The canton of Zurich has been one of the destinations with a great attraction for immigrants for a few years now. The cantonal office for integration issues pursues the goal of creating equal opportunities for the whole of society and coordinates community, refugee and public relations work between communities, society, business and all other stakeholders.

At the heart of the campaign is the website I'mtorich.chwhere every citizen of Zurich can participate via webcam or selfie. Facial recognition software has been programmed so that each additional photo directly creates a new overall face that is constantly changing. The more than 100 nations in the canton thus ensure that Zurich's identity is constantly changing. 

Special software: Each participant photo is calculated into the total face.  

Change step by step: 1. current face. 2. participant Daniel Rohr, theater director and actor. 3. a new common face emerges. 

With the additional group function on the website, school classes, sports clubs or entire companies can also generate their common face. 

The campaign is launched with online banners featuring the faces of a woman and a man calling for participation. The campaign is also accompanied by media partnerships. 

The final

To dissolve the campaign, one common face for all Zurichers and one common face for all Zurichers with all participants are to be presented on posters in each case. The entire campaign is on-air with the various activities for over a month and offers numerous touchpoints for different target groups.

Responsible at the Fachstelle für Integrationsfragen: Julia Morais (Head of the Integration Office), Jens Chacko (Project Assistant Public Relations). Responsible at TBWA\Zurich: Matthias Kiess (CEO), Simon Rehsche (Strategy Director), Edith Swiezy (Group Account Director), Bruce Roberts, Cyrill Wirz (Creative Director), Bettina Klossner (Senior Art Director), Tizian Walti (Senior Copywriter), Serge Meierhofer (AD digital), Marek Zdarsky (Junior AD), Stephanie Seematter (Graphic Designer). Responsible at Detail: Ilonka Galliard (project management), Nicolas Bruni (photographer), Franco Elsener (photo production), Ferco Dregelyvari (image editing), Najat Zinbi, Philipp Keusen (make-up); Claudio Mettler (CtrlM.ch); phd (media).

Much has been asked and clarified on the matter so far, marveled and grumbled: What on earth does Switzerland have to do with Kazakhstan? How can we be useful to "the Kazakhs"? And which of them?
 

What has been little illuminated so far is the role of the communications agency Burson Marsteller (BM) in this affair. It is known that companies such as BM, FurrerHugi, the Dynamics Group or the consultants engage in public affairs and lobbying. It is unclear how exactly they do this, by what means, which mandates they accept - and whether they also reject some that appear shady or are backed by people whose concerns should remain theirs alone.

First and foremost, Christa Markwalder deserves a lot of thanks. Because by stumbling, she has uncovered details of political work that need to be thought about. The debate about what politicians must do - ask and think -, what they are allowed to do - refuse mandates - and what they should absolutely refrain from doing - make themselves common to a cause, even if it is a good one - is in full swing.

Spontaneously, one asks oneself: Shouldn't lobbyist Marie-Louise Baumann of BM have been suspicious because the communication with "the Kazakhs" ran exclusively through Dmitry Belousov, the director of the tobacco multinational Philip Morris? But the question is wrong. Because it assumes the fundamental innocence and good intentions of all involved. But anyone who knows that Baumann also holds a consulting mandate from Philip Morris and thus knew exactly who Belousov is, must realize that we are not dealing with innocent lambs, but with people who know exactly what intrigues they and the others are involved in. They know exactly how to take advantage of the cluelessness of others. Ostensibly, the disputed proposal was about strengthening the liberal opposition in Kazakhstan, which Markwalder probably actually believed. De facto, it was about hunting down the authoritarian Kazakh leader Nursultan Nazarbayev against renegade oligarchs, specifically, for example, the extradition of Viktor Khrapunov, who lives in Geneva. This is not networking, but mudworking. And suddenly we're on the set of Alone Against the Mafia.

