Character Wealth Management Magazine - Assets Beyond Money

Defining families Character

Shaping trends since 1884

Victorinox passes on its values one knife at a time

Making time for you since 1760

BEYER watches and jewellery value precious time

Dimming the ‘red light’ globally

GlobalAct, one family breaking the silence on modern day slavery

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Passing on the batton

The CEO of Victorinox, Carl Elsener turns back the wheels of time and sheds some light on the past to better understand the driving force behind the company.

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Impressum Publisher: Sandberg & Partners SA. Editor & Translation: Karan Arazim. Contributor: Ethan Schaerer. Images: Sascha Oberholzer Photography, Victorinox AG, Beyer Chronometrie AG, GlowbalAct, Sandberg & Partners SA. Editorial Support: Richard Ernst, Aaron Smith, Concept and Design: Gareth Knott, LifeTimeDesigns. Marketing: Leo Verzijl Websites & Gareth Knott. All rights reserved 2015.

Dear reader,

Sandberg & Partners SA is an independent, family-owned investment advisor. We consider it a privilege to serve individuals, entrepreneurs, families and institutional investors in creating, protecting and passing on their wealth to future generations. To us, there is more than just delivering performance. We provide value that goes beyond financial success. We never take for granted the trust they place in us, and give our best to earn it every day.

A few months ago, the five of us met for dinner and our conversation turned to clients and other companies that inspire us. Each of us named a few; the list was impressive. It underlined the fact that real value-based visionaries and heroes are not a dying breed, and the businesses they lead and build are truly extraordinary. So we decided to create our own flagship magazine “Character” to feature such families and businesses. Welcome to the first issue!

We chose this name because we know people of character drive positive change in the world, and we can all learn from their experiences. People of character stand out because they do not compromise their principles or values. They have courage, foresight and determination despite competition, or setbacks. Often humble, people of character often work for the benefit of others and their vision, innovation and legacies can last through multiple generations.

In the following pages, we would like to share with you the stories of three family-owned businesses in Switzerland, their achievements, and the people who built and continue to build them.

• The first is Victorinox. Although the brand is most famous for the Swiss Army Knife, its product catalogue also includes other “Companions for Life” such as watches, luggage, travel clothing and fragrances. Fourth generation CEO Carl Elsener tells us how the company’s passion for perfection is just as strong as when the company was founded in 1884.

• The second is Beyer Chronometrie, founded in 1760. Beyer was the first shop in Switzerland to specialize exclusively in clocks, watches and jewelry. In this feature, René Beyer, the eighth generation manager of the company explains how customer service sets this business apart from the rest.

• The final is Glowbalact. Although this organization is not generations old, it is fighting something that is - human slavery. We interviewed Tabea and Matt Oppliger, a power couple and the driving force behind Glowbalact. They helped us understand what human trafficking is and how everyone can do something to stop it.

We hope these stories will inspire you as much as they inspired us. We are grateful for the friendships of each of these families and are thankful for their willingness to share their experiences and knowledge with us.

Please send us your feedback! We would like to hear your comments and/or the name of a person or business of character. Our address is: es@sandbergpartners.com

Passing on the batton

Sandberg & Partners asked Carl Elsener and Urs Wyss to share details of the Victorinox story and the people who have and are still making the brand shine.

Damascus Explorer

Edition 2013

To honor the memory of Karl Elsener Sr. , Victorinox has designed a special edition with his name engraved in the handle and the emblem fabricaed into the grip.

Victorinox is one of the world’s most recognized brands, and to many its small red Swiss Army Knife represents everything Swiss - quality, functionality, and design.

Boy scouts, businesswomen, campers, mountaineers, astronauts and even presidents own (and use!) these knives with pride.

In recent years the company has strengthened its brand recognition and diversified its catalogue to include watches, luggage, travel clothing and fragrances.

The family-owned business, now in its fourth generation, has a turnover of approximately CHF500 million and produces 120’000 pocket knives, household and kitchen knives every day. Victorinox sells products in 130 countries, employs over 2000 people worldwide, and has never layed off employees because of economic reasons. It is the largest cutlery manufacturer in Europe and the biggest private sector employer in Switzerland’s Canton Schwyz.

Carl Elsener, Victorinox’s current CEO and great grandson of the founder, grew up with the business. During school vacations, he spent time in

each department of Victorinox learning its craft and processes. Before he succeeded his father in 2007, the two shared an office for 34 years. Carl Elsener was awarded the Entrepreneur of the Year Award in 2013 and the Swiss Award for Business in 2011.

The future was bleak in 1884.

Today, Victorinox is in a strong position and has learned to navigate through difficult times. These lessons and experiences are part of what makes the brand and the people behind it so speacial. Thus, it is not surprising that the values and the passion the founder are still visible today as the family business continues to write history.

had to emigrate because they could not find jobs. Where did your greatgrandfather get the courage to start a business?

My great-grandfather, Karl Elsener, was fascinated by the cutlery profession. After completing an apprenticeship and gaining journeyman experience abroad, he dreamed about owning a successful knife and surgical instrument manufacturing business. He wanted to apply his skills and knowledge.

ver saddles and leather goods and this inspired him. So he pulled together approximately 30 of his peers, some of whom already had substantial operations, and formed the Swiss Cutlery Association. Their teamwork paid off. They won the contract, and in 1891 delivered the first order.

In 1884 Switzerland faced tremendous economic, political and social challenges and was one of the poorest nations in Europe. Many young men

When the Swiss Army commissioned a soldier’s knife, he saw it as a way to bring jobs to the region and was determined to find a way to win the contract. Today we complete the Swiss Army contract in a few days, but back then he did not have the capacity to process the vast order alone. He saw how the tanners worked together across Switzerland to deli-

Their success, however, was shortlived. In Germany the cutlery industry was more industrialized than here in Switzerland, and they produced knives faster and cheaper. Intimidated by this tough competition, 25 of his colleagues abandoned the project. My great grandfather was determined not to give up. He poured his personal fortune into the business and, thanks to generous relatives and friends, Karl and his business were saved from bankruptcy. Later, he paid back every franc to suppliers with compound interest.

The independent family owned company Victorinox also produces and sells timepieces, travel gear, fashion and even fragnacnces all over the world

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My father always listened first.

The challenges seemed insurmountable. Why did your grandfather continue?

He felt responsible for the people he had hired and wanted to ensure that they had jobs and a stable future. Although we cannot guarantee it, today in Victorinox we feel just as strongly about providing job security.

Can you give an example?

As people will always need to fix, open or cut things, the market for knives is not subject to fashion trends. However, one of the hardest times in the history of Victorinox was immediately after 9/11. Sales plummeted 30% overnight when pocketknives were banned from airline hand bag-

gage. We had to come up with innovative solutions because we were determined not to lay off employees.

