Maximilian Veit, your company has around 20 sites worldwide, with a significant expansion last year of production sites in the USA, Mexico and Croatia. At the same time, you have invested in the head office in Rapperswil. Why does a global company like Weidmann remain loyal to its headquarters in the Canton of St.Gallen?
Maximilian Veit: For Weidmann, Rapperswil is more than just a location. The roots of our nearly 150-year-old family business are here, and it’s been the base from which we’ve expanded internationally over the decades. These roots are part of our identity, but they are not the only reason why we are making a conscious decision to invest in our head office. The key factor is what surrounds us here: well-trained skilled workers, a strong industrial base, proximity to universities and research institutions, and an ecosystem that actively drives forward automation, digitalisation and industrial innovation. We are investing in Rapperswil not out of nostalgia, but because here we can build and develop the skills that are crucial to our company’s future.
“We benefit from well-trained skilled workers, a strong industrial base, proximity to universities and research institutions, and an ecosystem that actively drives forward automation, digitalisation and industrial innovation.”
What have been the key factors behind the company’s success over the past few decades?
The most important thing was the ability to adapt in good time. A company with such a long history can only survive when it doesn’t cling to the status quo, but recognises early on what will be relevant for the future. For Weidmann, this meant keeping a close eye on markets, technologies and customer needs over the course of several generations, and developing its own business model accordingly.
What role did Switzerland play as a base for this?
Switzerland played an important role, as it offers an environment in which quality, precision, reliability and innovation are highly valued. Equally important is the willingness to embrace change together. It’s precisely in places like Rapperswil that ambitious industrial transformations can be accelerated in collaboration with employees, partners and research institutions. This combination of stability and the ability to adapt is a key factor in our success.
500+
million in annual revenue
Which departments have been deliberately based in Rapperswil?
At our head office, we primarily have departments that require a high level of technical process knowledge, experience and interdisciplinary collaboration. This includes research and development, engineering and the further development of complex production processes. These are areas where direct dialogue between the different disciplines is particularly important, and Rapperswil offers a great environment for this. Here, we’re able to bring together key areas of expertise, further develop our know-how and put new solutions directly into industrial practice.
Are there strategic decisions that have to be taken at head office?
Our strategy follows a clear line of reasoning: we want to be close to our customers and strengthen our regions so that they can operate as independently as possible. In a global context in particular, this region-for-region approach is important, because markets, supply chains and customer requirements vary depending on where you are. At the same time, there needs to be a central point where the overarching opportunities and risks are assessed. These include issues relating to capital allocation, long-term market positioning, technological focus and the balance between regions and business divisions. These decisions need to be centralised at head office, because they affect the organisation as a whole, and it’s here that we can get an overall perspective and set strategic priorities.
“Rapperswil is now part of the European production network and, at the same time, a place where we press ahead in cutting-edge fields.”
Has the role of the Swiss headquarters changed as the company has become increasingly international?
In the past, Switzerland was more of a central production hub from which goods were exported around the world. These days, Weidmann is a global company with an international production network, in which the regional divisions bear significantly greater operational responsibility, so the role of the head office has also changed. Rapperswil is now part of the European production network and, at the same time, a place where we press ahead in cutting-edge fields, so the head office is increasingly evolving from an export centre into a hub of expertise and innovation for the entire company.
The medtech division has been expanded in Rapperswil. Why do you continue to rely on Switzerland as a production base in this business sector in particular?
In the medtech sector, precision, process reliability and technical expertise are particularly important. Switzerland offers ideal conditions for this, with a well-trained workforce, specialist partners and proximity to customers. What matters here is not just a comparison of costs, but the ability to combine high quality with efficient processes and innovation, and that’s why we are continuing to make targeted investments in Rapperswil and are also applying the expertise and processes developed here at other sites, such as our plant in Mexico.
5+
5 million products are shipped to customers every year.
How important are regional networks, sector clusters and industry partners to Weidmann, and what contribution does your company make to the region in return?
Regional networks are an important location factor for us. In high-tech niche sectors in particular, progress often doesn’t arise in isolation, but through collaboration between industrial companies, universities, research partners and specialist service providers. Eastern Switzerland has great potential in this area, which I believe could be utilised even more effectively, so Weidmann is actively involved in these kinds of networks, including joint innovation projects with OST – Eastern Switzerland University of Applied Sciences – and with other industrial companies. Conversely, as an internationally active company, we also wish to contribute to the region by creating high-quality jobs, further developing industrial expertise and bringing our international experience to bear in local partnerships. This networking is a way to learn more quickly together and become more competitive.
International clients often have certain expectations of a company headquartered in Switzerland. In your experience, which values or qualities are particularly highly regarded?
Reliability, quality and technological expertise clearly play a major role, and whilst these expectations are demanding, they also fit in well with our self-image. For Weidmann, this means designing products and processes in such a way that they function flawlessly in the long term. An equally important factor is long-standing business relationships – our customers expect us to honour our commitments, ensure quality and be a reliable partner, even in challenging situations. This applies in particular to the critical sectors of energy supply and medical technology, which we operate in and where security of supply and technical stability are absolutely crucial.
“This is where highly specialised companies come together with universities of applied sciences, research institutions and innovation partners. The short distances and a shared technical understanding make it easier to develop solutions.”
Are there any location advantages offered by Switzerland or St.Gallen that are often underestimated abroad?
What sets Switzerland – and Eastern Switzerland in particular – apart is the ease with which people work together. This is where highly specialised companies come together with universities of applied sciences, research institutions and innovation partners with practical expertise. The short distances and a shared technical understanding make it easier to develop specific solutions. In other regions, this networking is often less commonplace or more formalised. In Switzerland, people work together in a very pragmatic and solution-oriented way, which is a major advantage – particularly when new technologies are to be rapidly transferred to industrial applications.
Where do you see the greatest opportunities for St.Gallen as a centre of business over the next ten years?
The greatest opportunity lies in the consistent further development of the region’s strong industrial sector. Due to higher costs, Swiss companies are accustomed to working efficiently and using sophisticated technology. This starting point could prove to be an advantage in the years to come, with automation, digitalisation and artificial intelligence all offering great potential. However, it’s not just access to new technologies that will be crucial, but also how quickly and pragmatically they are put to use in day-to-day industrial practice. This presents a great opportunity for St.Gallen, provided that businesses, universities and public institutions work together even more closely. Weidmann aims to contribute to this by investing in productivity and innovation and actively sharing our expertise through regional partnerships.
Founded in 1877, the Weidmann Group remains family-owned to this day. Learn more about the company’s history in the video.
