Group
Communication market: Letters, newspapers, promotional mailings and document solutions in Switzerland and internationally
Logistics market: Parcels, express services and logistics solutions within Switzerland and abroad
Financial services market: Payments, savings, investments, retirement planning and financing in Switzerland as well as international payment transactions
Passenger transport market: Regional, municipal and urban transport, system services, and mobility solutions in Switzerland and in selected countries abroad
| Key figures | 2014 | Strategic goal | |
|---|---|---|---|
| Operating income | CHF million | 8,457 | – |
| Operating profit | CHF million | 803 | 700 – 900 |
| Group profit | CHF million | 638 | – |
| Equity | CHF million | 5,010 | – |
| Degree of internal financing – investments | Percent | 100 | > 100 |
| Addressed letters | In millions | 2,203.1 | – |
| Parcels | In millions | 111.8 | – |
| Ø PostFinance customer assets | CHF billion | 117.2 | – |
| PostBus passengers (Switzerland) | In millions | 140.6 | – |
| Customer satisfaction | Index (scale of 0 – 100) | 80 | ≥78 |
| Headcount | Full-time equivalents | 44,681 | – |
| Employee commitment | Index (scale of 0 – 100) | 82 | > 80 |
| CO2 efficiency improvement since 2010 | Percent | 11 | 10 * |
| * Target for 2016 |
Markets and segments
PostMail offers business customers high-quality products and tailored solutions for letters, newspapers and promotional mailings, from acceptance right through to delivery. This range is complemented by its electronic services.
| Key figures | 2014 | |
|---|---|---|
| Operating income | CHF million | 2,887 |
| Operating profit | CHF million | 334 |
| Addressed letters – business customers | In millions | 1,882 |
| Unaddressed items | In millions | 1,990 |
| Newspapers | In millions | 1,223 |
| Headcount | Full-time equivalents | 16,979 |
Swiss Post Solutions manages paper-based business processes with document processing solutions for its business customers, and provides support for the transition from the physical to the digital world.
| Operating income | CHF million | 659 |
| Operating profit | CHF million | 12 |
| Area of activity | Number of countries | 23 |
| Headcount | Full-time equivalents | 7,466 |
Post Offices & Sales offers products, services and tailored advice to private customers and SMEs. It has 1,562 post offices, 660 postal agencies and 1,278 home delivery services throughout Switzerland.
| Operating income | CHF million | 1,663 |
| Operating profit | CHF million | – 100 |
| Letters – private customers | In millions | 321 |
| Parcels – private customers 1 | In millions | 10 |
| Inpayments | In millions | 171 |
| Headcount | Full-time equivalents | 6,508 |
1 111.8 million parcels were sent in total by business and private customers in 2014.
PostLogistics offers business customers both standardized and customized logistics solutions for sending parcels, express items and courier consignments, as well as goods transportation and warehousing logistics.
| Key figures | 2014 | |
|---|---|---|
| Operating income | CHF million | 1,562 |
| Operating profit | CHF million | 141 |
| Parcels – business customers 1 | In millions | 102 |
| Express items | In millions | 2 |
| Headcount | Full-time equivalents | 5,304 |
1 111.8 million parcels were sent in total by business and private customers in 2014.
PostFinance enables its customers to manage their own finances thanks to simple, clear and inexpensive products and services for payments, savings, investments, retirement planning and financing.
| Key figures | 2014 | |
|---|---|---|
| Operating income | CHF million | 2,261 |
| Operating profit | CHF million | 382 |
| Customer accounts | In millions | 4.75 |
| Inflow of new money | CHF million | 2,839 |
| Customer assets | CHF bn | 117.2 |
| Headcount | Full-time equivalents | 3,466 |
PostBus operates a network of 869 PostBus routes within Switzerland, covering 11,869 kilometres and 11,368 stops. The leading Swiss bus company in regional passenger transport is developing an increasingly strong presence in cities and conurbations alike.
