science and what aspiring biotech entrepreneurs need.

Martine, is Idorsia the new Actelion?

In part yes, we still do difficult things. That has not changed at all. Our culture and our goals are the same as they were for Actelion: we want to discover innovative new drugs which may have a big impact on patients’ lives. We are very happy to continue our work of discovering drugs. It’s fantastic that we are able to do that. I see lots of enthusiasm in the company. Actelion had become almost a large biopharma, with presence in many countries. Idorsia is based in Allschwil, concentrating on doing R&D efficiently. We are already thinking about the commercial phase, though, and have recently hired a chief commercial officer and opened a first foreign office in Japan.

Are your portfolio decisions purely guided by the science? Or do you also take commercial factors into consideration?

We all know that the medical need in insomnia, lupus or in hypertension is huge. The choice of a new clinical indication depends on the new molecule, its mechanism of action, and where the molecule can have the biggest impact as a new therapy. We are trying to be very pragmatic and follow where the science takes us. In phase II and beyond, when we start to understand more and see that our hypothesis is confirmed in safety and efficacy, we can start to position the drug in terms of market entry and commercial potential.

How is your approach towards licensing in or licensing out projects?

We don’t license in, as we have a lot of fascinating internal prospects. Currently, we have ten compounds in clinical development. Several research projects are progressing towards development. We have activities towards out licensing deals, though – not because the projects are deprioritized but because we have a much smaller organization than before. We have only one third of the clinical development capacity we had in the past and cannot handle everything. We are a small company with a big portfolio.

You are fully focused on your internal projects then? Or do you also pursue external collaborations?

We look for tailor-made solutions. If we see something that can help us, we also like to work with external partners, being it universities, biotechs or others. In fact, many of our projects start with a paper we read or some exciting new data we come across, which we will then further pursue.

On your website you first focus on patients symptoms when describing a disease and only then go to science. How do you make sure you and the Idorsia employees always stay close to patients?

We are very close to the people who are close to the patients, doctors, nurses etc. We listen carefully and really try to understand the patients. We also invite patients. I am a medical doctor, so naturally we have a medical view on everything we do in research. That is one of the characteristics of Idorsia.

Speaking of employees, how easy is it to recruit the right people here?

It’s not easy, but it’s not easy anywhere. I love Pharma. It’s fantastic to be able to help patients, treating thousands of patients. It’s amazing and yet not everybody knows about it. There is a lack of communication on what pharma is about, be it the improvement of life expectancy, the revolutions in oncology, the improvement in quality of life, all that is progress. We need to talk more about the importance of pharma to attract next generations of talent.

It seems that US biotechs are more successful in staying independent. Why do you think that is?

I don’t know if that is true, just look at the recent acquisition of Celgene, Tesaro, Kite and Loxo by BMS, GSK, Gilead and Eli Lilly, respectively. Just to name a few. Currently, biotechs rarely remain independent, also in the US, simply because big companies seminally rely on their discoveries. With Actelion, we had an ambitious, long-term view. It was never our goal to get acquired. Instead, we wanted to create a structure – not only one molecule or one technique – but an organization that is able to discover many drugs. We were ambitious and we were taking risks – and that is relatively rare. Maybe American biotechs come with a little bit more of this ambition, but Europe has some particularities that I think the industry should build upon. Chemistry in Switzerland and Germany is exceptional, for example. But generally, Europe is full of exciting science and great people.

Why is it rewarding for you to work in a startup compared to a big corporation?

A small organization provides more freedom and – more importantly – proximity between facts and risk taking. Our portfolio is small enough for the management to know all the projects. We can be very efficient in making decisions and that is much more difficult in big corporations.

What is your advice on starting a biotech?

Think about surviving and being profitable at the same time. Have both the short and the long-term view, so do not just focus on the next milestone but think big from the beginning. Be pragmatic about your decisions. And especially also, don’t do it alone but with a team.