The matter is delicate anyway, embarrassing for Markwalder and the Swiss political establishment. And because professional communicators like BM also play a (most likely) unsavory role, Markwalder-Gate becomes interesting for us as well. BM writes on its website: "We accompany you through parliamentary processes from consultation to legislation. If necessary, we provide the necessary background noise. In the traditional media and on all relevant social media channels."

I wanted to shed some light, to know whether this ground noise follows any guidelines, whether there are professional ethical principles for lobbying, how lobbyists work exactly, what enables them to influence political processes. I asked Matthias Graf, CEO of BM, for an interview. He referred to the ongoing internal investigation of the Markwalder/Baumann affair and declined to answer my questions. All I wanted to know was: For whom, for which countries does Burson Marsteller still do political lobbying? Public affairs appears to the public as mumbling, influence on the edge of the legal - what do you say to that? How closely do you scrutinize the mandates you take on? Are there also public affairs mandates that BM rejects? Questions that do not affect BM's internal investigation of the Kazakhstan affair.

So why did Graf refuse to answer my questions? This can mean several things and in any case casts a bad light on BM: 1. Graf himself has no idea what happens in the field of public affairs/lobbying under the umbrella of BM. 2. the possible answers would reveal mandates of BM that should not be disclosed at any price - after all, political lobbying is very lucrative and those who pay expect silence. 3. there are neither criteria nor limits for accepting mandates, the main thing is that the earnings are right. I suspect all three points apply.

Why else would it be so explosive to answer questions, to disclose mandates, to give clear information about connections and networks? Obviously, we are not talking about a pony farm, but about one huge mess. We'll stay tuned.

Anne-Friederike Heinrich, Editor-in-Chief [email protected]
 

The architecture firm Steigerconcept was responsible for the complete refurbishment of the Modissa fashion store on Zurich's Bahnhofsstrasse. In a large-format congratulatory advertisement for the opening, Steigerconcept expresses its thanks for this prestigious building project - even outside of architectural circles - and the excellent collaboration. It is a successful example of how closely architecture and brand positioning can play together, according to a press release issued on Thursday. And a good opportunity to present the architecture company to a wider audience.

The NZZ was chosen to formally convey this message and a full-page advertisement was placed.

Responsible at Steigerconcept: Jochen Brunner (overall responsibility). Responsible at Cavegnwerbung: Markus Cavegn (art direction), Markus Rottmann (text), Marc Straumann (photography), Daniel Belet (image processing).

 

This year's media law conference at Brasserie Lipp was held under the motto "from the mission of observing the observers". For the media are not only observers, they must of course also comply with media ethics and legal requirements. "So what are the guidelines when it comes to the publication of sensitive journalistic content, for example?" was the central question at the 2015 Media Law Conference, because the guidelines are not only very complex, often a matter of interpretation, and also difficult to compare. They are also influenced by divergent interests of private individuals, politicians and lawyers. According to one of the conclusions of the conference, the entire discourse can be simplified to focus on the balancing of public interest and interest in preserving the relevant secret. At the same time, it became clear in this context that in an increasingly dynamic environment, diligence has the highest priority. In the case of media dissemination of covert sound and image recordings, recent rulings show that the European Court of Human Rights (ECHR) in Strasbourg attaches great importance to the role of the media as "watchdogs of society," while the Swiss Federal Supreme Court is rather skeptical about exposing wrongdoing by unconventional journalistic means. Attorneys Rudolf Mayr von Baldegg and Christoph Born illustrated this with two examples: on the one hand, the now famous "Kassensturz" program, in which the controversial sales practices of insurance brokers were filmed with a hidden camera and broadcast in 2003; on the other hand, the violation of Article 293 of the Swiss Penal Code by a journalist in 1997. Ursina Wey concluded the complex of topics with a detailed description of two complaint cases submitted to the Press Council, as well as the topic of court reporting, which the Press Council took up on its own initiative.

This year's media law conference also focused on the current status of the supervisory proceedings of the Association of Swiss Media against Swiss Post, an introduction to the functions of HbbTV, and a presentation by Hanspeter Kellermüller, Head of the General Secretariat of the NZZ Media Group, on the topic of Big Data. Finally, attorney Markus Prazeller outlined the legal pitfalls of integrating social media into news platforms.

