The BASWA spirit is an attitude BASWA employees and partners are encouraged to follow and apply to their actions within and outside of the company. This spirit, which the founder demonstrated as our role model, comprises five virtues - specifically:


  • An unconventional approach to the search for problem resolutions 
  • Innovation is the path to success
  • Independence is a valuable principle that is worth fighting for
  • Trust is the foundation of cooperation: 
    • Yes means yes and no means no
    • Money is a good servant but a bad master
    • Provide of loyal support for the company’s goals  
  • Generosity is a valuable attitude that usually pays you back

The framework of our belief in what we do can be defined by terms such as:

  • Industriousness  
  • Endurance  
  • Honesty  
  • Practical intelligence
  • A sense of humor and a commitment to assert yourself
  • And most importantly through courage!

 “The aim is to test these terms directly and frequently through tedious work – again and again, to go up against the obstacles and to make adjustments if necessary,” concludes Eric Sulzer, managing director and co-owner of the BASWA acoustic AG.


Ethical Conduct and Verifiable Values


As a rule, we do not want to talk or write about it a lot. Instead, we want to live ethical conduct in our interactions with our partners and customers. Values are or benchmarks. Values as the foundation that also determines the goals we pursue. Yves Enderli, the MB President, encourages us to strive for the following values:


Truth, Justice and Credibility

These values do include forthrightness, honesty, transparency and reliability. Those who make a credible impression tell you what they will do and do what they say. The objective is authenticity. In the short term, this level of conduct may also have its downsides. However, for us, and in the long term, it builds a level of trust that can be of priceless value in difficult situations.  


Appreciation is important to us. We do not want to define leadership and partnership as “actions of management,” but as providing help, services, fostering, guiding and making things tenable. In the long term we aim to support our employees and partners in their efforts of reaching their full potential and to ensure that they can reap benefits from working with us.


This term, which is hardly part of modern business lingo these days, protects us from acting haughtily. We want to hold others in higher esteem than ourselves. This makes us more productive and enriches our mutual relationships.


Solidarity and Self-Restraint

Knowing our own limits allows us to understand and appreciate the fact that we depend on other people so much better. Complex tasks can only be mastered through complementary cooperation.  
Hence, self-restrain also includes the willingness to share. This also extends to being mindful of needs of people and the environment. If we do not overestimate our own capabilities, we can identify the opportunities inherent in the cooperation with others more readily. In teams we can come up with solutions that are for the benefit of everyone.
We want to tolerate other human beings with all of their peculiarities. Sometimes this might mean that we have to forego our own advantages. This is how we understand solidarity.


Yves Enderli, President of the Board of Directors BASWA acoustic AG