First, we increased our inventory and acted counter cyclically. (This means we stocked up our supplies so that when the market was ready we could respond immediately.) We also used some of our financial reserves to invest in new product categories like clothing and travel accessories as well as in new markets like Latin America and Asia.

We also asked employees to get involved. Their loyalty and flexibility made all the difference. We suggested reducing the working week to 40 instead of 42, but employees asked us to stay at 42. Instead, they recommended (and we implemented) mutually beneficial solutions like taking outstanding vacation days, reducing overtime, reducing work shifts by 15 minutes, buying vacation days in advance, and retraining staff to transfer to departments with heavy workloads. For example, moving people from the knife area to watches.

Our Head of HR also came up with a novel idea. Companies In our area needed temporary staff, so we offered to loan some of our highly qualified specialists for three - four months. It was a win-win situati-

on. We saved jobs, they benefitted from experienced professionals, and the opportunity to learn from each others’ businesses was beneficial for all of us.

During this time, solidarity with the company grew as employees knew and experienced that we were serious about saving not just some, but all of their jobs. They appreciated our efforts and this blossomed into a greater team spirit. Employees started celebrating successes together more and stuck together when times were tough. Through these experiences we grew closer together as a work family.

How do you create an emotional bond between the product, your brand and your customers?

By investing in products that strengthen our brand and philosophy. In 1989, counterfeits from Asia flooded the European and US market and we came to the conclusion that our long-term success depends on our brand recognition. As a result, we are positioning the Victorinox brand even more visibly. Someone who invests in a market such as a Rolex or Nike wants to have high brand visibility. At the same time, a Swiss Army Knife is a brilliant product, but it is usually in your pocket or purse, where no one sees the brand.

During my first visit with some of our sales partners, I can still remember that the knives were kept in the drawers, not exhibited in glass windows. Since they were not visible, no one knew that the shop also carried knives. So we designed new marketing

Focus on values, quality and attitude

It takes more than just luck to successfully run a company throughout generations. From the beginning, the DNA of of Victorinox clearly exhibited the necessary characteristics, principles and values to build a truly global company with local roots.

displays in shop windows and made the sales area more attractive and accessible. The result? Our sales rose immediately.

During this time, our business partners and customers also asked us to provide additional products with the same quality features as the Swiss Army knife. In response, we crea-

ted a line of watches and, as confidence in our brand grew, so did our track record. Within four years we saw explosive growth with the new watches. We expected success, but the real extent of it surprised and thrilled us. We took it as a confirmation that the same important features of the knife - quality, functionality, innovation and iconic design – would take us from being a pure

manufacturer of products to a world-renowned brands leader. We are grateful for this success, and now we have the huge responsibility to live up to our reputation. This is truly encouraging.

What are some of the secrets behind Victorinox’s success?

My father used to say, “A company that puts employees, products and customers at the center of its business cannot lose.“ The focus on these factors is key to our success.

Another is setting aside financial reserves during boom times to bridge the gaps during difficult times. We want to be a sustainable and financially independent business that finances growth internally. Our experiences with economic difficulties in the past have made us stronger, and because of them we are confident that we can find ways together to navigate through the best and worst of times.

The third secret is treating each other with mutual trust and respect. At Victorinox we believe that every employee performs a valuable job, and when people know that you trust and respect them, they perform at their best. We all know there are times when things do not run perfectly and people make mistakes, but when an atmosphere of trust already exists people are willing to resolve things

with each other through dialogue. Lastly, gratitude and humility need to be mentioned. It has always been important to convey gratitude and appreciation to our employees and partners for the pride they have in serving our customers and in meeting the high demands we have cultivated (the ones that people now automatically expect from us). We also need to be humble because success is never dependent on individuals; it is always drawn from the whole team. This combination is unbeatable.

Karl Elsener Founder of Victorinox, inventor and enterpreneur with a value based vision.

It was always clear

In Victorinox’s Certificate of Incorporation you included the motto „Companion for Life“. How can you ensure that this legacy is relevant for future generations?

One of the biggest challenges of this generation is to equip the next one to run this business. It has been entrusted to us only for certain period of time, and it is an honor and privilege to have this responsibility. Our ancestors have set an incredible foundation for us to build upon.

When Victorinox was founded, we embraced the motto „companion for life” to separate the products that fit our vision from those that did not. For example, the pocketknife in your pants pocket, the watch on your wrist, clothes you wear that protect against environmental factors, and the suitcase that carries your valuables when you travel. All of these qualify as “companions for life.”

We often receive requests from vendors hoping to license our name: well-known furniture and mobile phone manufacturers, mineral water and alcohol vendors, etc. Although the ideas were always fascinating, they do not fully align with our motto and brand.

How do you drive innovation at Victorinox?

My father was an absolute perfectionist and he used to say, “Anything good can still be improved.“

I shared an office with him for 34 years and personally experienced his drive to innovate. „The tiny details often made the biggest difference, so he would be persistent until he found the right solution.

to customer survey results, including customers’ recommendations and wishes. Results from one survey showed customers wanted watches, clothing and luggage. After we launched watches successfully, we ex-

“If it isn’t perfect, it isn’t Victorinox,“ he emphasized. These statements are still sources of inspiration and innovation which we are accountable for living every day.

We also drive innovation by listening

panded our luggage product line. This was a very bold move, because we did not know if our success would repeat itself. We were the first vendor to produce luggage in colors besides black. This helped customers to immediately identify their bag (and

Original drawing from 1890

Attention to detail is paramount to designing the perfect knife. While the knifes have changed, the attitude remains the same.

helped to differentiate Victorinox!). When our peers also began to offer travel products in colors we knew our decision was right. Again, we were setting the trends!

Another source of innovation has been customer communication. We encourage customers to contact us and share their stories. They often include inspirational ideas that we are excited to implement. For example, the USB pocket knife with

Personal leter from Henri Guisan This letter has only been recently discoverd and the family has allowed us to publish it for the first time

32GB of digital storage capacity.

It is said that behind every successful man is a strong woman (see box).

Women have always played a strong role both in our family and in the business. It started with Victoria, the mother of Karl Elsener, our company founder. She was a woman before her time. It is Victoria who offered to entice customers to buy her son’s knives by displaying them in the glass cabinets of her clothing

What role have women played in the Victorinox story?

and hat shop. Karl never forgot her encouragement, inspiration and support. When she died in 1909, he took her name as company brand name. Later, in 1921, it was combined with “Inox“ – the French name for rust-free

steel – and established the company name. Victoria + Inox = Victorinox.

My grandmother, Elise Elsener-Gut, is another hero in our story. Known to employees as ”Grandmother“, she radiated joy and friendliness. When we had difficult situations to overcome, it was Grandmother who was the helping hand and the pillar of calmness. Her determination to focus at all times on what was good influenced all of us, both at home and in the business. My grandfather took her example one step further. He went out to the exterior wall of the former factory and engraved the motto „Dominus providebit“ (translated from Latin: God provides). This saying is a daily reminder that a protective hand – one that is also a “companion for life”- accompanies Victorinox.

