"Now the association is on strong financial footing".
Peter Hartmeier's latest project is the structural reform of the Swiss Press Association
Peter Hartmeier's latest work is the structural reform of the Swiss Press Association "The association now has a strong financial footing"
The structural reform of the Swiss Press Association went smoothly at the annual general meeting. As a result, the presidency has been significantly upgraded and the precarious financial situation has been defused. In future, the working groups will be positioned closer to the reality of the market (see also page 21).
Peter Hartmeier, your last major project as Managing Director of Schweizer Presse, the structural reform, is now complete. Are you satisfied?
Peter Hartmeier: I am very relieved. This important matter, which has kept us busy for months, has been resolved. A new era is beginning with the best structure the association has ever had. The interaction between the head office and the exponents from the media companies, the formation of opinions and the association's democracy are now much better guaranteed. What I find particularly satisfying is that the new association structure has been adopted virtually unanimously by the General Assembly.
A key issue was the association's desolate financial situation. Has this problem been solved?
Hartmeier: The situation is not desolate, I have to reject that. But the fact is that the association has no longer been able to fully finance its infrastructure with member contributions in recent years and has therefore had to release hidden reserves.
How much more money needs to come into the coffers overall?
Hartmeier: We have budgeted for a 17.5% increase in contributions. With this additional income, the association will have a strong financial footing in the coming years and will be able to cover its current expenses.
Have the increases been passed on proportionately to all members?
Hartmeier: No. For the small media companies, the contributions have increased disproportionately. But this was not due to pressure. The people concerned proposed it themselves. Instead of the previous minimum amount of CHF 1,300, they now pay at least CHF 2,500 per year. The surcharge for the large media companies is therefore proportionally smaller. The maximum amount is now CHF 1,800,000.
However, not much progress has been made in terms of association democracy. Although voting rights have been redistributed, they are still concentrated in the hands of the large media companies.
Hartmeier: This preponderance was much more pronounced before. For example, the Basler Mediengruppe had over 20 votes. The reason: it consists of various companies - Basler Zeitung, Jean Frey AG, WM Wirtschaftsmedien AG - whose votes were added together. The Ringier media group, on the other hand, which has a uniform structure, only had five votes. We have now put things in order.
But only half-heartedly, because with up to eight votes per media company, the preponderance of large publishers is still enormous.
Hartmeier: If the numerous small and medium-sized publishers are united, then together they have far more votes than the five or six large publishers put together. On the other hand, you have to realize that Association democracy is first and foremost a question of internal discussion culture rather than voting rights. In the last two years, the medium-sized and small media houses have massively increased their influence in the association. This is simply because they have become more involved in opinion-forming. Anyone who expresses an opinion in our association, who attends meetings or makes a written statement, has a disproportionate influence within a very short space of time. The medium-sized and small publishing houses have noticed this and used it to their advantage.
Which of the various innovations would you describe as the most important?
Hartmeier: In the new structure, the Executive Committee will be massively upgraded. Each member of the Executive Committee will be responsible for one of the seven departments that we have now set up in place of the previous working groups.
What were the reasons for this drastic shift of emphasis in favor of the Executive Committee?
Hartmeier: In the previous structure, the members of the Executive Committee were not integrated enough into the work, so a lot of work was concentrated on a few exponents. Now we have a broader basis for setting topics and managing the association. This will improve cooperation between the Executive Committee and the head office on the one hand and the employees from the publishing houses on the other. The needs of our members can be incorporated more directly.
But the office has been weakened, if not disempowered.
Hartmeier: I don't see any weakening here. The office still has the task of coordinating the entire apparatus.
One important innovation is the introduction of seven departments: User Market, Advertising Market, Legal, Education, Ethics, Distribution and Technology. Does this ensure a better connection to market reality and market change than before?
Hartmeier: Absolutely. The new departments are an expression of a sensible business structure that is inspired more by management considerations and less by power considerations. The departments form the framework for solving problems in a fact-oriented manner; the old generic groups were less suitable for this.
If you look at the departments, it is striking: There is no department for internet/online media. Is this an expression of the newly strengthened self-confidence of the print media, which can now breathe a sigh of relief after years of trembling before the Internet?
Hartmeier: Absolutely. I am convinced that the importance of the internet will continue to grow. But it has become one medium among many that no longer needs to be treated in a special way. When we talk about the user market, the advertising market, distribution or technology, the Internet will of course be part of the discussion.
Do you expect the new departments to make the association's work more dynamic?