| Key figures | 2014 | |
|---|---|---|
| Operating income | CHF million | 835 |
| Operating profit | CHF million | 30 |
| Domestic passengers | In millions | 140.6 |
| Domestic vehicle kilometres | In millions of km | 110.3 |
| Vehicles | Number | 2,817 |
| Headcount | Full-time equivalents | 2,789 |
Five-year overview of key figures
| 2014 | 2013 | 2012 | 2011 | 2010 | ||
| Result | ||||||
| Operating income | CHF million | 8,457 | 8,575 1 | 8,576 3 | 8,599 | 8,736 |
| Generated in competition | % of operating income | 85.7 | 85.6 1 | 84.1 3 | 84.0 | 83.2 |
| Generated abroad | % of operating income | 14.6 | 13.2 | 12.0 3 | 12.7 | 13.9 |
| Operating profit | CHF million | 803 | 911 1 | 860 3 | 908 | 930 |
| Generated abroad | % of operating profit | 9.0 | 5.2 1 | 4.1 3 | 5.7 | 2.6 |
| Group profit | CHF million | 638 | 626 1 | 772 3 | 904 | 910 |
| Equity | CHF million | 5,010 | 5,637 | 3,145 3 | 4,879 | 4,224 |
| Value generation | ||||||
| Economic value added | CHF million | 207 | 125 | 269 3 | 390 | 452 |
| Added value generated | CHF million | 5,220 | 5,328 1 | 5,314 3 | 5,187 | 5,268 |
| to employees | CHF million | 4,108 | 4,131 1 | 4,161 3 | 4,026 | 4,076 |
| to creditors | CHF million | 57 | 93 | 82 3 | 14 | 20 |
| to public sector | CHF million | 79 | 94 | 34 | 13 | 12 |
| to owner | CHF million | 200 | 180 | 200 | 200 | 200 |
| to company | CHF million | 776 | 830 | 837 3 | 934 | 960 |
| Jobs | ||||||
| Headcount (excluding trainees) | Full-time equivalents | 44,681 | 44,105 | 44,605 | 44,348 | 45,129 |
| Trainees in Switzerland | Persons | 2,035 | 2,024 | 2,015 | 1,942 | 1,824 |
| Jobs in peripheral regions | Persons | 19,106 | 19,494 | 20,172 | 20,418 | 20,603 |
| Turnover rate (voluntary departures) | As % of average headcount | 4.1 | 3.6 | 3.7 | 3.9 | 3.5 |
| Notice given by employer for economic reasons | Persons | 168 | 180 | 315 | 95 | 116 |
| Employment conditions and remuneration | ||||||
| Employment in accordance with Swiss Post CEC | Full-time equivalents as % | 61.1 | 62.8 | 62.7 | 64.3 | 65.4 |
| Swiss Post CEC minimum salary | CHF per annum | 47,620 | 45,047 | 45,047 | 44,823 | 44,379 |
| Average salary for employees | CHF per annum | 83,039 | 82,695 | 82,554 | 81,293 | 81,082 |
| Average remuneration paid to members of Executive Management | CHF per annum | 477,719 | 499,281 | 515,441 | 504,986 | 495,590 |
| Salary bandwidth 2 | Factor | 5,8 | 6.0 | 6.2 | 6.2 | 6.1 |
| Health management | ||||||
| Occupational accidents | Number per 100 FTEs | 5.9 | 6.6 | 7.2 | 6.9 | 7.5 |
| Days lost to illness and accidents | Days per employee | 11.8 | 11.6 | 11.0 | 10.8 | 10.5 |
| Diversity | ||||||
| Women | % of employees | 48.7 | 48.5 | 48.4 | 47.7 | 47.9 |
| Nationalities represented | Number | 142 | 144 | 140 | 140 | 133 |
| Women on Board of Directors | % | 33.3 | 22.2 | 22.2 | 22.2 | 22.2 |
| Women in Executive Management | % | 12.5 | 12.5 | 11.1 | – | – |
| Women in senior management posts | % | 11.0 | 9.3 | 8.0 | 7.6 | 8.2 |
| Women in middle and lower management roles | % | 23.6 | 23.7 | 23.0 | 23.2 | 22.6 |
| Demographics | ||||||
| Average age of workforce | Years | 45.1 | 44.8 | 44.7 | 44.4 | 44.2 |
| Resource consumption | ||||||
| Energy consumption | Gigajoules | 4,069,464 | 4,107,713 | 4,100,747 | 4,115,225 | 4,267,560 |
| Energy consumption within Swiss Post | Gigajoules | 3,158,565 | 3,143,002 | 3,202,797 | 3,136,258 | 3,218,983 |
| Renewable share | % | 2.7 | 1.8 | 1.8 | 1.7 | 1.8 |
| Energy consumption outside Swiss Post | Gigajoules | 910,899 | 964,711 | 897,950 | 978,968 | 1,048,577 |
| Carbon footprint (scope 1 – 3) | ||||||
| Carbon footprint | t CO2 equivalent | 426,304 | 433,763 | 461,937 | 451,058 | 461,483 |
| CO2 efficiency increase since 2010 | % | 11 | 10 | 3 | 2 | – |
| 1 Normalized figure. See the section 'One-off items in 2013' on page 32. | ||||||
| 2 Factor = average remuneration paid to Members of Executive Management vs. average employee salary. | ||||||
| 3 Figures have been adjusted (see Notes to Group annual financial statements under Note 2, Basis of accounting, Accounting changes). | ||||||
| 4 The rise in CO2 efficiency is measured as the change in CO2 equivalents per core service in the year under review compared with the base year. Each core service is defined by unit (consignment, transaction, passenger kilometre, kilometre, full-time equivalent etc.). | ||||||