Speaking of having a partner: You set up both Actelion and Idorsia together with your husband. How do you navigate between lab and dinner table?

My husband and I know each other since a very long time. We share the passion for research and for helping patients. I always appreciated being able to discuss difficulties and also to share the many good moments with Jean-Paul. Of course, we work a lot and are very committed – as is everybody at Idorsia. We try to draw a line between office and home, especially when our children and grandchildren are there. We want to be available for them. It’s demanding, but we don’t think and talk about work 24/7.

Will you still be hunting the next drug in ten years?

I don’t think so. I don’t want to work forever. At some point I want to take more time for family and friends.

Actelion is not only known for its drugs but also for its signature building. Idorsia is at home in a Herzog & de Meuron building. How important is architecture for you?

It’s very important. These buildings will last for many years and are part of the culture and of the style of Basel. Switzerland and Basel in particular are avant-garde in architecture. We are happy to have been able to participate in that. The architecture represents the innovation we are aspiring to. We want good working conditions for our employees, lots of light and many possibilities to interact – after all, we spend a significant amount of time at the office.

We heard the funny story that Idorsia is the acronym for “I do research in Allschwil”. What is the true story behind the name?

I like it. In reality, we had the opportunity to take one of our already protected product names. It was giving us a solid start to insure the company name.

Interview: Annett Altvater and Stephan Emmerth

report Invest in Basel region

Salina Raurica is making good headway

16.05.2019

event

Workshop Business Model Canvas - Beginner

Date: 15.06.2019

Place: Startup Academy, Picassoplatz 4, 4052 Basel

report

"It doesn't always have to stay the same"

08.01.2019

Désirée Mettraux has been the CEO of Creadi since 2016. The Pax spin-off has developed the Simpego online insurance platform. The insurance expert is confident that the industry will profit if it opens itself up to partners. The aim is to make insurance fun.

BaselArea.swiss: Frau Mettraux, what does insurance mean to you?

Désirée Mettraux: For many people, insurance is a boring and complicated topic. I associate insurance with freedom. I want to make insurance fun.

The Pax spin-off was founded in 2016. What has changed since then?

We discarded many of our original ideas. A great deal of progress and development is taking place in the InsurTech market, with a lot of money being invested throughout Europe. We are also seeing which models don’t work in the B2C market. We are critical with ourselves and question our actions regularly. Simpego – our online platform for insurance companies – was developed from a test phase in which we tried out many things.

Creadi is financed by Pax, right?

Exactly. Agile spin-offs are the ideal learning environment for large parent companies. At the same time, they are great for attracting talent. With Simpego, we launched the first native app on the Swiss market in which insurance policies can be taken out “on the go”. Not every insurance company would be able to get an app such as this off the ground so quickly. However, we have been able to work together with a major insurance provider to test how its product works on the platform. Everyone will benefit from the insights gained as part of this test.

How much does the Swiss insurance industry still have to learn in the field of InsurTech?

With 12 percent of insurance policies taken out online, Switzerland is lagging far behind other European countries. This compares with over 30 percent in Germany. Making up this shortfall will not be simple.

Why?

If society is not yet ready to utilise these offerings, it would not make sense for an insurance company to make its products available digitally. Our society still prefers to go down the traditional route with insurance advisors.

Creadi is setting out to turn this model upside down. This might not please everyone.

There have been pioneers who have forced themselves onto the market while not making themselves popular in the process. However, this does the market no harm. When a change is introduced or an innovation is developed, everyone has to respond accordingly. Ultimately, this benefits consumers.

It is obvious that many people trust insurance brokers who can explain the policies in layman terms. How do you develop a sense of trust with an app?

Trust and brand perception are our greatest challenges. Of course, the personal contact that some customers have enjoyed with their insurance agents for decades cannot simply be forgotten. That’s why we offer our customers the possibility of engaging in live chat or of receiving advice by telephone.

Could this be the solution?