I always had a very strong bond with my mother Rosmarie. She was an irreplaceable pillar of support for our father and a loving and considerate mother to us children. She was always there for us when we needed her. Family unity was very important to her, and one time she told me,

“Carl, your most important responsibility is to make sure that this family sticks together.”

What would your great grandfather say about the

progress Victorinox has made?

First, I am convinced that he would

From earning a living to living for a purpose

Meaningful and significant leadership will stand the test of time. While today’s economy is filled with capable mangers, great leaders have beome rare.

be amazed at the rapid development that has taken place in each generation.

Second, he would also be thrilled that Victorinox has become a company with a global brand and network that still reflects the values he established in the beginning.

Finally, my great grandfather would be proud of my father, whose clear vision and example helped Victorinox industrialize and become even more competitive. He gave his all to the employees and customers of Victorinox for 74 years. I can still remember clearly the conversation we had in the hospital shortly before he died. “How is it going at ‘home?” my father asked. (Home, of course meant Victorinox.) He leaned over and told me to tell all the employees once again that he was thankful for their work and dedication.

My father was a true pioneer, entrepreneur and great knife maker. Victorinox was his life and

At

What do you want to pass on to the next generation?

A burning desire to live the Victorinox legacy. I strongly hope that this bright and radiant spark will carry on in the next generation and they will be infected with the same Victorinox virus . I also hope that they can be motivated by our pioneering focus on

Victorinox places great emphasis on building trust, not only with employees and customers, but also with suppliers. Last year they celebrated the 100th anniversary of their working relationship with a French supplier that has been in business since 1694 and even produced swords and cutlery for French King Louis XV.

the little red Swiss Army Knife was his passion. He was a father to all employees and those who knew him still appreciate how he lived the legacy.

customers, products and employees, so the passion and energy are in these areas in the future. At the same time, it seems important to me that their actions will also be influenced by values such as gratitude, trust and mutual respect.

Although the Victorinox brand is clearly linked to strong values, quality, functionality and design, most people still associate the company with the Swiss Army Knife. However with the launch of the Swiss Army watch in 1989, travel gear in 1999, fashion in 2001 and fragrances in 2007, Victorinox is clearly a brand with much more depth. It opened flagship retail stores in some of the trendiest locations in the world: New York (Soho), London (Bond Street), Zurich (Renweg) and others.

In an effort to bring all the products together under the Victorinox brand, they have developed a visual using a flock of geese flying in a V formation. Here is a little background: It is proven that birds flying in a V can fly 70% longer together than each bird could alone. This is possible because

The leading ladies

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every time a bird flaps its wings, it leaves a wake. When another bird flies behind it and off to the side, it gets free lift and saves energy. To master long distances and ensure every bird in the flock has this advantage, they switch positions in the V often and automatically adjust their wing beats to the new situation or location. Interestingly, the birds at the back of the V call out to the lead birds to encourage them.

According to fighter pilots, another benefit of the V formation is every bird in the flock knows where the others are. This makes communication and coordination easier.

This visual demonstrates the diversity and strength of the Victorinox V. We have many products in many markets, and, thanks to the commitment of hardworking employees, we are flying in the same direction, supporting and encouraging each other to deliver customer satisfaction.

When we talk of succession, how were you selected for your current

position?

For me it was a special situation. We really grew up in the factory, because we lived next door. My father guided us very skillfully through the development process. Employees, customers and products were for my father very important and always made us as children experience this every day. We have the same stories and experiences with co-workers and even celebrated Christmas together. When visitors came from abroad, we were able to welcome them. While we did not understand the exchange between my father and his visitors, we were aware that these visitors were very important for the company Victorinox and our family. And so we grew up with the staff, spent time together and collected and shared experiences as a family in the company and the customer. When I was in primary school, we had to cope with increasingly large orders during the Christmas holidays. So, all of us 11 children supported the business during this busy season. Each group wanted to do the assigned work as quickly as possible. In addition, my parents shared the challenges and the events in the business at the family table. As a result, we received as children a deep

From This Moment On

impression in the shops from Victorinox. Even when we started the construction for the new building, we regularly inspected the progress of the construction over the weekend and sprayed water over the concrete to ensure that it does not dry up over the weekend.

During my school holidays, I was able to work in each of the individual departments and learned the processes of the craft. And so I had already learned in my youth that every employee performs a valuable job. After I graduated from high school, my father asked me if I could support him during a new phase of growth and could use my experience and knowledge. So I postponed my stu-

dies in Switzerland, and supported my father in all areas.

However, I gained valuable international working experience in the US later and my father also enabled me to study at a University at that time. My professors kept asking me about the concept of Swiss quality because the idea of quality was a bit missing at this time in the US.

Fortunately, here in Switzerland, we are able to give the pass on our pride in our education system and that is the reason why I appreciate the dual training system. We are proud to be able to producing the best product and provide the best service. Quality, innovation and professional pride are attributes that are firmly established in our Helvetian culture. At the same time, we must also ensure that this remains the case.

After my return from the US, I had

the privilege to work with my father in the same office. And so I was able to grow naturally into his role. Early on, my father made me responsible for the international expansion of Victorinox. There, we got to see many different countries and new partners to establish subsidiaries with the help of Swiss embassies and other companies.

My 3 brothers and my sisters and brothers-in-law are still working for the company. The selection of my present role was performed in a very natural way. Each family member can live out the professional passion and fully realize his potential in the area of his interest.

Even though my father and I had lively discussions, they always had a positive and constructive nature because we shared the same values and had common goals.

And this was also appreciated by the

Stories behind the blade

What is your favorite customer story?

I grew up with countless stories by and about Victorinox. As children we shared in the thrill of our knives being part of expeditions to the Himalayas, the North Pole or even the moon. Later I realized that each story is a tribute and a gracious thank you for our commitment to functionality, quality and design. All of them are my favorites, but four stories especially stand out in my mind.

The first is from Dr. P.D.L. Nayak, who was on a domestic airline flight to Bangalore, India in January 1976. According to Dr Nayak, a mother screamed desperately when her child threatened to choke on a piece of hard candy. Immediately the doctor tried to save the child using an oxygen tank without success. Since there was no surgical knife in the first aid kit, a flight attendant asked passengers to help. One did – he gladly turned over his Victorinox pocketknife and using it, the doctor quickly performed a tracheotomy. Soon the child was able to breathe again and survived.

“Never leave the planet without one.”

The second is a story from NASA. In 1978 Victorinox’s Mater Craftsman officer’s knife became part of the astronauts’ standard equipment so we a variety of stories from their missions.