From a media ethics perspective

Ursina Wey spoke to Werbewoche about media ethics and the work of the Press Council: According to Wey, it is anyone's guess why very few complaints are still received in the digital sector, even though the fast-moving online activity is subject to a much higher error rate. The reason may lie in a change in users' attitude toward online media.

WW: At the Media Law Conference, you presented three cases that have occupied the Press Council. How much do the individual cases concern the Presidium in each case?
Ursina Wey: There are cases on which the Presidium quickly agrees because they seem clear. But fundamentally, each case raises new questions. In doing so, the Press Council falls back on previous practice, i.e. on previous opinions. But every decision is a new struggle with the question: What is still permissible from the point of view of media ethics, and what is not. In the chambers, there is always a lively exchange about the current cases, and there are also very controversial discussions. Sometimes, rarely to be sure, a vote is taken on individual points if two factions are opposed and simply no agreement can be reached. As a rule, however, discussions continue until a common denominator is reached.

Which guidelines play the main role in decision-making?
The basis of the Press Council's opinions is the "Declaration of the Duties and Rights of Journalists," also known as the Journalists' Code. Each case is first discussed by the Presidium. If, for example, a complaint is obviously unfounded, or if it is largely in line with cases previously dealt with by the Press Council, or if it appears to be of minor importance, then the Press Council will take a decision. If, for example, a complaint is obviously unfounded, or if it is largely in line with cases previously dealt with by the Press Council, or if it appears to be of minor importance, the Presiding Board decides. Controversial cases and those that raise new questions are referred to a chamber. The chambers also rely on the practice of the Press Council, on the decisions in similar cases. Comparable cases are consulted in order to continue the practice or to establish that in this particular case a diametrically different decision is to be made. Accordingly, the statements of the Press Council also repeatedly refer to past practice. Principles from past cases can thus be applied to current cases.

The Press Council's opinion is very limited in its impact, as it has no sanctioning powers. People talk about the "toothless tiger." How do you see that?
The Press Council offers a very differentiated weighing up of media ethics issues; it is a reflective body that takes the time to discuss each individual case in detail. The Press Council can only be convincing if it makes decisions that are sustainable. It is the quality of its decisions that makes it credible. The image of the tiger is therefore somewhat misleading in this context. Of course, the Press Council has no sanctioning powers, that is by design. Its discourse should be taken note of.

Do the digital changes mean new cases, new difficulties for the Press Council?
Interestingly, the Press Council has not received that many complaints in the area of purely digital media. However, it regularly receives complaints in connection with online comments. Often, complaints are directed simultaneously against a print article and against its version published online. Of course, the same criteria apply here as for articles published only on paper. At present, the Press Council has received a few cases involving online media, but as mentioned, they are rare.

What do you think is the reason for that?
That's an interesting phenomenon, I can only speculate. I wonder whether users apply a fundamentally different standard to online media. The reason for this could be seen in the fast pace of life. Within the Press Council, this is of course an important topic - especially the question of how digital media use is changing the job description of journalists and everyday editorial work. The Press Council began addressing issues in this area at an early stage. In 2000, for example, it published a statement on the subject of journalistic ethics on the Internet, and in 2010 it took up the subject of the Internet and privacy, thus attempting to draw up guidelines for questions that arise in the digital world.

Interview: Ursina Maurer

Speiser currently heads the corporate section of the Handelszeitung. He studied in Zurich, Cape Town and London, then completed his diploma training at the MAZ in Lucerne. Before joining Handelszeitung, he worked on the business editorial teams of Tages-Anzeiger, Blick and Aargauer Zeitung. Speiser succeeds Pascal Ihle, who is leaving the newspaper at his own request after nine years as Deputy Editor-in-Chief. 