Hartmeier: Whether and to what extent this will happen now depends on how we can fill the individual departments. If we succeed in getting people with the right skills and affinities to join us, there will certainly be a dynamic development. Interview: Daniel Schifferle
The structural reform of the Swiss Press Association went smoothly at the annual general meeting. As a result, the presidency has been significantly upgraded and the precarious financial situation has been defused. In future, the working groups will be positioned closer to the reality of the market (see also page 21).
Peter Hartmeier, your last major project as Managing Director of Schweizer Presse, the structural reform, is now complete. Are you satisfied?
Peter Hartmeier: I am very relieved. This important matter, which has kept us busy for months, has been resolved. A new era is beginning with the best structure the association has ever had. The interaction between the head office and the exponents from the media companies, the formation of opinions and the association's democracy are now much better guaranteed. What I find particularly satisfying is that the new association structure has been adopted virtually unanimously by the General Assembly.
A key issue was the association's desolate financial situation. Has this problem been solved?
Hartmeier: The situation is not desolate, I have to reject that. But the fact is that the association has no longer been able to fully finance its infrastructure with member contributions in recent years and has therefore had to release hidden reserves.
How much more money needs to come into the coffers overall?
Hartmeier: We have budgeted for a 17.5% increase in contributions. With this additional income, the association will have a strong financial footing in the coming years and will be able to cover its current expenses.
Have the increases been passed on proportionately to all members?
Hartmeier: No. For the small media companies, the contributions have increased disproportionately. But this was not due to pressure. The people concerned proposed it themselves. Instead of the previous minimum amount of CHF 1,300, they now pay at least CHF 2,500 per year. The surcharge for the large media companies is therefore proportionally smaller. The maximum amount is now CHF 1,800,000.
However, not much progress has been made in terms of association democracy. Although voting rights have been redistributed, they are still concentrated in the hands of the large media companies.
Hartmeier: This preponderance was much more pronounced before. For example, the Basler Mediengruppe had over 20 votes. The reason: it consists of various companies - Basler Zeitung, Jean Frey AG, WM Wirtschaftsmedien AG - whose votes were added together. The Ringier media group, on the other hand, which has a uniform structure, only had five votes. We have now put things in order.
But only half-heartedly, because with up to eight votes per media company, the preponderance of large publishers is still enormous.
Hartmeier: If the numerous small and medium-sized publishers are united, then together they have far more votes than the five or six large publishers put together. On the other hand, you have to realize that Association democracy is first and foremost a question of internal discussion culture rather than voting rights. In the last two years, the medium-sized and small media houses have massively increased their influence in the association. This is simply because they have become more involved in opinion-forming. Anyone who expresses an opinion in our association, who attends meetings or makes a written statement, has a disproportionate influence within a very short space of time. The medium-sized and small publishing houses have noticed this and used it to their advantage.
Which of the various innovations would you describe as the most important?
Hartmeier: In the new structure, the Executive Committee will be massively upgraded. Each member of the Executive Committee will be responsible for one of the seven departments that we have now set up in place of the previous working groups.
What were the reasons for this drastic shift of emphasis in favor of the Executive Committee?
Hartmeier: In the previous structure, the members of the Executive Committee were not integrated enough into the work, so a lot of work was concentrated on a few exponents. Now we have a broader basis for setting topics and managing the association. This will improve cooperation between the Executive Committee and the head office on the one hand and the employees from the publishing houses on the other. The needs of our members can be incorporated more directly.
But the office has been weakened, if not disempowered.
Hartmeier: I don't see any weakening here. The office still has the task of coordinating the entire apparatus.
One important innovation is the introduction of seven departments: User Market, Advertising Market, Legal, Education, Ethics, Distribution and Technology. Does this ensure a better connection to market reality and market change than before?
Hartmeier: Absolutely. The new departments are an expression of a sensible business structure that is inspired more by management considerations and less by power considerations. The departments form the framework for solving problems in a fact-oriented manner; the old generic groups were less suitable for this.
If you look at the departments, it is striking: There is no department for internet/online media. Is this an expression of the newly strengthened self-confidence of the print media, which can now breathe a sigh of relief after years of trembling before the Internet?
Hartmeier: Absolutely. I am convinced that the importance of the internet will continue to grow. But it has become one medium among many that no longer needs to be treated in a special way. When we talk about the user market, the advertising market, distribution or technology, the Internet will of course be part of the discussion.
Do you expect the new departments to make the association's work more dynamic?
Hartmeier: Whether and to what extent this will happen now depends on how we can fill the individual departments. If we succeed in getting people with the right skills and affinities to join us, there will certainly be a dynamic development. Interview: Daniel Schifferle
