Financial Report
Swiss Post operates in markets that are undergoing rapid change due to intense competition, internationalization, technology deployment and regulations. Driven by digital commerce, the logistics market is facing global competition. The level of digitization in the communication market is rising. Following regulatory changes in the financial market, digital providers have the possibility to gain a foothold in payment transactions. Multimodal transport services, which complement and compete with traditional public transport, are increasingly being offered in the passenger transport market.
Five-year overview of key figures
|
2016 |
2017 |
2018 |
2019 |
2020 |
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|
Result |
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|
Operating income |
CHF million |
8,188 |
8,064 |
7,168 |
7,168 1 |
7,054 |
||||||
|
Generated in competition |
% of operating income |
85.8 |
85.7 |
85.4 |
85.4 |
85.9 |
||||||
|
Generated abroad and crossborder |
% of operating income |
13.7 |
14.3 |
14.8 |
14.8 |
14.2 |
||||||
|
Operating profit |
CHF million |
704 |
718 |
505 |
450 |
272 |
||||||
|
Generated in competition |
% of operating profit |
93.5 |
86.7 |
72.5 |
75.1 |
69.9 |
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|
Generated abroad and crossborder |
% of operating profit |
9.1 |
11.4 |
18.0 |
14.9 |
22.8 |
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|
Group profit |
CHF million |
558 |
527 |
404 |
255 |
178 |
||||||
|
Equity |
CHF million |
4,744 |
6,583 |
6,759 |
6,834 |
6,906 |
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|
Value generation |
||||||||||||
|
Economic value added |
CHF million |
122 |
102 |
– 24 |
– 17 |
– 101 |
||||||
|
Added value generated |
CHF million |
5,145 |
5,143 |
4,613 |
4,616 |
4,521 |
||||||
|
to employees |
CHF million |
4,034 |
3,989 |
3,802 |
3,764 |
3,833 |
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|
to creditors |
CHF million |
64 |
48 |
48 |
75 |
52 |
||||||
|
to public sector |
CHF million |
118 |
63 |
42 |
32 |
33 |
||||||
|
to owner |
CHF million |
200 |
200 |
200 |
50 |
50 |
||||||
|
to company |
CHF million |
729 |
843 |
521 |
695 |
553 |
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|
Jobs |
||||||||||||
|
Headcount (excluding trainees) |
Full-time equivalents |
43,485 |
42,316 |
39,932 |
39,670 |
39,089 |
||||||
|
Trainees in Switzerland |
Persons |
2,118 |
2,115 |
2,001 |
1,894 |
1,863 |
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|
Jobs in peripheral regions |
Persons |
18,176 |
17,640 |
16,765 |
16,073 |
15,655 |
||||||
|
Turnover rate (voluntary departures) |
As % of average headcount |
4.0 |
4.8 |
5.5 |
5.1 |
4.1 |
||||||
|
Notice given by employer for economic reasons |
Persons |
84 |
161 |
152 |
105 |
73 |
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|
Employment conditions and remuneration |
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|
Employment in accordance with Swiss Post CEC |
Full-time equivalents as % |
85.6 |
85.6 |
85.2 |
86.1 |
85.8 |
||||||
|
Swiss Post CEC minimum salary |
CHF per annum |
47,620 |
47,620 |
47,620 |
47,620 |
47,820 |
||||||
|
Average salary for employees |
CHF per annum |
82,231 |
83,178 |
83,383 |
82,741 |
83,636 |
||||||
|
Average remuneration paid to members of Executive Management |
CHF per annum |
588,377 |
559,044 |
588,916 |
582,289 |
575,822 |
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|
Salary bandwidth 2 |
Factor |
7.2 |
6.7 |
7.1 |
7.0 |
6.9 |
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|
Health management |
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|
Occupational accidents |
Number per 100 FTEs |
5.9 |
6.5 |
6.0 |
6.4 |
6.1 |
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|
Days lost to illness and accidents |
Days per employee |
12.5 |
12.9 |
13.1 |
13.3 |
13.3 |
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|
Diversity |
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|
Women |
% of employees |
48.1 |
47.5 |
46.3 |
45.0 |
44.1 |
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|
Nationalities represented |
Number |
143 |
140 |
138 |
140 |
142 |
||||||
|
Women on Board of Directors |
% |
33.3 |
33.3 |
33.3 |
33.3 |
33.3 |
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|
Women in Executive Management |
% |
11.1 |
20.5 |
22.9 |
11.1 |
11.1 |
||||||
|
Women in senior management roles |
% |
12.3 |
13.4 |
16.0 |
17.1 |
19.8 |
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|
Women in middle and lower management roles |
% |
24.2 |
23.9 |
23.2 |
23.8 |
22.3 |
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|
Demographics |
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|
Average age of workforce |
Years |
45.6 |
46.0 |
46.1 |
46.1 |
46.0 |
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|
Resource consumption 3 |
||||||||||||
|
Energy consumption |
GWh |
1,491 |
1,453 |
1,479 |
1,420 |
1,388 |
||||||
|
Energy consumption within Swiss Post |
GWh |
905 |
887 |
902 |
826 |
799 |
||||||
|
Renewable share |
% |
19.3 |
19.6 |
20.4 |
21 |
22.0 |
||||||
|
Energy consumption outside Swiss Post |
GWh |
586 |
567 |
578 |
594 |
589 |
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|
Carbon footprint (scope 1 – 3) 3 |
||||||||||||
|
Carbon footprint |
t CO2 equivalent |
446,151 |
436,550 |
439,955 |
422,748 |
408,405 |
||||||
|
CO2 efficiency increase since 2010 4 |
% |
16.5 |
19.6 |
20.4 |
27.6 |
29.8 |
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1 The figure has been adjusted (see Note 2, Basis of accounting, Accounting changes).
2 Factor = average remuneration paid to Members of Executive Management vs. average employee salary.
3 Adjusted figures for 2019: factual data from subsidiaries acquired between 2013–2019 was recorded with retroactive effect for 2019 as 2019 serves as the base year for the 2024/2030 objectives. No figures for the years 2013 to 2018 were subsequently recorded.
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.).