In the future, the Specials department will be headed by Norman Bandi, 40. He succeeds Markus Köchli, who led and shaped the department for 25 years. Köchli, 64, will continue to be associated with the newspaper as an author and consultant on a reduced workload.

At the Swiss Business Network (Handelszeitung.ch, Bilanz.ch and Finanzen.ch), current Deputy Editorial Director Mathias Ohanian, 33, will become the new Editorial Director as of June 1, 2015. He succeeds Stefan Eiselin, 47, who will move to the financial editorial department of Handelszeitung and focus on the Swiss banking center. Ohanian holds a degree in economics and worked for several years as an editor at the Financial Times Deutschland.

In our society, Andreas Horx sees a continuous development towards a "new openness", which has far-reaching effects on the brand communication of companies. In order to recognize which forces affect corporate and product brands, but also to be able to use the potential in a targeted manner, he addresses four central factors that must be carefully considered for a brand management concept.

Drivers of brand management with social media

Andreas Horx calls the central factors on which a concept of brand management with social media should be based "drivers. "Today, connectivity is extremely high worldwide and now extends through all levels of society," Horx states by way of introduction. Addressing connectivity, he says, means understanding the increasing organization of humanity in networks. Web 2.0 applications (social media) play an important role in the social networking of people. But how far can I exploit the potential of connectivity to integrate users into a company's value creation process, if necessary? With the "New Openness," Horx answers. By this he means the step "from the collective to the connective," whereby sharing content will become part of everyday life in the future and openness will be its central characteristic. "Sharing is more important than owning," he adds. The path leads away from credit to reputation, away from advertising to community, says Horx. However, such a step needs clear rules and leadership, and brand management must be handled sensitively in the social world. The step into digital brand management also harbors an active influence of the customer on the brand image. "What is achieved counts, not what is told is enough," Horx emphasizes. After all, not only can the number of relevant costumer touchpoints be many, but changes here are also happening very quickly and inquiries must now be responded to very quickly. Not to be neglected is the impact of brand management with social media on the company. According to Horx, this will involve fundamental change processes in companies. For example, it is about the reduction of departmental thinking - towards networked thinking & acting. This will give every employee the opportunity to develop from a "passive" to a "connected" employee. "Perhaps there will soon be no need for a works council," Horx suspects.

In an interview with Werbewoche, Andreas Horx reveals exactly what he means by "revolutionary change" and how a company can respond to it with a targeted brand management concept.

Werbewoche: Andreas Horx, is the Swiss economy ready for digital brand management?
Andreas Horx: The answer to the crucial question. I don't think you can give a blanket yes or no answer to that. I think that since companies are facing fundamental challenges today - accompanying the digitization of business processes and finding an answer to how they want to map their business model there in the future/it will be influenced by it - every company should work out scenarios parallel to their current business model as to how they want to position themselves in the face of such a far-reaching development. I think you have to initiate a corporate strategy process in parallel because, compared to the past, the changes in business are faster and more sustainable.

That sounds very complex. How should we imagine the model of such parallel strategies?
The bottom line is that a business task force would be set up under the leadership of management. But not only in the sense of the management, other qualifications must also be involved in the further process, which then accompany the strategy process of the future business model. I have already accompanied such a strategy at a large travel insurer in Europe, where they met continuously to develop new scenarios that take into account everything that is changing with digitization.

So you're saying that despite the concept, the results of brand management with social media can't really be assessed and therefore a business task force needs to develop parallel strategies?
Yes, I think the "try and error" will be part of it for quite a while. But, the more you look at the strategic dimension and the fundamental drivers (connectivity, technology, transparency, new openness) and their impact on the business, the further you get in answering the question of where the business model of the company should go. The user today is not my user tomorrow. So I shouldn't always be chasing the customer, but instead have a broader view. For example, MacDonalds is currently having big problems in the U.S. because the customer now has a changed need for food and integration. You have to think clearly about what the business model will look like in ten years' time.

