Swisscom Annual Report 2013
About this report
Reporting structure
This integrated report combines Swisscom’s financial
and sustainability reporting and is aimed at readers
interested in both topics. References to additional
content and information on sustainability issues are
provided in the respective sections of the report. More
details about Swisscom’s sustainability commitment
can be found in the GRI Appendix, which can be found
on the Swisscom website.
> Introduction
> Management Commentary
> Corporate Responsibility
> Corporate Governance and
Remuneration Report
> Financial Statements
> Further Information
Topics
Information on Swisscom’s financial position, results
of operations and cash flows complies with the
requirements of the International Financial Reporting
Standards (IFRS) and, where applicable, the provisions
of Swiss law. Internal control mechanisms ensure the
reliability of the information contained in this report.
> Global Reporting Initiative at
www.globalreporting.org
> GRI Index and GRI Appendix to
the 2013 Annual Report at
www.swisscom.ch/gri-2013
Swisscom also provides a report for its stakeholder
groups on the Group’s economic, social and environ-
mental performance. The scope and content of the
sustainability report are based on the guidelines of the
Global Reporting Initiative (GRI 3.1). GRI is the leading
global standard for corporate sustainability reporting.
The GRI Index offers a standardised overview of
sustainability reporting by subject area. The Index
contains references to the relevant pages in the
Annual Report or other information sources and can
be called up on the Swisscom website.
External auditing and evaluation
Parts of the Swisscom report are audited by a third
party. The audit company KPMG AG has audited
and given unqualified opinions on the consolidated
financial statements and the financial statements of
Swisscom Ltd. The audit of the consolidated financial
statements is based on the likewise audited financial
statements of the Swisscom Group companies.
The Sustainability Report, prepared in accordance
with GRI 3.1, was audited by SGS SA and certified
with Level A+ of the Global Reporting Initiative.
> Reports of the Statutory Auditors
pages 222 and 235
> GRI certified by SGS SA page 114
Economy
Triple bottom line
Swisscom reports about the ecological,
economic and social aspects and
factors that shape its business activities
and its role as a corporate citizen.
Society
Environment
Table of contents
Introduction
Management Commentary
Corporate Responsibility
Corporate Governance and Remuneration Report
Financial Statements
Further Information
2–12
13–70
71–114
115–148
149–236
237–246
Facts & Figures
Economy
Environment
Society
Net revenue in CHF million
11,434 m
CHF net revenue in 2013,
which represents an increase of 0.4%.
15,000
10,000
5,000
0
11,467
2,224
9,243
11,384
2,116
9,268
11,434
2,076
9,358
2011
2012
2013
Other
countries
Switzerland
21 %
Swisscom increases the efficiency of its energy
usage in Switzerland since 1 January 2010.
Energy efficiency increase in Switzerland
since 1 January 2010 in %
30
20
10
0
21.1%
15.1%
9.7%
2011
2012
2013
Number of employees in full-time equivalent (FTE)
20,108 FTE
is the headcount at Swisscom as of the end of 2013.
Swisscom’s workforce includes 90 different nationalities.
21,000
14,000
7,000
0
20,061
3,433
16,628
19,514
3,245
16,269
20,108
2,746
17,362
2011
2012
2013
Other
countries
Switzerland
KPIs of Swisscom Group
In CHF million, except where indicated
2013
2012
Change
Economic performance
Net revenue and results
Net revenue
Operating income before depreciation and amortisation (EBITDA)
EBITDA as % of net revenue
Operating income (EBIT)
Net income
Earnings per share
Balance sheet and cash flows
Equity at end of year
Equity ratio at end of year
Operating free cash flow
Capital expenditure in property, plant and equipment
and other intangible assets
Net debt at end of period
Operational data at end of period
Fixed access lines in Switzerland
Broadband access lines retail in Switzerland
Swisscom TV access lines in Switzerland
Mobile access lines in Switzerland
Unbundled fixed access lines in Switzerland
Broadband access lines wholesale in Switzerland
Broadband access lines in Italy
Swisscom share
Number of issued shares
Closing price at end of period
Market capitalisation at end of year
Dividend per share
Ecological performance
Environmental key figures in Switzerland
Energy consumption
Carbon dioxide CO2
Average carbon dioxide CO2 emission vehicle fleet
Rate of return handy recycling
Social performance
Employees
11,434
11,384
4,302
37.6
2,258
1,695
32.53
6,002
29.3
1,978
2,396
7,812
2,879
1,811
1,000
6,407
256
215
1,942
4,477
39.3
2,527
1,815
34.90
4,717
23.8
1,882
2,529
8,071
3,013
1,727
791
6,217
300
186
1,767
51,802
470.90
24,394
22.00 1
51,802
393.80
20,400
22.00
%
CHF
%
in thousand
in thousand
in thousand
in thousand
in thousand
in thousand
in thousand
in thousand
CHF
CHF
GWh
tons
gram per km
%
503
25,260
123.0
9.8
511
24,662
131.0
11.4
0.4%
–3.9%
–10.6%
–6.6%
–6.8%
27.2%
5.1%
–5.3%
–3.2%
–4.4%
4.9%
26.4%
3.1%
–14.7%
15.6%
9.9%
–
19.6%
19.6%
–
–1.6%
2.4%
–6.1%
Full-time equivalent employees at end of year
Full-time equivalent employees in Switzerland at end of year
Fluctuation rate headcount in Switzerland
Days lost headcount in Switzerland
number
number
%
20,108
17,362
10.7
19,514
16,269
10.1
number
120,024
117,876
3.0%
6.7%
1.8%
1 In accordance with the proposal of the Board of Directors to the Annual General Meeting.
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Key Events 2013
Market
>
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Swisscom starts rolling out Fibre to the Street (FTTS) in 23 municipalities. In a pilot phase it
connects in towns like Biel and Montreux, by rolling out Fibre to the Building (FTTB).
Swisscom invests CHF 1.7 billion in its Swiss infrastructure.
The expansion of the new 4G/LTE network proceeds at high speed. 85% of the Swiss
population can already use Swisscom’s latest-generation mobile network in
1,400 municipalities, including 140 towns and cities.
Swisscom wins connect magazine’s network test for the fifth year in a row, proving once
again that it is Swiss market leader in mobile communications.
