Executive Management Board

The CEO and, under his direction, the other EMB members are responsible for the Group’s overall business and day-to-day management. The EMB is also responsible for the implementation of strategic decisions and stakeholder management. The CEO reports to the Board regularly and whenever extraordinary circumstances so require. Each member of the EMB is appointed and discharged by the Board of Directors.

The EMB comprises 12 members under the leadership of, and including, the CEO, Guillaume Daniellot.  

Other activities and vested interest

Guillaume Daniellot is a Member of the Board of the ITI.

Since 2017, Patrick Loh has been Chairman of the Essence & DM Dental Industry Investment Partnership, a private equity fund addressing the dental sector in China.

Other than these, no member of the EMB:

  • performed any activities in governing or supervisory bodies of significant foreign or domestic organizations, institutions or foundations under private or public law
  • held any permanent management or consultancy function for significant domestic or foreign interest groups
  • held any official function or political post.

Permitted mandates outside Straumann Group (pursuant to art. 626 II CO)

Art. 4.4 of Straumann’s Articles of Association states that no member of the EMB may perform more than five mandates in companies with economic purpose, of which no more than two may be in listed companies. 

The following are exempt from these restrictions:

  • Mandates in enterprises that control the Group or are controlled by the same
  • Mandates in enterprises that are performed at the instruction of the Group
  • Mandates in associations, organizations, and legal entities with a public or charitable purpose, and in foundations, trusts, and employee pension funds. No member of the Executive Management may perform more than three such mandates.

Mandates in several legal entities under common control or under the same economic authority are deemed as one mandate.

The Group proposes to the shareholders at its 2023 Annual General Meeting to reduce the number of permitted mandates outside Straumann in listed companies for the EMB from two to one. This ensures that the members of the EMB have sufficient time available to perform their duties for the Group. 

Management contracts

The Board of Directors and the EMB have not delegated any managerial powers to persons or companies outside the Group.

Changes of control and defense measures

The Articles of Association of Straumann Holding AG do not contain provisions for opting out or opting up. There are no change-of-control clauses included in agreements and schemes benefiting members of the Board of Directors or the Executive Management Board or other management staff.

Information and Control Instruments vis-à-vis the executive management

Management Information System

The Group’s Management Information System encompasses management, business and financial reporting. The information is provided to the Executive Management Board once a month and to the Board of Directors as a monthly summary and in detail on a quarterly basis.

Straumann Group operates a state-of-the-art SAP enterprise resource planning system, which covers 90% of all business transactions of the Group’s fully consolidated entities. The system links Group headquarters directly with all major subsidiary companies and production sites, including Anthogyr, Turkey and Mansfield (new CADCAM production) which switched to SAP in 2022. The implementation of SAP in Russia scheduled for the end of 2022 had to be postponed and instead Dental Wings (only Accounting) was switched to SAP in 2022 as well. This system greatly reduces the potential for error or fraud and enables the Executive and Senior Management to monitor local processes and related figures directly, in detail and in real time.

In addition, the Board of Directors maintains close contact with the Executive Management and gains further first-hand information through workshops, co-travel, site visits and participation in staff meetings.


Internal Control System

The Group’s Internal Control System (ICS) is a key instrument for designing business processes, measuring progress towards financial goals and addressing potential financial issues before they occur. It also supports the design of business processes in order to achieve the desired level of control in terms of efficiency and effectiveness.

The company’s approach is to ensure that internal controls are accurate, timely, robust and receive appropriate management attention in each respect. To achieve this, dedicated control templates are used for each business process to address major risks. The templates are continuously improved.

In addition, each entity (sales affiliate, production site or global function) has a designated, trained person or team that is ultimately accountable for the assessment undertaken and the decisions arising from it. Clear benefits of the ICS include enhanced segregation of duties, increased control consciousness and higher awareness of potential risks and their consequences. The ICS program is coordinated by the Head of Internal Audit, who meets with the external auditors on a regular basis to discuss the status of internal control issues and the status of remediation of control deficiencies.

Internal controls are evaluated annually by the external auditors and by Internal Audit according to an agreed program.

Internal Audit

The role of the Group’s Internal Audit function is to provide independent assurance to the Board of Directors that the key risks of the organization are under control and to support Management in ensuring compliance, operational efficiency and control effectiveness across the Group. The Head of Internal Audit collaborates with KPMG in a co-sourcing model.

In 2022, seven internal audits were performed according to the audit program approved by the Audit & Risk Committee of the Board of Directors.

Corporate Risk Management

The Board of Directors is responsible for the overall supervision of risk management and uses the Internal Audit function to this end. The Board has delegated the task of risk management to the Chief Risk Officer (CRO), who is also the CFO. Through its Audit & Risk Committee, the Board assesses and discusses risks on a regular basis in consultation with the CRO and/or the relevant members of senior management.