FiBL Switzerland’s managing trio
50th anniversary voices
Jürn Sanders, Beate Huber and Michel Keppler are the new members of the Executive Committee at the head of FiBL Switzerland. They talk about the revised management structure, the institute’s strategy as well as its strengths and weaknesses.
"It requires a clear strategic compass"
Jürn Sanders was elected Chairman of the Management Board (GL) of FiBL Switzerland in October 2023 and is also President of FiBL Europe. The agricultural economist worked at FiBL Switzerland before, from 2001 to 2009, then he headed the "Environmental and Climate Protection, Sustainability" research group at the Thünen Institute of Farm Economics for several years and took over as Head of the Department of Food System Sciences at FiBL in 2022 (a successor for Department Head is being sought).
There has been quite a shakeup in the management board in recent years. Was this a cleansing storm or is there a chronic management problem at FiBL?
Neither. From a sober point of view, it is not unusual that, after thirty years with Urs Niggli, there are further changes which also affect the management, especially as there were also personal reasons involved.
What is the biggest difference to the last managing trio?
The most striking difference is that we no longer have a Board of Directors, but a Management Board (GL) with an Executive Committee (GLA). The Management Board has been strengthened. It advises and decides on strategic business within the framework of the direction set by the Foundation Council. The GLA, in turn, is responsible for the operational management of the institute.
What is a "lesson learnt" for the GLA in terms of management?
The commitment and high level of personal responsibility of FiBL’s employees is crucial. Subsidiary structures are therefore very important. At the same time, we need to reposition ourselves. This requires a clear strategic compass.
FiBL has grown strongly. Is this growth still healthy or does it need to stop?
I think we have managed this growth well so far. We are aware of the challenges and we are trying to tackle them at various levels. FiBL's expertise is in great demand and we have a lot to offer in terms of transforming food systems. This can also lead to further growth. However, it should not be an end in itself, but should enable us to do an even better job.
Is the institute well equipped to respond in an agile manner to the high demand?
Agility is part of the FiBL culture. However, the bigger we become, the more challenging it is to maintain this agility. One key word will be interdisciplinarity. It is absolutely crucial that people come together and interact. It is precisely because the problems are so complex that it is important to think systemically from different perspectives. Our strength should be to provide simple answers to complex questions.
Please name three key areas where FiBL should become even more involved in the future.
We are currently discussing this issue intensively; important topics are certainly nutrition and health, climate resilience and the yield potential of organic farming.
"We are an important player internationally"
Beate Huber is Vice-chairwoman of the Management Board of FiBL Switzerland. She has worked at FiBL since 2002 and has been a member of the Management Board of FiBL Switzerland as Head of the Department of International Cooperation since 2009. She was Deputy Director of FiBL Switzerland from 2017 to 2020 and President of FiBL Europe from 2020 to 2022.
The three-person directorate didn't work out last time, so why is the GLA sticking with it now?
I would turn that around. The three-person directorate has proved its worth and has stopped a management crisis from arising despite the changes. Knut Schmidtke's departure was a difficult moment, but this management structure has made us more resilient.
You are by far the most experienced person in the FiBL GLA, do you see yourself as the keeper of the pioneering spirit?
I always get a bit antsy when I hear the word keeper, as it has a very static connotation. Our great strengths are transdisciplinarity, participative working methods, entrepreneurial thinking and personal responsibility. Twenty years ago, we were laughed at for this – today everyone is trying to do exactly that. Nevertheless, we always have to adapt our way of working to new challenges.
What are the weaknesses of this FiBL system?
The risk of overworking employees is higher. There is also a high level of personal responsibility to ensure that I am doing well in this system. The big difficulty is finding the right balance. We have to provide more care than we did twenty years ago. It's also about remaining competitive with other employers.
Organic agriculture continues to grow internationally. What merits do FiBL and its activities have in this?
We are an important player internationally. We were very committed to the global movement right from the start, and we have maintained this commitment. For example, FiBL organised the first IFOAM World Congress. There are also organic developments in countries such as Ukraine, which we have been able to support intensively. Another good example is the statistical publication “World of Organic Agriculture”. The visualisation of the figures has certainly contributed greatly to international development.
Where do you see the focus of international activities in the future?
It is important for us to maintain flexibility here. International activities are exempt from basic federal funding. We follow demand and, to a certain extent, funding opportunities. We cannot prioritise areas where none of the donors want to go. Africa, as the continent that suffers most from climate change and has massive problems with degraded soils, will certainly remain a priority. Organic farming can contribute a great deal to positive development here.
"It is not just about new funding opportunities"
Michel Keppler has worked at FiBL Switzerland since 2023. He is Vice-chairman of the Management Board and Head of the Department of Finances, Resources & Administration. He previously held a management role at the Swissmem compensation fund and worked for the Swiss Post.
Could you please give us a brief overview of how FiBL is financed today?
Mainly through our research projects in Switzerland, the EU and beyond. In addition, there is the important contribution of the Federal Office for Agriculture (FOAG) and many other national and international organisations, foundations and private individuals who support us.
Financially, FiBL has been teetering on the edge of the abyss for decades. Is everything better now with the federal money?
The FOAG's support is essential for us and is used to pay our overheads and to cover projects that are not self-financing. Without the FOAG contribution, we would have to forego many projects and focus much more on profitable research.
How safe is this contribution?
The agreement with the FOAG guarantees us a defined contribution until 2025. We will soon enter into negotiations again to secure the amount for the next period starting in 2026.
Where do you still see potential for tapping into new sources of funding?
Acquisition is important, but it is not just about tapping into new funding opportunities. It is also about efficiency in the use of existing funds: Where can we optimise costs? Where can we improve processes? Are the funds being used in the right place?
What weaknesses does FiBL need to overcome in order to get even better access to the best talent?
We have a very good reputation in research and advisory services, both nationally and internationally. That's why we sometimes have a run on internships and PhD positions. We are very strong in this area. But of course, we are also exposed to competition for talent. We need to position and market ourselves even better as an employer.
FiBL has a wide range of activities, how difficult is it to keep an overview?
That is certainly challenging. We have 800 projects and 350 employees at FiBL Switzerland. But we have a very good team with a lot of expertise. In addition, the new structure with a strengthened Management Board is also proving its worth, helping to provide a better overview.
Interviews: Adrian Krebs
The interviews were published in issue 2/24 of the Bioaktuell magazine.