Products and services
>
Swisscom customers benefit from an even faster mobile data network and can surf the
Internet at a speed of up to 150 Megabits per second thanks to 4G/LTE.
>
> Virtually every third household watches TV with Swisscom: thanks to record growth over
the past twelve months, the number of customers watching Swisscom TV surpasses the
one million mark.
Swisscom once again massively reduces the prices for mobile surfing when abroad, offering
the lowest-cost service of any Swiss provider and remaining well below the regulated
EU level.
Swisscom launches iO – and is the first Swiss provider to offer a free app for telephony and
messaging via the Internet. All of iO’s functions can be used abroad, thereby making using
a mobile abroad cheaper than ever before.
>
> Occasional mobile phone users can take advantage of two new subscription packages, Natel
>
>
>
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entry basic and Natel entry plus, featuring inclusive units and top Internet-browsing speed.
Swisscom makes some adjustments to its successful packages, adding the entry-level
Vivo Casa 1*, which allows customers to spend more time on the phone and surf at faster
speeds for the same price.
Swisscom invests in Switzerland’s future: since November all customers with an optical-fibre
connection have been able to browse the Internet on Swisscom’s ultra-fast broadband
network at speeds of up to 1 gigabit per second.
Swisscom Energy Solutions launches BeSmart – a product which recovers balancing energy
for the Swiss power network by flexibly controlling electric heat generating systems.
BeSmart thus constitutes a basis upon which to expand the use of fluctuating energy
sources such as wind and solar power.
Sustainability
Thanks to Green ICT services from Swisscom, just 53 of our customers who have been
awarded a Green ICT certificate save some 15,000 tons of CO2, 8 gigawatt hours of electricity
and a lot of travel time.
Swisscom is strongly committed to promoting media skills. The courses it runs on the correct
usage of media are attended by more than 13,000 secondary school pupils and more than
5,500 parents, as well as teachers in 2013. It also launches a new “media smart” platform for
parents, dedicated to the use of digital media as part of family life.
>
> Working for the environment and society: Swisscom employees perform some 1,500 days of
voluntary work as part of the Give & Grow Corporate Volunteering Programme in 2013.
Swisscom mobile aid: Swisscom collects around 149,000 old mobile phones from the
Swiss population. The proceeds from the resale of the devices go to the SOS Children’s Village.
Swisscom is awarded top ratings by rating agencies such as SAM, CDP, Vigéo, imug/EIRIS.
>
Swisscom in mourning for CEO Carsten Schloter
> Carsten Schloter (1963–2013) joined Swisscom in 2000, where he initially managed Swisscom
Mobile. He recognised the future potential of mobile data traffic at an early stage and launched a
world first with Mobile Unlimited. In 2006 Carsten was appointed CEO of Swisscom. He proceeded
to organise the company along the lines of customer segments, firmly establishing customer
orientation as an element of Swisscom’s culture. He led the company into the new business area of
Swisscom TV, where he met with major success. He recognised that the quality, performance and
security of networks would assume increasing importance in the future. This prompted him to
boldly pursue unconventional methods, which repeatedly caused a stir in the industry. One
example of which was the introduction of the Infinity tariffs. When Fastweb entered into its most
difficult phase in connection with a value-added-tax scandal, Carsten personally assumed the
management of the subsidiary and steered the company back on course. None of these successes
would have been possible had it not been for his immense energy – which he conveyed to the
staff and always used to the benefit of customers. Carsten had a clear vision of Swisscom’s future.
As a result, throughout the years he steered the company with due strategic care into a new era.
Nobody else could move, inspire and encourage people like he did. We will never forget Carsten.
Business review
>
>
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From July 2013 Urs Schaeppi takes over the management of the company as interim deputy CEO.
He was appointed as CEO of Swisscom from 7 November 2013.
Stefan Nünlist takes over as Head of Corporate Communications at Swisscom.
Swisscom increases the strategic stake it has held in Cinetrade since 2005 to 75%.
Swisscom acquires the business platform of Entris Banking and Entris Operations, thereby
consolidating its expertise in the banking sector.
The corporate business divisions of Swisscom Switzerland and Swisscom IT Services, which have
traditionally managed corporate customer business, are merged with effect from 1 January 2014
to create the new Enterprise Customers division. Swisscom thereby laying the foundations upon
which to offer cloud-based one-stop telecommunication an IT solutions and strengthens its
competitive position. As a result of the reorientation, the Board of Directors decides to streamline
the Group structure.
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Business Overview
Swisscom’s financial reporting is based on the three
operating divisions: Swisscom Switzerland, Fastweb and
Other operating segments.
Swisscom Switzerland
In CHF million, except where indicated
Net revenue
Segment result before depreciation and amortisation
Margin as % of net revenue
Capital expenditure in property,
plant and equipment and other intangible assets
Full-time equivalent employees at end of year
1 Including expenses of CHF 360 million for mobile frequencies.
2011
8,449
3,662
43.3
2012
8,461
3,557
42.0
2013
8,449
3,547
42.0
1,400
1,852 1
1,516
12,129
11,862
12,463
The Residential Customers, Small and Medium-Sized Enterprises, Corporate Business, Wholesale
and Network & IT divisions are reported separately in the segment reporting.
Residential Customers
The Residential Customers segment is the
contact partner for mobile and fixed-line cus-
tomers. It provides Switzerland with broad-
band access lines, serves a growing number of
Swisscom TV subscribers and operates Switzer-
land’s one of the most frequently visited Inter-
net portals www.bluewin.ch. The Residential
Customers segment offers telephone, Internet
and TV services – all from a single source – and
is also responsible for handset sales and direc-
tories business.
Small and Medium-Sized Enterprises
The Small and Medium-Sized Enterprises seg-
ment offers a comprehensive range of prod-
ucts and services – from fixed-line and mobile
telephony to Internet and data services to IT
infrastructure maintenance and operation.
Small and Medium-Sized Enterprises receive
bespoke integrated solutions: suitable connec-
tions, secure access, professional services and
intelligent networks.
Corporate Business
Whether voice or data, mobile or fixed network,
individual products or integrated solutions,
as a leading provider in the field of business
communications, the Corporate Business seg-
ment supports customers with the planning,
implementation and operation of their IT and
communications infrastructure, including the
provision of cost-efficient solutions and reliable
services.