Would you recommend digital brand management for companies that are not primarily sales-oriented?
That depends on the messaging potential of a brand. If the storytelling of a brand is relevant, then that is certainly an indicator that you should think about social media strategies. In this respect, you should simply listen to the social media channels, because almost all brands are talked about there. Then, at this point, you have to make a decision before taking the next step. Because opening the door to social media is a consequence that involves a lot of work and money, and you can't close it again so quickly. In that respect, such a business decision is significant and I would think about it much more carefully. In principle, however, the following applies: Brands with corresponding word-of-mouth potential have a thoroughly good relevance for social media.

But opening this door also means the risk of escalation.
Right. In digital media, what you do or don't do becomes more transparent at the same time. So the moment you decide to use social media, you also have to have escalation strategies ready. In other words, if the users out there are not happy, transparency and honesty are important factors in responding properly. We in the communications industry should have learned from the various shitstorms by now.

So in your opinion, it is worthwhile for the majority of all companies to take this step, despite the risk?
There are many companies for which it is worthwhile. However, this is always a fundamental corporate strategy decision to open up to social media without having to close the door again later due to misjudgments. A TV spot, on the other hand, I can turn off again. Such social media strategies are not only interesting for B2C - no, they are also very good for B2B. If you look at customer service, for example, which can be controlled via communities, you can see this very well. The most famous is Apple with the "Apple Talk". There I post my problem in the community and somewhere in the world there is someone who has already had the problem. These are not Apple's own employees, but the community answers the questions because they think the product is so cool and want to help others. So they are actually my service partners. Outsourcing customer service to the community like this is, as you can see, not just a B2C issue. Companies in the B2B space, 90-95 percent of the time, before they buy something, they get their information through digital media. So if I build up a service community with my B2B partners, for example, that can be an interesting business model.

In which direction do you think the innovative power of social media is heading?
This innovative power is extremely strong. For example, you can see completely new business models that have developed as a result of the "share economy," i.e., sharing instead of owning. For example, in the tourism industry, the "Share a bed, underAirbnb.com". In the transport sector, the new cab service "Uber" is very interesting to watch. Here they want to break up the encrusted regulated structures, with an intelligent idea, social media and staying power. And I predict they will succeed! Because it is simply time to allow alternative business models. So I think there's a lot of power in it. But how you break it down for the individual company is a very individual question.

Their statements and example leave the impression that there is a strong competition growing up in the field of social media, which sooner or later not many companies will be able to escape.
I would put it more cautiously: Today, companies have to find an answer to the question of how they want to deal with the topic of social media and the changes that go hand in hand with it. The majority of companies will have to face this question sooner or later. As you can see with Coca Cola and McDonalds, these companies are struggling and are now partly running behind the development instead of driving it as before. Contrast this with the example of Proctor & Gamble, whose concept, for example, in the B2B area with the "connect+develop" platform, which has been extraordinarily successful. So you can clearly see the differences between the driver and the driven.

Do you assume that a large proportion of companies - right up to management level - will have to deal with social media?
Absolutely. If you look at the middle class, which is the basis and stability of the economy in Germany and Switzerland, this is absolutely necessary.... You can deal with social media in the course of generation regulation. This is, of course, a big task. The "people in charge" of the respective company have done many things right, but now comes a new world of thinking, which is very contrary to what they knew before. Accordingly, the challenge for these companies is that someone from the family - in the succession - sets up these processes. The "patriarch" will in part only be able to understand this to a limited extent, because it is simply a completely different dimension of thinking.

You're talking about huge upheavals. What role does Facebook play here?
Facebook is just one platform of many. It is hardly worthwhile for companies anymore, as the CEO of Webguerillas from Germany, Martin Wittman, recently said. At the same time, we are currently seeing a so-called "de-friending movement. This means that around 25 percent of young people are leaving Facebook. The older ones are going in, but the young ones are all going out. They are looking for other platforms that are only now becoming more popular.
These are landslide-like changes, of course. But that's exactly how it is. For example, do you remember AOL, with its campaign featuring Boris Becker's saying "I'm in"? Where is the company today? Does Yahoo still have much market power in Europe? As quickly as one thing comes, another will go - we have a high speed of change these days. Quite a few companies didn't understand the trend/didn't evolve, and then just left.

