«Switzerland needs good arguments»

Michael Ambühl was Switzerland's chief negotiator for the Bilaterals II. In this interview, the former diplomat explains how Switzerland demonstrates strength in times of geopolitical turbulence — and why, as a chief negotiator, a coffee break can sometimes be just as useful as the negotiating table itself.

Has Switzerland's fundamental interests shifted in an era of geopolitical tension?

Not in any fundamental sense. Foreign policy is interest-driven policy. It has always been about representing one's interests within international organisations and vis-à-vis other states. That remains unchanged. What has shifted in recent times, however, is the international environment — and not, I'm afraid, for the better.

Which foreign policy developments are currently having the greatest impact on Switzerland?

The key areas are European policy, external trade relations, and defence policy. The EU wants to use the Bilaterals III to revise the treaty framework we negotiated under Bilaterals I and II; the United States is imposing its erratic tariff policies on us; and Russia is waging a war of aggression against a European country — something that would have been considered unthinkable fifteen years ago.

Has Switzerland's room for manoeuvre in negotiations shrunk?

If we come to be seen as free riders, that would certainly reduce our room for manoeuvre. A niche approach to foreign policy would become harder to sustain. This is especially true in the area of security policy, where we benefit from NATO and European security efforts while being unwilling to contribute our fair share — to put it plainly.

How can small states like Switzerland project strength?

On one hand, by making smart use of our natural advantages — those arising from our geography (in areas such as electricity and transport, for example) and from our considerable expertise in key areas (such as the financial centre and research). On the other hand, by demonstrating that we are not merely defending our own national interests, but are also prepared to make a solidarity-based contribution to international cooperation: supporting multilateral institutions — particularly international Geneva — stepping up our mediation efforts, and conducting peacekeeping operations through our armed forces, as demonstrated by our army's successful engagement in Kosovo.

Do the geopolitical shifts present opportunities for Switzerland's export economy, alongside the uncertainties?

Yes — even if it sounds a little cynical: if our economy continues to fight back offensively against these challenges, it keeps itself sharp. And I think it is doing that well. Beyond that, the geopolitical changes could open our eyes and prompt us to implement the necessary domestic measures effectively: a prudent tax policy, investment in the dual education system, and strong framework conditions for research.

How can export-oriented companies remain competitive under these geopolitical conditions?

By continuing to innovate, keeping costs down, and upholding a spirit of solidarity within the social partnership.

The EU is Switzerland's most important partner — what European policy strategy does Switzerland need under today's geopolitical conditions?

To cultivate and, where possible, deepen the relationship with the EU — for example, by continuing to be a reliable, unproblematic partner and supporting the EU through cohesion payments. Without, however, pursuing membership as an objective — at least for the time being. As is well known, EU membership does not sit easily with our system of direct democracy. At the same time, we should be expanding our network of relationships with the rest of the world, in particular through bilateral agreements. Free trade agreements play an important role in that.

You served as Switzerland's chief negotiator on the Bilaterals II — what makes a good chief negotiator?

It takes a fine balance of tenacity and a willingness to compromise — which can sometimes be as difficult as reconciling fire and water. A small country can often only negotiate through the strength of its arguments. But when you do hold trump cards, you shouldn't hesitate to play them.

Are the key breakthroughs reached at the negotiating table — or sometimes over a coffee?

Your question assumes that negotiations take place in person, which I consider important. I would advise against conducting online negotiations on more complex matters. In negotiations, you need to be able to see and observe the entire delegation on the other side. The right negotiating atmosphere — the kind needed to extract concessions from your counterpart — simply doesn't materialise on a screen. The negotiation itself must be prepared with great care, so that you know the strengths and weaknesses of the other side well… and your own. Preparation includes, in particular, organising your own delegation: who speaks when and on what, and contradictions within your own ranks are absolutely off the table. A healthy culture of debate within one's own delegation is of course useful, but it must be established beforehand. After each round of negotiations, you should follow up as needed — with documents or a reiteration of the situation — to strike while the iron is hot. Coffee breaks can be useful when you can use an informal one-to-one with the lead negotiator from the other side to quietly settle certain things in advance.