Wholesale
The Wholesale segment provides various ser-
vices for other telecommunications providers,
such as regulated access to the “last mile” as
well as commercial voice, data and broadband
products. The Wholesale segment also covers
roaming with foreign providers.
Network & IT
The Network & IT segment builds, operates
and maintains Swisscom’s countrywide fixed
network and mobile communications infra-
structure. It is also responsible for the asso-
ciated IT platforms, and is driving forward
migration of the networks to an integrated
IT- and IP-based platform (All IP). Network & IT
also provides support functions for Swisscom
Switzerland; expenses incurred are not charged
to the individual segments. The Network & IT
segment therefore only reports expenses but
no revenue.
Fastweb
Fastweb is one of Italy’s biggest broadband telecoms companies.
In EUR million, except where indicated
Net revenue
Segment result before depreciation and amortisation
Margin as % of net revenue
Capital expenditure in property,
plant and equipment and other intangible assets
Full-time equivalent employees at end of year
2011
1,746
506
29.0
448
3,079
2012
1,700
500
29.4
441
2,893
2013
1,642
505
30.8
565
2,363
Fastweb provides products and services for voice, data, Internet and TV, as well as a full complement
of VPN and mobile communication services. Fastweb offers its services in all large towns and cities
in Italy and in all market segments. The services are provisioned directly via the company’s own
fibre-optic network or via unbundled fixed access lines and wholesale products of Telecom Italia.
Other operating Segments
Other operating segments mainly comprises Group Related
Businesses and Swisscom IT Services, a leading provider of IT services
in Switzerland.
In CHF million, except where indicated
Net revenue
Segment result before depreciation and amortisation
Margin as % of net revenue
Capital expenditure in property,
plant and equipment and other intangible assets
Full-time equivalent employees at end of year
2011
1,708
300
17.6
169
4,514
2012
1,728
274
15.9
167
4,419
2013
1,819
303
16.7
195
4,964
Other operating segments mainly comprises Swisscom IT Services, Group Related Businesses
and Swisscom Hospitality Services. Swisscom IT Services ranks as one of the leading providers
specialising in the integration and operation of complex IT systems. Its core competencies are in
the fields of IT outsourcing services, workplace services, SAP services and finance services. Group
Related Businesses manages a portfolio of small and medium-sized enterprises, delivering services
that are mainly related to or help support Swisscom’s core business. Swisscom Hospitality Services
supports the hotel industry worldwide with innovative network and communication solutions.
Group Headquarters
Group Headquarters chiefly comprises the Group divisions Group Business Steering, Group Strategy &
Innovation, Group Communications & Responsibility, and Group Human Resources.
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Shareholders’ letter
Hansueli Loosli
(Chairman of the Board of Directors of
Swisscom Ltd, on the left and Carsten
Schloter
(CEO of Swisscom Ltd, on the right)
Dear Shareholders
Swisscom can look back on a successful and eventful year with strong
customer growth and stable core business. Customer growth was
accelerated by innovations and investments in the market, particularly
in the latest generation of ICT networks. Swisscom TV, along with
offerings in mobile communications and from Fastweb, allowed us to
win over a large number of new customers. A high volume of incoming
orders at Swisscom IT Services and our customers switching to bundled
offerings helped to deliver a solid performance. Continuing competition
and price pressure, characterised by price erosion and further price
reductions for roaming services, resulted in a drop in operating profit.
Marginal decline in operating income
In 2013 Swisscom’s net revenue rose by CHF 50 million or 0.4% to CHF 11,434 million, while operat-
ing income before depreciation and amortisation (EBITDA) was CHF 175 million or 3.9% lower at
CHF 4,302 million. Revenue and EBITDA performance was impacted by the euro exchange rate,
company acquisitions and hubbing revenues (wholesale revenues from low-margin interconnec-
tion services) at Fastweb. Excluding these special factors, and at constant exchange rates, net reve-
nue and EBITDA fell by 0.8% and 2.0% respectively. Net income declined by CHF 120 million or 6.6%
to CHF 1,695 million. Besides lower EBITDA, the fall in net income was mainly attributable to higher
depreciation and amortisation. Excluding expenses for the mobile frequencies acquired by auction
in the previous year, capital expenditure increased by CHF 227 million or 10.5% to CHF 2,396 million.
Solid business performance in Switzerland
In its Swiss business, Swisscom generated net revenue of CHF 9,358 million (+1.0%) and EBITDA of
CHF 3,685 million (–4.6%). Adjusted for one-off special factors, EBITDA was down 2.0% year-on-
year. Price erosion and price reductions for roaming services totalling CHF 560 million were largely
offset by CHF 480 million in customer and volume growth. Excluding the costs of CHF 360 million
for the mobile frequencies acquired in 2012, capital expenditure in Switzerland rose by CHF 52
million or 3.2% to CHF 1,686 million. This was mainly attributable to broadband expansion and to
upgrading mobile networks with the latest technologies. In Switzerland headcount increased by
1,093 full-time equivalents or 6.7% to 17,362 as a result of company acquisitions, the insourcing of
external staff and the strengthening of customer service operations.
Fastweb on track
Fastweb is on track in Italy and its strategy remains unchanged. Excluding hubbing business, net
revenue dipped slightly by EUR 16 million to EUR 1,597 million. Fastweb’s broadband customer base
increase to 175’000 with in a year and is growing faster than the broadband market in Italy. EBITDA
increased by EUR 5 million or 1.0% to EUR 505 million year-on-year. Capital expenditure rose by CHF
124 million or 28.1% to EUR 565 million, due to spending on upgrading the fibre-optic network with
the same technology as in Switzerland (notably Fibre to the Street) in order to significantly expand
high-speed network access and geographical reach.
Swisscom share performance in 2013
The Swisscom share price rose by 19.6% in 2013, which is only slightly below the average price gain
of 20.2% posted by the 20 leading Swiss companies on the Swiss Market Index (SMI). In terms of
total shareholder return (share price movement and dividend payout) Swisscom outperformed the
SMI due to the high dividend yield. Payment of an ordinary dividend of CHF 22 per share (prior year:
CHF 22) will be proposed to the Annual General Meeting of shareholders. This is equivalent to a total
dividend payout of CHF 1,140 million. Swisscom is thus upholding the principle of continuity in its
dividend policy.