NASA astronaut Chris Hadfield told a French television crew that he was only able to open the hatch bolts of the space shuttle Atlantis and then successfully dock it on the Russian Mir space station because of his Swiss Army knife. Hatfield commented, “Never leave the planet without

The third story is from the German astronaut Ulf Merbold, who was on a space shuttle mission in 1983. He told German magazine, the Neue Review, that on the ten-day flight of the US space shuttle Columbia he was able to rescue a number of important experiments worth several hundred million dollars. He claimed all he needed was his Swiss pocketknife and his innate German thoroughness.

The Swiss officer’s knife also came to prominent use in the Discovery space shuttle mission in 1991. As a telescope’s recording device malfunctioned, they were able to re attach the connecting wires to the recording device with the Swiss officer’s knife. This was a tricky job that preven ted the telescope’s valuable data from being lost.

A part of all space

Indistrucstable and lasting values

The final story is from Drago Radic, from the Croatian island of Vis.

In 2009, Drago, a fisherman diver, was searching for sea urchins, crabs, squid and other edible treasures, when he saw something sparkling on the seabed. He dove down and found a Victorinox Swiss Army Watch, which was still ticking! Engraved on the back were the words, “Felicitations Docteur Millet. Drago searched the Internet and finally reached Docteur Millet, who was thrilled to learn that the watch he lost at sea two months earlier would be returned to him.

Service before Sales

Chronometrie is the art of measuring time accurately, and Beyer Chronometric - the first shop in Switzerland to specialize exclusively in clocks, watches and jewellery - has been perfecting the art for 255 years.

Now in its eighth generation, Beyer continues to cater to a vast range of customer tastes from all over the world. It partners with the most exclusive names in the industry – 14 watch brands and six jewellery companies. The company also labels its own line of watches and produces exquisite jewelry in its own goldsmith workshop. Prices at Beyer range from CHF 1,000 to over CHF 1 million, and waiting lists for certain models can take up to eight years.

Current manager of the family-owned company, René Beyer, was born with an affinity for watches. He claims the family discussed business every night at the dinner table, and he loved every minute of it. Although René made a personal career choice to attend Switzerland’s famous

watch making school at La Chauxde-Fonds, it was his father who insisted René also attend Zurich’s commercial school. “Anyone who wants to lead a business into the future needs this background,” he said.

Today René is using every bit of that experience. He is a reference for quality, service, advice, an exceptional portfolio of products, the best deals and a long tradition. When René speaks, customers listen. Under his leadership over the last 30 years, Beyer has become the premier institution for watches on Zurich’s Bahnhofstrasse although approximately 30 competitors are just “next door”. Normally brands survive for 10-20 years; Beyer has been there for 80. Sandberg & Partners asked René to share some of Beyer Chronometric

stories

and what makes it tick today.

René, your family has been in business since 1760 and there is a lot of competition. What makes Beyer stand out from all the rest?

What sets us apart is an unparalleled portfolio of timepieces and jewelry, and world-class service.

In 1822, Stephan Beyer (3rd genera-

tion, 1799-1863) brought our business to Switzerland. In those days, timepieces were luxury few could afford, and each one required regular adjustments and maintenance by a highly trained craftsman. With each encounter, customers recognized that Stephan Beyer was honest, his work was exceptional, and they could trust him. It did not take long for those relationships to turn into friendships.

Not much has changed; we still live the same philosophy and place the greatest value on friendship.

What has changed today, however, is that Beyer is now the official partner of not one, but many prestige brands. Every timepiece the different brands make could be called perfect,

A Great Panorama

Each generation has made tremendous contribution the the development of the family company. Sometimes, progress cannot be measured in time.

but Beyer makes them even more perfect by providing excellent service. Our Beyer service promise includes everything from selling customers the right product for their taste and budget to after-sales service to restorations to brokering commission watches. And since each of our 58 employees works in the same building, we can provide most of these services in-house. This saves customers time and gives them direct access to our in-house experts.

As a businessman, I am responsible for creating small advantages for my customers. Our service proposition and traditional craftsmanship goes back to 1760, and every Beyer generation continues to build on that promise. This is not easy to do, and it is certainly not easy for competitors to copy.

Brands like Patek Philippe, Rolex or Breitling require our watchmakers not only to attend their specialized training courses, but also to pass their brands’ unique and stringent

training and repair requirements. These are not one-time courses, but seminars that have to be successfully attended each year. We take these trainings seriously and are proud that we can easily fulfill our partners’ strict requirements.

At the same time, our partners can also be happy that the repairs we do significantly reduce their workload. If they took over the revisions we do each year, it would require them to hire 10 more employees!

Can you give an example of your world-class service?

With pleasure! One day a customer came into the shop with a watch from one of our premier brands. It had been in a burning house and when firemen doused the flames they also soused the watch. Although another company pronounced it “damaged

beyond repair”, Beyer was not ready to declare defeat so easily. We drew upon our experience from the brand’s other watches, replaced melted or severely damaged components and put the literal treasure trove back together again. Thanks to the expertise of the watchmakers in our workshop, the family who owns it will have at least one amazing tale to tell for hopefully many generations.

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One of your goals is to provide a truly unique and personalized shopping experience. How do you and your employees do this?

The real test of a unique and personalized shopping experience is when customers walk out of our shop with a watch or piece(s) of jewelry, they are thrilled with it, had a great time choosing it, and look forward to the next visit. This all hinges on the encounter they have with our sales people.

What do I expect from employees? I expect them to accompany customers on the journey of finding exactly what they are looking for. Sometimes that means explaining benefits and functionalities; sometimes it is a discussion about color and shape; and sometimes it is just wrapping the box. It all boils down to having a very personal dialogue of which trust is the foundation. Such dialogues are impossible to duplicate.

It all started on the first floor

As a family business, we are still committed to living personal values like accountability and honesty.

That means I tell customers when I think a watch or piece of jewelry does not look good on them (and recommend something that does). I also encourage my employees to do the same. Our experience shows that customers respect us more for telling the truth and not pushing products.

At Beyer, financial interests play a secondary role; service comes first.

While other companies consider a sale the end, we tend to think of it as the beginning of a wonderful friendship.

And we look at every future visit as an opportunity to strengthen the relationship.

What is your best example of Beyer providing a personal shopping experience?

For me, this is of one of the most moving moments of 2014.

A family friend, who bought several watches from my father, was diagnosed with an incurable illness and told he only had a short time to live. One of his last wishes was to leave his family a Patek Philippe watch as a memory of himself. This was a challenge because Patek Philippe does not produce men’s quartz watches. They only produce gentlemen’s watches with either manual-winding or self-winding movements. In our friend’s condition, this would not be possible. Determined to deliver, we asked the watchmakers in our workshop to swap the original Patek Philippe watch works with a quartz watch (and kept the original to reinsert later). They did it in record time and our friend lived long enough to wear his dream.