But platforms are used very differently across cultures. How do you see that?
This is an important aspect to consider in a social media strategy. All the more so if it is a global strategy....

In your presentation, you also linked large-scale processes and global sharing to another topic, the sharing of food. What specific changes do you see in this area?
I see this as a motivationally important field for me. Because in retrospect, advertising is a very superficial thing; we build the beautiful glittering world for products, which in reality sometimes looks different. We should really make sure that advertising is sustainable and that certain things are more in the spotlight. Just like water and food is scarce, some people here in Zurich don't have access to regular food. At least that can be solved right here, for example with "foodsharing" - a recycling of the majority of food that is simply thrown away after an event. I myself have called organizations after company events to have the surplus food picked up and distributed. That is the least. Now, to look at the global, we can't help but think more socially. Unfortunately, this is something that is very contrary to people per se and in its fast pace and short-term thinking. In the social media, however, completely different levers can now develop, people and opinions can be bundled and become a strong movement - and in this sense, society will then also change in the long term. Whether or not this is a change for the better is an exciting question. If you look at the political movements in Saudi Arabia, Tunisia, or North Africa, for example, then this is/was certainly a good path in part. In this sense, social media is also a kind of regulator and this is a powerful & sustainable development that we can all use positively for ourselves privately, or in business.

Interview: Ursina Maurer

In addition to his work as a speaker, Andreas Horx is managing director of his own company Horxbrandconsult - a management consultancy for brand management and strategic communication. He is also active as a lecturer at private educational institutions and co-editor of the book "Social Branding".
 

Bamert has worked as publishing director at Tilllate.com in recent years. He is also a lecturer at the Zurich University of Applied Sciences (HWZ). The Zurich office also has a new addition to report: Dani Bürgisser is taking over the management of the office. He has previously worked in various agencies and design studios. 

Sämi Imholz has decided to take a sabbatical.

Daniel Bürgisser (left) and Mathias Bamert

Contact and call centers have become increasingly important in recent years, as the Syndicom trade union and the Contactswiss employers' association announced in a joint press release on Thursday. The industry association Contactswiss was founded in 2014 with a view to the desired CLA and, according to its own information, has six companies with around 2,000 full-time employees among its members.

In the CLA signed on Wednesday, the partners agreed, among other things, on geographically graduated wages. In the lowest tariff region, the minimum wage is CHF 3700 per month. This does not include time bonuses and performance-related payments, as Contactswiss President Peter Weigelt told the SDA news agency when asked. (SDA)

 

The Executive Board of the University has appointed Jürg Dinner (48) as the new Head of Communications. Jürg Dinner has been Head of Communications at the Swiss National Science Foundation since 2013. Until 2012, he worked at Swiss International Air Lines for eight years, first as Head of Communications and then as Head of Politics and Environment. From 1997 to 2002, Jürg Dinner was responsible for business and financial communications at the BMW Group in Munich. After returning to Switzerland, he took over communications for Coca-Cola Switzerland. Since 2007, he has been a lecturer in communication management, concept technology and public affairs at the University of Applied Sciences (ZHAW) and a lecturer and examination expert at the Zurich University of Applied Sciences (HWZ). Jürg Dinner studied business administration at the University of Zurich. He is married and has one son.

"Jürg Dinner is an experienced communications expert in demanding areas. I look forward to working closely with Jürg Dinner and wish him every success," said Rector Michael Hengartner in a statement on Thursday.

Jürg Dinner replaces Christina Hofmann, who has been the Rector's Delegate for Communication and Head of Communication since 2006. Christina Hofmann will be taking on new responsibilities at UZH after ten years. "I would like to thank Christina Hofmann for her commitment and her great achievements and look forward to continuing to work with her," says Rector Michael Hengartner.
 