Keeping pace with the development of national markets into global markets
What were once domestic markets for telephony and data communication are now, thanks to digi-
talisation, a single global market: providers such as Google, Apple, etc. are now able to offer their
communication services globally thanks to the Internet protocol. Many of these services are free-
of-charge for users, because although these providers rely on our networks for the provision of their
services, they do not have to invest in them.
To counteract this trend, Swisscom has further developed its business model. As a trusted partner
in today’s digital world, the company relies on having a secure and always-available network for
its customers. The needs of its customers and a commitment to delivering outstanding quality of
service is at the centre of its considerations and actions.
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High investments
The increasing importance of the Internet for personal and professional use has resulted in a greater
demand for high-performance, secure network access throughout Switzerland. In the high-invest-
ment network competition with cable network operators, mobile network operators and power
utility companies, Swisscom wants to continue offering its customers the best network. As a result,
Swisscom has this year invested CHF 1.7 billion in Switzerland, most of which on expanding the
mobile network with 4G/LTE and on broadband expansion.
Modern fibre-optic technologies
At the end of 2013, some 750,000 homes and businesses were connected with FTTH (Fibre to the
Home) and were able to take advantage of Internet-browsing speeds of up to 1 gigabit per second.
This figure is set to rise to around a million or around a third of all households in Switzerland by
the end of 2015. Swisscom has also rolled out new fibre-optic technologies such as FTTS (Fibre to
the Street) and FTTB (Fibre to the Building). The work involved in expanding these technologies has
already begun. Swisscom also intends to almost double the performance of the existing network
from 2014 using vectoring technology, thus enabling the rapid and cost-effective nationwide rollout
of ultra-fast broadband.
Fourth-generation mobile technology
In 2012, Swisscom became the first mobile provider in Switzerland to launch fourth-generation
LTE technology on a commercial basis, with work being completed on the expansion this year. By
the end of 2013, Swisscom had already extended 4G/LTE coverage to 85% of the Swiss population,
and around one million Swisscom customers were regularly using the new high-speed LTE network.
Unlimited use of Swisscom services
In response to the growing trend among global providers in the global telephone and data com-
munications market to offer services free of charge, Swisscom now also enables its customers to
enjoy unlimited use of many communications services. The only differences in the offerings are
the access speeds. The infinity mobile subscriptions launched in 2012 are popular. By the end of
the year around 1.7 million customers were benefiting from such subscriptions. Occasional mobile
phone users can also take advantage of two new subscription packages, featuring inclusive units
and top Internet-browsing speeds. These offerings have enabled Swisscom to minimise the direct
risks to which global Internet providers (OTT providers) are exposed. Swisscom also launched iO, a
free telephony and messaging service which can be used worldwide. By the end of the year, around
400,000 users had installed the service.
New growth opportunities for Swisscom
In addition to optimising bundled offerings and developing new products and services, such as
the expansion of the TV offering, Swisscom is coming up with further significant innovations in a
dynamic market environment. In the Business Customers area, for example, Swisscom launched
Mobile ID (a mobile phone-based authentication solution available as a managed service), Dynamic
Computing Services (offering processing power and storage space from the cloud) and Storebox
(a secure, highly available storage space for corporate data). Tapit – a platform for contactless
services such as making payments or managing access control – and Docsafe – a platform for
exchanging documents digitally – are just two of the numerous attractive products currently in
pilot trials and therefore ready to be introduced onto the market.
In the Business Customers area, the focus is on migration from conventional solutions to voice-over-
IP-based solutions. With ICT being used more and more, productivity in individual sectors is also
improving in the long run. These new technical possibilities provide Swisscom with the opportu-
nity for growth in areas outside of its traditional core business, primarily in the energy and health-
care markets. Consequently, Swisscom Energy Solutions has launched a product named BeSmart,
which recovers balancing energy for the Swiss power network by flexibly controlling electric heat
generators. There are further opportunities for Swisscom to launch new services in the machine-
to-machine (M2M), security and cloud computing sectors, as well as in other communication and
collaboration applications.
Change in the Group organisation – management changes
In July, we received the devastating news of the death of our CEO, Carsten Schloter. In Carsten, we
lost someone whom we cared about deeply as well as an extraordinary CEO. He was a visionary and
a strategist with an instinctive feeling for the market and the needs of customers and employees.
Carsten transformed Swisscom into an exemplary company that has set standards in the industry
and enjoys an excellent reputation well beyond the borders of Switzerland. Thanks to his efforts,
Swisscom is now excellently positioned in the market and has a strong corporate culture and clear
vision, which we continue to drive forward. We will always be grateful for everything that Carsten
achieved.
Urs Schaeppi headed up the company ad interim from 23 July 2013 and was officially named as
CEO from 7 November 2013. As the IT and telecommunication markets are increasingly converg-
ing, Swisscom has realigned its corporate customer business: the corporate business divisions of
Swisscom Switzerland and Swisscom IT Services, which have traditionally managed corporate cus-
tomer business, are being merged as of 1 January 2014 to create the new Enterprise Customers
division. Swisscom is thereby laying the foundations upon which to offer customers convergent and
cloud-based one-stop solutions and strengthen its competitive position. As a result of the reorien-
tation, the Board of Directors has decided to streamline the Group structure. The Group Executive
Board will comprise the following persons as of 1 January 2014: Urs Schaeppi (CEO), Marc Werner
(Residential Customers), Roger Wüthrich-Hasenböhler (Small and Medium-Sized Enterprises),
Andreas König (Enterprise Customers), Heinz Herren (IT, Network & Innovation), Mario Rossi (Group
Business Steering) and Hans C. Werner (Group Human Resources). Stefan Nünlist (Group Commu-
nications & Responsibility), Martin Vögeli (Group Strategy & Board Services) and Roger Halbheer
(Group Security) will also report directly to the CEO. Jürgen Galler (Chief Strategy Officer) left the
Group Executive Board in November.
Sustainability as a key element in a long-term strategy
The Swisscom corporate strategy is geared towards longevity and sustainability. Swisscom has set
itself the target of becoming an international forerunner in the field of corporate responsibility.
Swisscom is currently one of the top five most-sustainable telecoms companies in Europe.
Swisscom promotes media skills through initiatives such as “Internet for Schools” and other
media skills courses, enabling its customers to navigate the digital world securely and responsibly.