As people get older, time takes on a different dimension. At Beyer we make the impossible possible. Des-

Beautiful family times

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pite the tragic loss of our friend, we know his watch will continue to represent our friend’s cherished memory now and in future generations.

As the manager of Beyer, one of your responsibilities is to build on the accomplishments of the previous generation.

What impact did your father have on your business and on the watch industry overall?

My father, Theodor René Beyer (7th generation, 1926-2002), has been described as the Indiana Jones of the

watch industry. When an old Marine chronometer or a rare clock or pocket watch surfaced, even in some remote corner of the world, my father was off to claim the prize and its story, which he documented and shared with the industry.

His knowledge was legendary. Museums from all over the world invited him to estimate the value of their collections, but his greatest contribution to the industry and future generations was the creation of the Beyer Watch Museum in 1971 on the premises of our watch store. The museum hosts one of most important horological collections in the world and one of the top 10 attractions for tourists in Zurich.

Despite the technological resources that are available today, I believe the craftsmen of previous generations

were able to create irreplaceable masterpieces that are beyond anything imaginable. Their vast accomplishments are still difficult to replicate. With an inventory of more than 2,500 pieces (250 of which are on display) and items dating from 1400 BC to the present day, visitors can experience the watch making industry at its finest. This is my father’s biggest legacy is the museum and anyone who visits it, has a better understanding of his passion and what made him tick.

My father was also an inspiration. In an around Zurich one can still see evidence of his contributions. For example, the famous “Meeting Point” clock in Zurich’s main train station, the Timetable of the Zurich Forchbahn tram, and the Flower clock on Burkliplatz.

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What was your first “real” watch? Did you choose it or was it given to you (if so, why?)

A Glycine watch, given to me when I was seven or eight years old. It was a very simple watch without complications with a leather band. Today one can see it in the Museum.

Unique trength from within

While the family firm is successful, René Beyer is continously ways to improve the business and to drive innovation. He deliberately takes time out of his busy schedule to analyze, think and to imagine.

How does Beyer drive innovation?

In several ways. I personally set aside a specific time every day to tap into my innovative spirit. I find that getting away from the everyday pressures of running a business helps me to prioritize the right topics and gives me the free room to think and create.

I also encourage my team to step out of the box and think unconventionally, and they do it again and again! It is the most fulfilling when we can develop and implement the ideas together as team.

Let me give you an example. Ten years ago, our Head of Sales, Markus Baumgartner, presented to the management team the idea of selling

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commission watches at the shop. Other companies never developed the idea because they thought it would compete with their new collections. Since Beyer’s focus is on customer satisfaction (“Service before Sales”), this was not an issue.

This was a win-win situation. The idea was that our customers would commission us to sell watches that they no longer want and use the proceeds to invest in a current model. And the buyer would get an impeccable watch at an ideal price (in many cases a collector’s watch that is no longer available on the market). Although we would not make much on the service, we would encourage new purchases. Last year we sold approximately 80 commission watches.

Another way we drive innovation is exchanging with the younger generation. At Beyer we currently have six interns. I went through the same training that they are currently completing, so we have a lot in common. We speak the same language and share some of the same experiences of this beautiful trade. At the same time, they have been given unique talents and capabilities and they see the world in a completely different way.

It is said that behind every successful man is a strong woman. What role have women played in the Beyer story?

When people read about Beyer, they know that our roots go back to 1760 and the business has been passed down through eight generations of sons, who were watchmakers in their own right.

But the unsung heroes of our story are

four Beyer women.

In our history our very existence was threatened four times. The company would not be here today if it were not for the Beyer women’s determination, creativity and drive. I am honored to share their stories.

The first I would like to mention is Karoline Beyer- Danioth (2nd generation, 1771-1828) was the most dauntless of them all. She basically rescued our watch dynasty. The daughter of an hotelier family, Karoline knew what it was like to meet customer needs and she was not afraid of hard work. In 1853 she married Theodor Beyer and together they moved the business from Feuerthalen to Zurich.

At a time when women practiced only traditional careers, Karoline trained to become a watchmaker. It was a good thing, because when her husband died in 1870, (and their son, Adelrich, was only 12 years old) Karoline built the foundation for our future business. She took over the management, expanded the business, and in 1877 rented a shop in

High altitude and still ticking

This is an identical replica of the Rolex Deep Sea Special watch specifically made for diver Jacques Piccard. He wore the watch on January 23, 1960 while diving 10’0916 meters in the Mariana Trench in the Pacific Ocean. When he surfaced, the watch still ran perfectly. This replica was made by Rolex and given to retailers for marketing purposes; only about 40 replicas were made.

the Palais du Crédit Suisse on Bahnhofstrasse, a savvy location where their target market shopped. Karoline remained at the helm of the company for 16 years. One of her wisest decisions was to send Adelrich to train as an apprentice at Patek Philippe in Geneva. This planted the seeds of a strong partnership that still exists today.

The second was Marie Valentine Meylan (5th generation, 1853-1892) from Geneva’s most renowned watch family. She was responsible for reforming the family. Marie met Adelrich during his apprenticeship and despite being Protestant (and Adelrich being Catholic), the two married in 1883. As a result, the entire Beyer family was excommunicated from the Catholic Church. Soon after they converted to the Protestant faith. In 1887, son Theodor Julius was born. The third was Emilie Mathys (6th generation, 1900-1955), who was

years ahead of her time (She was one of the first ladies in Switzerland to drive a car.) As my grandfather, Theodor Julius Beyer travelled often, Emilie was the one who in stepped in to keep the business running. She is known for having a heart for students, and made them hot coffee (and occasionally slipped them a CHF 20 note). Her investment paid off because some of those students grew up to become professionals and came back as customers. During the war, she also sent care packages of coffee, chocolate and butter around the world. Her love and care for people is still clearly evident in our business today.

The final one is Annette Beyer-Wild (7th generation, 1933-), my mother. She is also a pioneer and continues to be a strong light in our business. She and my father were a great team and travelled all over the world as ambassadors of the watch industry.

When I was 23, my father became ill and my mother partnered with me to manage Beyer for 10-years until I could take over full responsibility. She is also the one who insisted we branch out into the jewellery business. Thanks to her entrepreneurial spirit, many events are more spectacular because attendees are wearing exquisite jewels created by Beyer goldsmiths.

What piece of jewelry in the store is your favorite and why?

A Wellendorf ring. I love it because of the colors and the phenomenal handwork that went into making it. Wellendorf is also a family business.

Investing in people sustains your future

What is your biggest challenge?

My succession plan. Every responsible business owner prepares for the future, especially when one cares about securing a future for his employees. Although I plan to work a lot longer, pinpointing my successor is still one of the most important things I have to do. It is important that the company is able to move forward in any circumstance and customers are in the center.