The exchange of people at all levels of education (for example, compulsory school, secondary schools, adult education), whether within Switzerland or across national borders, is one of the ch Foundation's central tasks. In the run-up to the website relaunch, the needs of the various target groups were surveyed by means of qualitative interviews.

Based on the results, the new website was strategically and communicatively aligned to the individual educational levels. The information architecture, navigation and content concept were harmonized accordingly. In close cooperation with the usability experts from Zeix, the website was also optimized for a high level of user-friendliness. For the technological implementation of the responsive website, Jung von Matt/next used the Django Framework as well as Django CMS.

The new website is now available at Ch-go.ch retrievable.

Responsible at ch foundation: Sandra Maissen (overall responsibility), Daniel Arber (overall project management), Silvia Mitteregger (head of ch exchange), Alain Becker (head of ch agency), Clarissa Bräg (content manager), Fabienne Meister (editor), Reto Gmünder, Tanja Pete, Charlotte-Sophie Joye (placement platforms schools), Tibor Bauder, Daniel Graf (placement platform vocational education). Responsible at Jung von Matt/next: Markus Schärer (Executive Digital Direction), Marco Zimmerli (Creative Direction), Annina Walker (Art Direction), Andrea Klainguti (Screen Design), Tenzin Tibatsang (Screen Design), Sam Sherbini (Conception), Amir Ferhatbegovic (Project Management), Ralf Brändli, Ursula Christen, Raphael Prader, Simon Caminada, Jonas Grümann (Technology). Responsible at Zeix: Sibylle Loetscher (Usability Consulting).
 

Somedia has been supporting contemporary art in the region since 2006 with its "Art in South-Eastern Switzerland" campaign and has been awarding an art prize in collaboration with the Bündner Kunstmuseum since 2012. In 2015, the prize, endowed with CHF 30,000, will be awarded for the fourth time and will go to the artist Remo Albert Alig (pictured above). Alig convinced the jury with his multi-layered conceptual work, in which the materiality of the works plays a key role. In his works, the artist addresses fundamental questions of perception, the construction of meaning and the production of knowledge. How do people decipher the world? How is meaning conceived in what we read and find in our lives? Remo Albert Alig's works of art confuse our internalized patterns of cognition in a poetic and philosophical way. In doing so, he sets in motion a fruitful conflict between perception and thought.

Frieze, 2005/06; Intervention in public space, Ile St. Louis, Paris
Inscription (Alig'05) - cleaned surface; 0.3x15m; "In melancholic
You strive towards the evening in the milk veil of the moon. Photo: Remo A. Alig

Nigredo speculum, 2011; gold frame with black mirror; glass, inscription
(Alig'11) engraved, soot behind glass; 93 x 96cm; Photo: ©Ralph Feiner

To mark the awarding of the Somedia Art Prize and as part of its "guest performances" during the museum's renovation, the Bündner Kunstmuseum is holding an exhibition of works by Remo Albert Alig in the Stadtgalerie Chur (December 11, 2015 to January 3, 2016). The art book about Remo Albert Alig, published by Somedia Buchverlag, will be presented at the vernissage on December 10, 2015.
 

The focus is on the idea that we all have to keep learning new things. Whether it's riding a bike or tying shoes, we often thought "I'll never manage that". And time and again we were proven wrong, but we were still successful.

The TV commercial presents this insight in an emotional way: various analogies take the viewer on a journey through their own past and make it clear that there is no reason to be afraid of your first website. The newly developed claim "Go Live" also directly and bluntly encourages people to simply get started without fear.

The commercial, which is intended to spark a digital thirst for adventure in Switzerland, can be seen throughout the country from mid-May.

Responsible at Hoststar: Claude Hofer, CEO. Responsible at Publicis: Grischa Rubinick (CD), Bruce Roberts (AD), David Lübke (Text), Esther Tabirri, Gina Armellino (Consulting), Cem van der Schaar (Head of TV & Art Buying), Rosas & Co (Film Production), Kronck (Director)