Swisscom’s sustainability efforts focus on the following areas: “Sustainable living and working”, “Sus-
tainable use of resources and responsibility in the supply chain”, “Telecommunications for all” and
“Responsible employer”. Corporate responsibility is also an important driver of customer satisfaction.
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Financial outlook for 2014
Swisscom expects moderate growth in revenue and EBITDA in 2014 and is targeting revenue of
CHF 11.5 billion and EBITDA of CHF 4.35 billion. Network infrastructure expansion in both Switzer-
land and Italy will continue to call for high capital expenditure totalling an expected CHF 2.4 billion,
of which CHF 1.75 billion in Switzerland. If all targets are met, Swisscom will once again propose a
dividend of CHF 22 per share for the 2014 financial year to the 2015 Annual General Meeting.
Thank you
We can look back on an intensive and successful year. We owe our achievements in 2013 to the
trust of our customers and the loyalty of our shareholders – we would like to say a huge thank you
to you all. We would also like to particularly thank our employees, as their tireless dedication and
work in these difficult times has helped ensure that Swisscom enjoys a solid footing and cultivates
an excellent corporate culture.
Yours sincerely
Hansueli Loosli
Chairman of the Board of Directors
Swisscom Ltd
Urs Schaeppi
CEO Swisscom Ltd
Management Commentary
Offering the best
in quality and service
to our customers.
Reporting structure
Swisscom Group
| Pages 47–51
Swisscom Switzerland
Fastweb
Others
| Pages 52-55
| Page 56
| Page 57
Inhalt
Environment, strategy
and organisation
Capital market
Employees
Group financial review
Operating segment results
Group financial position
Supplement and outlook
Risks
15 Business activities
19 General conditions
31 Group structure and organisation
33 Corporate strategy
36 Value-oriented business management
37 Statement of added value
38 Swisscom share
41 Indebtedness
41 Financial calendar
42 Headcount
43 Personnel expense
43 Employment law in Switzerland
45 Employment law in Italy
47 Key financial figures
48 Summary
49 Results of operations
53 Segment revenue and results
58 Quarterly review 2012 and 2013
61 Financial position
62 Net asset position
64 Net debt
65 Capital expenditure
66 Events after the balance sheet date
66 Outlook
67 Risk management system
68 General statement on the risk situation
68 Risk factors
Inhalt
Environment, strategy
and organisation
Capital market
Employees
Group financial review
Operating segment results
Group financial position
Supplement and outlook
Risks
15 Business activities
19 General conditions
31 Group structure and organisation
33 Corporate strategy
36 Value-oriented business management
37 Statement of added value
38 Swisscom share
41 Indebtedness
41 Financial calendar
42 Headcount
43 Personnel expense
43 Employment law in Switzerland
45 Employment law in Italy
47 Key financial figures
48 Summary
49 Results of operations
53 Segment revenue and results
58 Quarterly review 2012 and 2013
61 Financial position
62 Net asset position
64 Net debt
65 Capital expenditure
66 Events after the balance sheet date
66 Outlook
67 Risk management system
68 General statement on the risk situation
68 Risk factors
Environment, strategy and organisation
Swisscom is Switzerland’s leading telecom provider and has built up
a strong position in the Italian market through its subsidiary Fastweb.
Swisscom is an aggressive player, operating in a dynamic marketplace
and competing against an ever-increasing number of global service
providers. It is totally committed to meeting customer needs and
delivering quality and service, and is also investing heavily the
networks of the future.
Business activities
Company profile
Swisscom is the Swiss market leader in the field of telecommunications. It is also one of the biggest
stock-exchange-listed companies in Switzerland and is listed on the country’s leading Swiss Market
Index (SMI). Since acquiring Fastweb in 2007, Swisscom’s international activities have been concen-
trated mainly in Italy. Fastweb is one of Italy’s largest broadband telecoms companies. Swisscom’s
majority shareholder with a stake of 51.2% is the Swiss Confederation, which by law must hold a
majority of the capital and voting rights. Swisscom’s corporate strategy is focused on strengthen-
ing the company’s core business, which relies on a high-performance, secure and always-availa-
ble infrastructure. Swisscom is also looking to grow, by offering differentiated products and ser-
vices and by increasing the use of ICT. Major investments in network infrastructure ensure that
Swisscom will continue to satisfy customer needs well into the future. Sustainable management
and long-term responsibility are firmly enshrined in the company’s corporate culture. Swisscom
owes its business success to the dedication and commitment of a 20,000-strong workforce, which
continually strives to develop new solutions for customers and the information society. Swisscom
continuously invests in staff training and development, and is training more than 900 apprentices
in Switzerland.
See
www.swisscom.ch
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Net revenue
Switzerland accounts for
Operating income before depreciation and
amortisation (EBITDA)
Switzerland accounts for
82 % of net revenue
86 % of EBITDA
Swisscom generates over 80% of its net revenue and operating income before depreciation and
amortisation (EBITDA) from business operations in Switzerland. The company offers a full portfolio
of products and services for fixed-line telephony, broadband, mobile communications and digital
television throughout Switzerland, and is mandated by the federal government to make basic tele-
coms services available to all sections of the population throughout Switzerland. Swisscom offers
corporate customers a comprehensive range of communications solutions as well as individually
tailored solutions. Swisscom is also a leading provider specialising in the integration and operation
of IT systems in the fields of outsourcing, workplace, SAP and finance services. Customers can pur-
chase their products and services via a range of sales channels. They can check out products and
services first hand and receive comprehensive advice in Swisscom’s own shops as well as in numer-
ous partner outlets. They can also obtain product information and order products and services at
anytime online via the Swisscom website. In the digital customer centre, which is also accessible
via the Internet, customers can manage their personal details, subscriptions and bills on their own.
Swisscom fosters close ties with all stakeholder groups: shareholders, investors, employees, suppli-
ers, the general public, public authorities and, above all, its customers. It has long been committed
to its Swiss roots and endeavours to ensure that all citizens benefit from leading-edge technol-
ogies. This is reflected in Swisscom’s solution-oriented approach, which is geared to serving the
common good as well as the interests of the company.
Swisscom brand
In Switzerland, all core-business products and services are offered under the Swisscom brand.