I do not think the company needs to be run by someone with Beyer blood

to be successful, but the leaders do need to be technically competent. There is no substitute for understanding our craftsmanship from the bottom-up. The family Beyer and the Beyer Chronometrie business need to ensure that the person who leads this business in the future is the one who knows it best. In addition, they have to be committed to leading the values we have lived for eight generations.

In a worst-case scenario, I am confident that our employees will carry on the traditions and drive for innovation that Beyer has always stood for.

You took over the operational management of Beyer Chronometrie when you were 33. What advice would you give to the next generation?

Did you know?

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First, I would advise them to continue to live and build on the passion for quality, entrepreneurial spirit and innovation that Beyer has always represented.

Secondly, I would wish that they would live more purposeful lives. I have observed people who are the victims of their own times schedules. They think in terms of deadlines and appointments and projects that must happen within a certain minute or hour of the day, only to find out that the things they prioritized had no true or lasting value.

Instead, I would advise the next generation to slow down, take the time to pinpoint the calling for which they are born (and pursue it passionately), and they will leave an authentic lega-

cy that lasts.

This is the original Rolex Oyster Perpetual watch (produced by Rolex in 1953) that Sir Edmund Hillary wore during the first ascent of Mount Everest in 1953.

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At the root of it all

GlowbalAct We will not stand on the sidelines

*The

names and other facts have been changed to protect the victims

Sometimes an unexpected encounter can change your life. Just ask Tabea and Matt Oppliger.

On a late afternoon in the summer of 2010, the couple bundled up their six-week-old daughter and headed through Zurich’s red light district to get to an appointment. As they strolled along, they noticed a stranger crossing the street. Then suddenly the lady jumped right in front of them. She reeked of alcohol. Her lips were swollen and smeared with red lipstick. “May I kiss your baby?” the prostitute slurred. (We will call her Betty*.)

Shocked, Tabea and Matt hesitated, their parental instincts on high alert. When Tabea said, “Yes, you may”, Betty slowly bent down and gently kissed the pure, soft face of the new-

born. As she looked up at Tabea and Matt, Betty began to sob and blurted out, “I have three children, and I do not know where they are!”

Betty is one of - the reported, not actual - 27 million human slaves in our world today. (To give this context, the population of Switzerland in 2014 was 8.1 million.) The official name for this kind of slavery is called human trafficking or commercial sexual exploitation. In both cases, women’s dreams are dashed. They become prostitutes for tragic reasons; their bodies are commodities, merchandise to be bought and sold by thirsty pleasure seekers up to 25 times a day. It is a downward spiral of desperation and brokenness and shame. It is a place where no one ever knows a girl’s real name.

In this swamp of darkness, a nongovernmental organization based in Switzerland and Israel (IL) called Glowbalact is turning on the lights.

You are A Miracle

Co-Founded in 2011 by Tabea Oppliger and Sara Baumgartner, the organization is dedicated to bringing freedom and justice for victims of modern day slavery. Today, the organization has three employees and an active network of volunteers (30 in Switzerland; 10 in Israel). In the last 12 months, Glowbalact has helped to crack and sentence a child pornography ring; rescue two victims, support four survivors, conduct more than 600 visits in brothels, and give financial support to other partner organizations on the front lines. On Thursday, March 26, 2015, Glowbalact will sponsor the Stiletto Run 2015, its popular fundraising event in Zurich (see page XX).

Sandberg&Partners, a longtime supporter of the foundation, asked Tabea (Founder) and Matt Oppliger, (Operations Manager), to give more insight into modern-day slavery and how individuals and companies can help stop it.

Why does Glowbalact exist?

Glowbalact exists to stop human trafficking and commercial sexual exploitation. On a day-to-day basis, we work to identify victims and help survivors

build a future. To make this possible, we create awareness about what human slavery is and encourage individuals and businesses to be part of the solution. We finance our activities by hosting creative fund-raising events and through private donations.

Until now we have received support through donations. However, we realize that establishing self-sustainable support is also extremely important, so we are in the process of starting up our first social impact business in Tel Aviv. It will give investors the chance to help create employment rehabilitation for women exiting commercial sexual exploitation in the sex industry. Everyone can make a difference; join us be part of the solution!

How did Glowbalact get started?

It all started in 2010 with a few moms – Tabea, and a few of her friends, Sara Baumgartner, Manja Eichenberger and Flurina Hilpertshauser. We learned about human trafficking and commercial sexual exploitation at a conference and were shocked that such suffering existed. It made us furious that it was even rampant in our own city, Zurich. So, we jumped in to

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raise awareness, started massaging prostitutes a few times a week, and hosted small fund raising events to support organizations we knew and trusted on the front line. We never dreamed it would develop into what it is today!

With each encounter with prostitutes and pimps, we became more passionate about fighting human trafficking. At the same time, our span of activities, the number of volunteers, and the impact they were having continued to grow steadily. At one point Tabea said, “We need to do this more professionally.”

So in 2011 we registered Glowbalact as a non-profit organization, got tax exemption status and expanded our activities and fundraising initiatives.

People from all walks of life - CEOs, lawyers, architects, editors, social workers, psychologists, politicians and media experts of all nationalities and ages offered to help us in the battle. (Actually most of these people are now in both our boards in Switzerland and Israel.)

In 2012 we learned about rampant commercial sexual exploitation in Israel (and with it, the tremendous need of the people who are trapped in this industry). We visited several times, and some first-hand experiences in Tel Aviv triggered the quest in us to pursue ways to support.

For example, we were on a five-day trip to Israel in 2013. Late at night and in front of our hotel, a prostitu-

Home is where we are

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te and a man we quickly identified as her pimp randomly approached us.

Tabea and this woman recognized each other from the Red Light District in Zürich (and within minutes we could identify a victim of international sex trafficking).

Although at times it looked impossible, we were able to build a network within two years. This includes receiving first volunteer entry visas from the Israeli government, founding an Amuta (NGO) and growing a team of amazing Israeli and foreigners like ourselves.

In September 2014 our family relocated to Tel Aviv, and we have worked to establish important foundations and relationships with local authorities. A real milestone is hiring our first Israeli employee. This paves the way for our projects and long-term support for our Israeli target population.

How did you come up with the name “Glowbalact?”

(Visual – show 3 logos) We brainstormed with our friends. Since all came from different coun-

tries, we liked “global”. Our work was all about action, so we liked “act”. However, when we looked on the Internet, the name was already taken. Then we thought about the darkness of human trafficking and how we wanted to bring light to it, so they changed global to “glow”bal and the name “Glowbalact” was born!

What is human trafficking and commercial sexual exploitation?

Human trafficking happens when girls like Betty, who are often poor and uneducated, are tricked into believing a wonderful job awaits them in another city or country. Extremely naïve, the girls or women travel there, excited and with high expectations. However, when they arrive, their passports are taken, and they are raped, drugged, beaten and forced to become prostitutes or work in bars.