In my opinion, we need to shift our focus elsewhere. While most insurance products that don’t deal with the complex area of pensions are standard and no-one is reinventing the wheel when it comes to personal liability insurance, Mobiliar agents only sell their own products, which may not necessarily be what the customer is looking for. We want to solve this problem and offer a different service. Customers should be able to choose with which provider they take out insurance policies online and whether they want to make use of advice. With us, you can take out an insurance policy in a minute, without any paperwork at all.

What feedback have you received from other insurance providers?

There are companies that want nothing to do with InsurTech companies, as they don’t want to weaken their own sales channels. However, there are now an increasing number of insurance providers who are receptive to digitisation issues and want to try out new things. We are, in principle, open to every new partner. I am very much in favour of the whole industry opening up and working together as part of a common ecosystem.

It sounds like a great idea...

... but things are a little different in reality. That’s why we are trying to bring together different providers on our marketplace. It doesn’t always have to stay the same.

What role is digitisation playing in the industry?

Any companies that still carry out manual processes electronically have not yet embraced digitisation. For me, digitisation is an attitude and a matter of placing the customer at the centre of everything we do. Many companies adopt an inside-out approach rather than one looking from the outside in. There’s still a lot to be done in this respect. We all – including insurance providers – need a strategy for a digital world. Who would have thought twelve years ago that we would be buying our shoes and clothes almost exclusively online? Perhaps we will also reach this point with insurance someday.

Do insurance products also need to be modernised and brought in line with the times?

Yes, of course. The younger generation of customers are taking an increasingly hybrid approach to purchases. They buy M-Budget cottage cheese and at the same time FineFood olive oil. We are also seeing this in terms of insurance. While it should be clear to everyone that 25-year-olds have no need for CHF 5,000 of frozen food cover in their household insurance, this item is still a standard component of many household insurance policies. However, if you live in a cheaply furnished shared apartment, for example, you might need an insurance policy to cover a bicycle worth CHF 4,000 or your mobile phone and laptop. Many insurance policies no longer match up with our lifestyles, especially in urban regions.

Another problem is the image.

Insurance companies have the reputation of always wanting to sell you something. Here at Creadi, we want to change this image and create a sense of transparency. If we don’t have the right offering for somebody, we tell them this and point them towards products that suit them better. We also don’t offer long-term contracts; everything is arranged on a short-term basis.

Creadi was presented with the DIAmond Award last year. Congratulations, albeit belatedly!

Thank you. We have programmed the Simpego Snap vehicle registration document scanner. It takes a photo of the vehicle registration document and processes it using image processing before the program subsequently makes an appropriate offer for the type of vehicle. This program is based on a clever algorithm that tells you the types of vehicle coverage available, depending on the model, category and year of registration. This allows customers to take out vehicle insurance in one minute flat. The program is designed for mobile devices, as the vehicle registration document is usually stored in a vehicle’s glove compartment. I think products such as these are great, as they make life simpler.

What do awards such as this one mean to you?

It was important for us that the award validated our product in front of over 1,000 people from the industry. We have proven and confirmed in our industry that we are on the right track. This is a very valuable proposition and facilitates access to other partners. Our development and performance show that we are much more than just an insurance broker.

There are 15 people working at Creadi at the moment. How easy was it to bring new people into the company?

Basel is a difficult place in which to set up a technology startup. Despite this, we made a conscious decision to be based in Basel. Some of our employees moved here especially for us. Basel is certainly an attractive location that has a great deal to offer in terms of culture and infrastructure. The city also has an international flair. Nevertheless, it is of compact size and our employees are able to find affordable housing.

report Innovation

Impact Hub Switzerland etabliert grösste Community für Entrepreneure in der Schweiz

16.05.2019

event

Seminar Vorbereitung zur Firmengründung

Date: 17.06.2019

Place: Standortförderung Baselland, Amtshausgasse 7, 4410 Liestall

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