Outside Switzerland, notably in Italy, Swisscom operates under the Fastweb brand. Swisscom also
operates under a range of other brands in related business fields.
Swisscom Ltd
Swisscom Ltd
Swisscom Ltd
Swisscom Switzerland Ltd
Swisscom Switzerland
Swisscom Switzerland Ltd
Fastweb
Fastweb
Fastweb
Swisscom IT Services
Swisscom Participations
Other
Swisscom IT Services
Swisscom IT Services
Group Related Businesses Others
Swisscom Participations
Other
Swisscom has consistently pursued a strategy of growing the Swisscom brand from a telecoms
and IT brand to an integrated brand positioned more broadly to cover the entire spectrum of tel-
ecoms, IT, media and entertainment. The success of Swisscom TV in particular has confirmed the
Swisscom brand’s competence in the field of digital entertainment. New products such as the iO
app have enabled Swisscom to further strengthen the innovative character of the brand, which is
now firmly established as a trusted companion for customers in a rapidly changing digital world
and conveys the company’s strong competence in the field of ICT.
Customer surveys show that the Swisscom brand is among the most trustworthy of Swiss brands.
It is perceived as authentic, reliable and of a high quality, is firmly anchored among consumers
and scores by far the highest ratings in the “top of mind” survey, well ahead of the competition.
The brand’s strength was once again confirmed in the year under review in a comparison of lead-
ing Swiss brands. According to the Interbrand “Best Swiss Brands 2013” study, the value of the
Swisscom brand has increased by some CHF 0.2 billion to CHF 5.0 billion, putting it in sixth place on
the list of Switzerland’s most valuable brands.
The traditional cornerstones of the Swisscom brand are quality, trust and service. Swisscom’s daily
contact with customers and its commitment to sustainability, which it honours continuously
through numerous initiatives and activities, featured again as themes in the company’s communi-
cations in 2013 and served to enrich the brand’s image.
Swisscom’s network infrastructure
Network infrastructure in Switzerland
Switzerland has one of the best IT and telecoms infrastructures in the world. According to an OECD
study, Switzerland leads the world in terms of broadband penetration (43.4%), ahead of the Nether-
lands and Denmark (source: OECD Broadband Portal, July 2013). In mobile communications, broad-
band coverage now extends to practically the entire population, making Swisscom the biggest net-
work operator in Switzerland by far, both in the fixed and mobile network.
The fixed network comprises two levels: an access network and a transport network. The access
network consists of over 1,500 local exchanges and around 3.4 million subscriber access lines to
end customers. Swisscom started many years ago to upgrade the fixed network with fibre. In a first
step, fibre-optic cables were laid between the local exchanges, from where they were extended
to neighbourhood cabinets (FTTC – Fibre to the Curb). Most subscriber access lines consist of cop-
per cables. Depending on the underlying technology, over 91% of households and businesses can
receive Swisscom TV, over 85% in high-definition quality. Many large companies and office com-
plexes have enjoyed fibre connections for some years now. Since autumn 2008, Swisscom has been
extending access to residential customers (Fibre to the Home, FTTH) and to small and medium-sized
enterprises. By the end of 2013, some 750,000 homes and businesses were connected with FTTH.
This figure is set to rise to around a million or around a third of all households in Switzerland by the
end of 2015. FTTH rollout is generally carried out in conjunction with local partners – mainly power
utility companies, cable network providers or municipalities. Swisscom has concluded over 20 part-
nership agreements to date which in many cases have been contractually committed.
Mobile data traffic is increasing every year.
Compared with the previous year,
data volume grew by
Investments in enhancing performance
and security in the Swiss infrastructure
and in fibre-optic network expansion
totalled
116 %
1.7 billion Swiss francs
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See
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networkcoverage
Additional partnership agreements were signed in 2013 and further agreements are at an advanced
stage. In addition to investing in FTTH, work is under way, laying fibre-optic cables to within a short
distance of individual homes and businesses using the new Fibre to the Street (FTTS) technology.
The use of vectoring technology as an intermediate step is expected to almost double network
performance from 2014, enabling the rapid and cost-effective nationwide rollout of ultra-fast
broadband.
In mobile communications, Swisscom has access to a frequency spectrum covering all common
frequency bands between 800 MHz and 2,600 MHz, so that over the longer term it will be able
to deploy GSM, UMTS and LTE technology as and when the need arises. All mobile frequencies
for the period up to the end of 2028 were newly allocated or allocated for the first time in an auc-
tion conducted in February 2012. As a result of the auction, Swisscom now has access to 42% of
the entire mobile spectrum. It has also equipped all of its sites with mobile antennas using sec-
ond- or third-generation technologies such as EDGE, UMTS or HSPA/HSPA+. And in 2012, Swisscom
became the first mobile provider in Switzerland to launch fourth-generation LTE technology on a
commercial basis. Swisscom will be able to use LTE (which supports high bandwidths) as a future
alternative to the fixed network in more remote-lying areas. By the end of 2013, Swisscom had
already extended LTE coverage to 85% of the Swiss population, and nearly a million Swisscom cus-
tomers were regularly using the new high-speed LTE network. LTE penetration now stands at 15%.
Data traffic throughout the mobile network is doubling practically every 12 months, compared
with 16 months in the fixed network. The volume of data in the fixed network, however, is 35 times
greater than in the mobile network.
Swisscom is continually expanding its broadband network, extending the product range and
increasing the number of antenna sites. Swisscom is committed to deploying modern, needs-ap-
propriate technologies in order to ensure efficiency and compliance with contemporary zoning
requirements while also minimising emissions. Swisscom’s rollout of LTE technology marks a fur-
ther important step into the future. Wherever possible, site expansion is coordinated with third-
party mobile providers; Swisscom already shares around 22% of its nearly 6,800 antenna sites with
other providers. And with over 2,000 hotspots in Switzerland, Swisscom is also the country’s lead-
ing provider of public wireless local area networks.
In a bid to improve efficiency, Swisscom is not only investing in latest-generation networks but also
systematically dismantling earlier-generation networks.