Another example of human trafficking is called the “loverboy method.” In this situation a girl or woman is looking for love and find a man, who wines and dines her for a certain period, gains her trust, and promises her the world. Then he suggests they either visit or move to another location or country to find better opportunities. When they arrive, the girl is emotionally dependent and submissive and is manipulated into prostitution by force.

A close relative of human trafficking is something called “commercial sexual exploitation.” Here each story is unique, but the background is often the same. The girls or women are vulnerable and desperately need money. Many have been abused by

an authority figure, so they have low self-esteem. Since they see no other options, they become prostitutes.

An example is Crina*, a beautiful girl who works in an expensive brothel in Zurich. Just like many of the prostitutes, Crina has a university degree. In her country she had a respectable job and was paid a decent salary. Then one day her boss came and said, “Sleep with me.” She refused, and he returned the next day and threatened to fire her. Knowing she could not survive without a job, Crina agreed. Then he demanded that she sleep with him every single day.

After a short time, Crina was exhausted emotionally and no longer had any dignity or pride. “I lost my virginity and in reality, I am a prostitute. Why be miserable here? Why not go to Zurich, become a real prostitute and make 16x more than I do here? After a year I will come back, and then hopefully things will get better,” she said. Crina did come to Zurich. Today she works in a horrible brothel and has 25 guys every day of the week.

In all these cases, it is a chain reaction of terrible events, and the cycle constantly gets worse.

What is the difference between human trafficking and commercial sexual exploitation? (pic of daughter holding sign)

Officially, the main difference is that in the latter one “chooses” to go into prostitution. I disagree. It is always the result of desperation, trouble or distress. If you are starving

Prostitution was never anyone’s childhood dream.

and only have a piece of rotten fish or watermelon to eat, you will do it to survive.

Why do some women

“choose” to remain in slavery conditions?

There are multiple reasons. Among them are great cultural walls e.g. not being able to go back home and face family due to shame (Africa) or in some instances even the horror of family members (e.g. gypsy clans) forcing girls back into prostitution in order to provide the family at home with cash.

If you had a chance to send a message to the men who are clients of prostitutes, what would you say?

This multibillion dollar industry functions at the expense of countless women viewed and treated like merchandise, and countless egoistic men who are willing to buy sex, whether in secret or public. There is tons of research that shows buying sexual services initially started with the client consuming porn. The client is the average man from my office, block and neighborhood, even in my family. This should make us men think deep and hard about our views and choices. Where there is no demand; there will be no supply.

Instead, we encourage you to be part of the solution. Help us get the word out –there are many things you could do!

How does Glowbalact actually help prostitutes?

The only kind of touch a woman gets in a brothel is an abusive one. Clients come to take, take and take. When a client comes to the contact bar, the prostitutes put on a happy mask and pretend they are aroused by this man’s presence. Then they take him to a dingy individual room and do business; thirty minutes (or sometimes actually 5-7 minutes) later the next one arrives. As a result, some of these women’s bodies are hard like rock, because as you can imagine, they are never relaxed. At the same time, the women hardly have time to eat, even if good food were available. It is

in this context that the Glowbalact teams arrive.

Normally police or social workers are not welcomed into the brothels, but because our teams are private individuals, they are welcome almost everywhere.

Instead of taking, the Glowbalact teams give. (Only teams of women go into the brothels; a prostitute in her “work place” will almost never open up to a man as they are the stereotype clients/abusers.) The first thing they do is distribute food packages - thanks to one of our generous restaurant partners in Zurich. Then they volunteer to give the prostitutes a massage. Some of the women even give up a client for one!

For a short moment the prostitutes enter a different world. It is like a window that opens up in their minds and in their hearts. For a very short moment, they give you a brief glimpse of their life and who they really are. They know you are really listening and the conversation is amazing, but very quickly they slam the window shut. It is like protective armor – they cannot open up because the pain is too great. The reality is that in a half hour they have to start working again.

During these times, we continue to build on the relationship and hope the women are willing to go to the next step. When they are, we engage and connect them with people in our network to go to a safe place until rehabilitation and next steps can be arranged. That is the hard, ground floor work.

We also work with lawyers who give us (and the survivors) legal support. Most of the time we raise funds so our lawyers can work through the

entire legal proceedings for the survivors. So far they have been successful!

What does it take for a woman to make the decision to “get out”?

When one walks down a flight of steps into a basement, there are many steps to the darkness. It is the same with human slavery and then prostitution. It is an illusion to think the victims can get out in one step. They also need to climb a flight of steps to get back out.

The victims’ biggest challenge is broken trust. They simply do not believe in people anymore. In the classical understanding of human trafficking, even police and politicians are part of the exploitation. We have also heard that police will shut their mouths and not do anything because they may also be taking advantage of the women’s services. However, once trust/faith is rebuilt, everything is possible. What we are learning through our street work in Zurich is: if you show

Hope is tangible

up daily or even weekly, you can slowly, slowly build relationships. We are building a bridge that they can walk on to get out.

We hope that the end of the bridge for each woman can be a real future for her. It is a long way out.

We believe our focus should be on young women from 15-25, who are slipping into prostitution, but have not yet been deeply affected. It is important to reach them before they are broken, commit suicide, have stress disorders or are deathly ill.

The second huge challenge is the pressure victims have in finding alternative options for employment. We are tackling this challenge daily.

This is a tough job. How do you deal with the emotional challenges and keep a positive worldview?

(Matt) I’m learning daily. I think my personality is a gift from God. I was a police officer for 13 years and it was

my daily job to see people commit suicide, pick up corpses, and arrest individuals for various crimes. When it comes down to it, I am a real friend of humans. I believe in people, and I can make a separation between what people do and who people are.

Most pimps never dreamed of becoming a pimp just like prostitutes never dreamed of selling their bodies to strangers.

When something gets me down, I talk to God about it. Tabea and I also share a lot. We have a very strong marriage and our discussions and outdoor sports are very therapeutic.

Some people would say,

“Conquering modern day slavery is impossible”. What would be your response to them?

If heroes like William Wilberforce changed the course of history (abolishing slavery in most of the British Empire), then it is possible to do today. It is all about changing one life at a time. If we waited till we were 100 percent ready, we would be waiting for the rest of our lives.

How do you rehabilitate

the women once they come out?

Through our experience, we know that these women need something they can identify with, a way to earn their own money and build self-esteem. They need an opportunity to create something, be effective, and be proud of what they do. That is a challenge, because many of these women have never had a chance to do that. My conclusion is: if you want to give someone a life, give her a job and a purpose. That is what we are trying to do.