Network infrastructure in Italy
Fastweb’s network infrastructure consists of an all-IP fibre-optic network spanning a total distance
of over 36,000 kilometres. Fastweb reaches more than half of the Italian population with its own
fixed-network infrastructure, with more than two million or 10% of urban households and busi-
nesses connected by Fibre to the Home (FTTH). Fastweb plans to expand its fixed-network infra-
structure by an additional three and half million households and businesses. Under a partnership
agreement with Telecom Italia, Fastweb intends to invest around EUR 400 million in fibre-optic
expansion up to the end of 2016. This will be done by rolling out Fibre to the Street (FTTS) so as to
provide some 20% of homes and businesses in Italy with access to ultra-fast broadband by the end
of 2016.
Fastweb does have not a mobile network of its own, but offers proprietary services based on an
agreement with other mobile operators (MVNO).
General conditions
Macroeconomic environment
Swisscom’s financial position, results of operations and cash flows are primarily influenced by macro-
economic factors, notably economic trends, interest rates, exchange rates and the capital markets.
Economy
Switzerland enjoyed robust economic growth in 2013, thanks in large measure to strong domestic
demand. Gross domestic product (GDP) rose by 2%. Despite modest improvement in the economic
situation in Europe and an easing of the financial crisis, there is still the risk of a phase of sluggish
growth or even a recession setting in.
Gross domestic product Switzerland, rolling in CHF billion
610
595
580
565
550
586.7
591.8
574.3
603.5
554.3
2009
2010
2011
2012
2013
The bulk of Swisscom’s revenue stems from telephony, broadband services and television – services
based on fixed monthly fees and subject to low cyclical fluctuations in demand. By contrast, project
business with business customers and international roaming are affected by cyclical factors.
Interest rates
For many years, the general level of interest rates in Switzerland has been lower than in most other
industrialised countries. The main national banks adhered to their low-interest policy and interest
rates edged up slightly in 2013. The yield on ten-year government bonds at the end of 2013 was
around 1.25%.
Development of interest rates in Switzerland Yield on government bonds for 10 years in %
4.00
3.00
2.00
1.00
0.00
1.97
1.67
1.25
2009
2010
2011
2012
2013
0.74
0.56
Swisscom capitalised again in 2013 on the low-interest phase by entering into two financing trans-
actions: in the third quarter of 2013, Swisscom took out a loan of EUR 300 million with the Euro-
pean Investment Bank (EIB) and a debenture bond of EUR 500 million. Average interest expense
on financial liabilities is 2.4%, and average term to maturity four years. Market-based interest rates
influence the financial result as well as the measurement of various items in the Swisscom consol-
idated financial statements, such as goodwill impairment (Fastweb), defined benefit obligations
and non-current provisions for dismantlement and restoration costs. Interest levels also have a
material impact on returns and thus on the financial situation of the Swisscom pension fund.
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Exchange rates
There was only a minimal change in the value of the Swiss franc against currencies of key relevance
for Swisscom’s operations in 2013. The Swiss National Bank (SNB) adhered to the minimum CHF/EUR
exchange rate of 1.20.
Development of exchange rate at the end of period CHF/EUR
1.75
1.50
1.25
1.00
0.75
1.48
1.25
1.22
1.21
1.23
2009
2010
2011
2012
2013
See
www.swisscom.ch/
investor
Swisscom’s business activities in Switzerland are not materially influenced by currency move-
ments. Only a small share of revenue is generated in foreign currencies. The procurement of hand-
sets and technical equipment as well as the incurring of roaming charges for the use of fixed and
mobile networks abroad by Swisscom customers give rise to transaction risks in foreign currencies
(notably EUR and USD). These risks are partly hedged by forward foreign exchange transactions.
Swisscom finances itself primarily in Swiss francs. At the end of 2013, financial liabilities amounted
to CHF 8.8 billion, of which 89% in CHF and 11% in EUR. Currency translations in respect of foreign
Group companies, in particular Fastweb in Italy, affect the presentation of the financial position
and results of operations in the consolidated financial statements. Cumulative currency translation
differences in respect of foreign subsidiaries recognised in consolidated equity amounted before
deduction of tax effects to around CHF 1.9 billion in 2013 (previous year: around CHF 2.0 billion).
Capital market
International equity markets performed positively in 2013. The SMI rose by around 20%. Swisscom
holds surplus liquidity in the form of cash and cash equivalents and short-term money-market
investments. There are only insignificant direct financial investments in equities, bonds or other
non-current financial assets. Swisscom’s legally independent pension fund comPlan has total
assets invested in equities, bonds and other investment categories of around CHF 8.3 billion. These
assets are exposed to capital market risks. This indirectly affects the financial position presented in
Swisscom’s consolidated financial statements.
Legal and regulatory environment
Swisscom’s legal framework
Swisscom is a public limited company with special status under Swiss law. It is organised in compli-
ance with the Telecommunications Enterprise Act (TEA), company law and the company’s Articles
of Incorporation. Its business operations are governed primarily by telecommunications and broad-
casting legislation. Swisscom is also subject to rules governing business as a whole, namely compe-
tition law. As an stock-exchange-listed company, Swisscom is also required to comply with capital
market legislation as well as with the Federal Ordinance of 20 November 2013 against Excessive
Compensation in Listed Stock Companies.
Telecommunications Enterprise Act (TEA) and relationship with the Swiss Confederation
As of 1 January 1998 the former operations of Swiss Telecom PTT were legally transformed into
“Swiss Post” and “Swisscom Ltd” (hence the term “public limited company with special status”).
Under the terms of the TEA and the company’s Articles of Incorporation, Swisscom is responsi-
ble for the provision of domestic and international telecommunications and broadcast services as
well as related products and services. The TEA requires the Swiss Confederation to hold a majority
of the capital and voting rights in Swisscom. For the Swiss Confederation to give up its majority
shareholding, the TEA would need to be amended. Swisscom is also obliged to draw up a collec-
tive employment agreement in consultation with the employee associations. Moreover, every four
See
www.admin.ch/
dokumentation
See
www.admin.ch/
dokumentation
See
www.admin.ch/
dokumentation
years the Federal Council defines the goals which the Confederation as principal shareholder aims
to achieve. These include strategic, financial and personnel policy goals as well as goals relating
to partnerships and investments. To guarantee transparency the goals are made public to other
investors. The aims of the Confederation are incorporated in the strategic and operating targets
set by the Swisscom Board of Directors. For the year under review, the goals for the period 2010 to
2013 are relevant. The Federal Council has renewed its goals for the period 2014 to 2017 and set
Swisscom the following financial goals:
> Increase enterprise value over the long term and deliver a total shareholder return (dividend
payout and share performance) in line with that of comparable telecoms companies in Europe.