We are piloting a startup business that includes employment rehabilitation for these women. The concept is to open up a production hub for trendy furniture. Designers, carpenters and social workers would oversee the work, but the actual production line workforce would be the (survivors of human trafficking) person exiting the cycle of commercial sexual exploitation. It is simple, therapeutic work, and the women would be creating something of value that would be valuable on the market. We are hoping to pay them a decent average salary to enable them to live outside

of prostitution, and inspire them with other trades like producing videos, marketing and sales. Our goal is to have this up and running later this year, and we are currently looking for investors and advisors to come onboard and be part of the venture. We shared the business plan with heads of one of the Israeli governmental shelters and she said, “If you are going to do something like this, we would love to partner with you and send women to the center during the day.” People are really getting excited about it.

This is just one business idea of many, but it underlines the fact that donations help women with rehabilitation, but what will have the longest-term impact is when we get the women invested in contributing to the performance of competitive, profitable businesses. Our hope is that we can inspire other CEOs and business leaders to think like this and design products that can be built for employee rehabilitation.

You encourage individuals and companies to help

you in the fight. Can you give an example?

biggest successes to date?

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There are many examples. For example, companies sponsoring us as part of their social responsibility platforms, individuals donating regular gifts, or organizations that sponsor fundraising activities.

One example is Colette Sol, a Dutch designer of exclusive women’s shoes. In 2011, Colette attended a Top Women of the Year Event. As she listened to the program, she said to her friends, “Wouldn’t it be great if we could put a brand on the market to support women’s charities around the world?” Several years later she heard Tabea speak about human trafficking and wanted to get involved. Today she supports anti-trafficking initiatives and supports our annual public fundraising and awareness event “Stilettolauf”.

In addition, Colette designs a trademark shoe just for the Zurich Stiletto Fundraiser Event which participants can rent or buy to compete in the races. The Colette Sol Stiletto Race shoe (the heel is 7.5 cm high) is made with a camouflage military pattern to symbolize the fight against human trafficking. Many women wear it following the event not only because it is a fashion statement, but also to show their solidarity with victims of human trafficking. Colette is a real inspiration to us.

What are Glowbalact’s

The first is starting an international organization with all our activities from scratch with everyday volunteer girls and now a few men (Founder Tabea is still a volunteer today). This includes a support community in Europe and the States and Israel. The second is relocating our family to Israel and starting up a new Glowbalact branch here with the government’s favor, finding knowledgeable and passionate people here. Trafficking and exploitation happens in every country. We fell in love with Israel and the beauty of Tel Aviv. At the same time we were deeply moved by the obvious affects of the aggressive sex industry. Prostitution in Israel is neither illegal nor legal (by penal code) and therefore provides a giant “grey zone” for abuse and crime. The government has taken significant steps to abolish trafficking in of persons to the country and sentencing traffickers. Still a big work field remains. We relocated to Israel with our three small children. Finding a home during the war (summer 2014) wasn’t easy. We put all our kids in Hebrew local school and they are surprisingly fluent in Hebrew already!

The third is we funded the legal process (lawyers, social workers, etc.) against a child pornography ring in Romania. The result was that the key trafficker was sentenced with the maximum sentence – 15 years and his peers six years each.

The fourth is we rescued a woman, placed her with partners, and cofunded her rehabilitation (which is

ongoing) and education as a cosmetician. We have also funded several legal proceedings with a positive outcome for survivors of trafficking.

Finally, we rescued two girls on their first minutes on the street as prostitutes. Some Hungarian girls lured them to Switzerland by saying they could get a great job in a bar. In actuality, they ended up in an apartment with four other Hungarian girls who were prostituting themselves. When the Pimp showed up he said that their job was to be prostitutes. They were shocked and said, “No, we are not willing to do this.” They refused to sell themselves for a week.

Then the pimp returned and said, “You have been here for seven days. You now have these debts… either work and pay them back or there will be other consequences.” So the girls were manipulated into starting with prostitution. Just by chance and within a few minutes of being on the streets for the first time, Tabea met them, started a conversation and heard their stories, and took them to a safe place. She paid for train tickets back to Hungary and other expenses. Early the next morning, the two girls were safely on their way back home.

Step into the heels

Do you want to know more?

Did you know?

• It is estimated that there are 27 million slaves worldwide

• 2.5 million people become victims every year. 70% are female; 50% are children

• More than CHF 35 billion is generated yearly in annual profit

• Five main circumstances that cause a person to be vulnerable to becoming a trafficking victim: poverty and a lack of options; deceitful advertisements, agreements with trusted family members or friends; false lovers; kidnapping

Join the fight

Here is the Colette Sol camouflage shoe that participants at the Zurich Stiletto race can rent or buy to wear in the competition.

More than meets the eye

The involvement of Sandberg & Partners goes back to the in of Glowbalact:

Did you know that Tabea is also a talented artist? Some time ago, the team of Sandberg & Partners asked her to paint a picture that represents the firm’s philosophy of a lion and the lamb.

The lion stands for economic and market opportunities which we seek out and actively pursue. In contrast, the lamb represents a serving attitude and humble nature that comes with the awesome responsibility and privilege of serving our relationships. Therefore, we believe these two characters provide a powerful combination in creating and protecting wealth as well as passing on positive legacies for future generations.

Would like to learn more about Tabea’s art work? Contact Tabea via Glowbalact for further details.

Be part of the Solution:

Participate in the Zurich

Stiletto Run on March 27, 2015

On March 27, 2015 Glowbalact will be hosting its famous Stiletto Run on Zurich’s prominent Rennweg.

Participants and supporters of this event show solidarity with millions of women who have been forced to sell their bodies against their will. Sometimes this means they are forced to wear stilettos for hours in the most uncomfortable circumstances, and often need to run in them.

Come join the fun! Categories of competition are: a 4-person relay and the featured “80 meter world record attempt”. For more information, see www.stilettolauf.ch

Spreading

awareness one step at a time

Every time a woman buys a pair of Colette Sol shoes, she spreads awareness about the fight against human trafficking. The brand is known for exceptional design (handmade, just look at the detail!) quality (leather only), and comfort (all day). Friends or customers often send her pictures of women at parties –all wearing her shoes or boots. She says this makes her smile, because it shows that people feel good when they wear her products. Please see www.colettesolusa.com for the detailed story.

Contact Glowbalact at:

Address: glowbalact I Postlagernd I CH-8022 Zürich 22

Phone CH: +41 (0)44 534 65 30

Phone IL: +972 3-374-1863

Phone USA: +1 (845) 576-5351

info@glowbalact.com www.glowbalact.com/en

Thank you!

In this issue, we will explore family businesses and organizations with a rich heritage and a bright future. Thus, we are paying homage to extraordinary families and their achievements and to continue celebrating their heritage through our actions today, which will hopefully leave positive legacies for future generations.

We are an independent and family owned investment advisor providing wealth management services to individuals, entrepreneurs, families and institutional investors. To us, there is more than just delivering performance. We provide value that goes beyond financial success.

Thus, we not merely manage assets for our clients but rather act as stewards, ensure continuity and accompany you through all walks of life. Enjoy a more personal wealth management style … Your style!