> Pursue a dividend policy that follows the principle of consistency and guarantees an attractive
dividend yield commensurate with other stock-exchange-listed companies in Switzerland. This
should meet the criteria of a sustainable investment policy, a risk-appropriate equity ratio and
easy access at all times to capital markets.
> Aim for a maximum net debt of 2.1 times EBITDA (operating income before depreciation and
amortisation); this ratio may be temporarily exceeded.
Telecommunications Act (TCA)
The Telecommunications Act governs the conditions under which market-dominant providers of
telecoms services are required to make their network available to other providers. The Act covers
a comprehensive catalogue of access types and in the area of the “last mile” is restricted to copper
cables. The access services cited in the Act must be offered at regulated conditions and above all at
cost-based prices. In addition to network access, the Act governs universal service provision, laying
down the framework for the reliable and affordable provision of basic telecommunications to all
sections of the population in all regions of the country. The scope of services as well as the related
quality and pricing requirements are determined periodically by the Federal Council. The universal
service provision licence granted to Swisscom in 2007 by the Federal Communications Commis-
sion (ComCom) runs until 2017. The Telecommunications Act also governs conditions for use of the
radio frequency spectrum.
Competition law/Federal Cartel Act
The Cartel Act prohibits anti-competitive agreements between companies, provides for sanctions
in the event of abuse by companies of their market-dominant position, and prohibits business com-
binations that result in the elimination of competition. Discrimination of trading partners with
respect to prices or other business conditions is considered to be an example of abuse.
Capital market law
The shares of Swisscom Ltd are listed on the SIX Swiss Exchange in Zurich. In addition, Swisscom
has issued bonds which are traded on the SIX Swiss Exchange. Swisscom is therefore required to
comply with Swiss stock market legislation and regulations. The company is also subject to regula-
tions governing accounting and financial reporting as well as rules relating to ad-hoc publicity and
the disclosure of transactions in Swisscom securities by members of the Board of Directors and
the Group Executive Board. Shareholdings in Swisscom must also be disclosed if they exceed or fall
below a certain limit.
Ordinance Against Excessive Compensation in Listed Stock Companies (OaEC)
The OaEC enters into force on 1 January 2014 and provides for the implementation of transitional
provisions. From 1 January 2014, members of the Board of Directors (including the Chairman) as
well as members of the Compensation Committee and the independent proxy must be elected on
an annual basis by the Annual General Meeting for a one-year term of office. Voting representation
by governing bodies and/or custodians is not permitted. It is also prohibited to award severance
payments, advance compensation and bonus payments for company acquisitions and disposals.
The Board of Directors must undertake to draw up a compensation report, in writing, for financial
years starting on or after 1 January 2014. Shareholders must vote on total compensation for the
Board of Directors and the Group Executive Board starting from the 2015 Annual General Meeting
at the latest. In addition, companies must ensure that powers of attorney and instructions can also
be assigned electronically to the independent proxies. The Articles of Incorporation and regula-
tions must be revised in line with the provisions of the Ordinance by no later than the 2015 Annual
General Meeting. The Ordinance stipulates certain types of abuse that constitute an offence pun-
ishable by law.
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Regulatory developments in Switzerland in 2013
Ongoing proceedings relating to telecommunications and competition legislation
In recent years, a number of proceedings relating to telecommunications and competition law have
been initiated against Swisscom. Ongoing proceedings in connection with the Telecommunica-
tions Act and Cartel Act are described in Notes 28 and 29 to the consolidated financial statements.
See Report
pages 199–200
Telecommunications market evaluation
In 2012, the Federal Council published a follow-up report to its 2010 telecoms market evaluation,
in which it concluded among things that, despite an observable investment dynamic, there are
indications of local competition issues or the emergence of a monopoly situation. The Federal
Council announced that it would commission the Administration to prepare a draft revision of the
Telecommunications Act before the end of the current legislative period (2011–2015). The revision
should provide for a more flexible regulatory framework than today which would permit interven-
tion by the regulator as needed. One conceivable option is the introduction of technology-neutral
regulatory instruments at legislative level which would only be enacted by the Federal Council for
the technologies in question, should the need for regulatory intervention arise, for example if com-
petition in the market failed to function properly.
Revision of the Ordinance on Telecommunications Services (OTS)
On 17 April 2013, the Department of the Environment, Transport, Energy and Communications
(DETEC) opened a hearing on the revision of the Ordinance on Telecommunications Services (OTS
revision). The revision is intended to amend the methods used to calculate cost-based prices for
network access services, which are regulated by the Telecommunications Act (TCA).
Roaming
On 20 September 2011, contrary to the Federal Council’s proposal, the National Council approved
the motion calling for “an end to exorbitant mobile charges abroad”. A similar motion was passed in
spring 2013. The motion calls for the Federal Council to fix binding maximum tariffs to be adopted
by all telecoms providers for inbound and outbound calls, SMS messages and data transfers over
mobile devices when used abroad, in line with the requirements imposed by the European Union.
Following consultation with the operators, the Council of States decided on 19 March 2013 to sus-
pend the motions until the end of 2014 and to commission the Federal Council to deliver a report
to parliament by the end of 2014 on the trend in roaming prices and, in particular, the new technical
possibilities such as local breakout (the ability to switch temporarily to a local provider abroad with-
out having to exchange the SIM card and the phone number). On 17 September 2013, the National
Council also spoke out in favour of suspending the motions.
Network neutrality
A motion put before the National Council on 14 December 2012 called for the legal enforcement
of network neutrality. The rationale behind the initiative is that network operators can deploy new
technologies at their own discretion and so discriminate against content, thereby posing a threat to
freedom of opinion and information. On 13 February 2013, the Federal Council proposed that the
motion be rejected and pointed out that it was intending during the current legislative period to
commission a draft consultation paper calling for a partial revision of the Telecommunications Act
which includes proposals on the issue of network neutrality. In autumn 2013, the Federal Office of
Communications (OFCOM) set up a network neutrality workgroup tasked with drawing up a report
by the summer of 2014.
Copyright protection – tariff proceedings
In tariff negotiations with the copyright collecting agencies, Swisscom is represented by
Swissstream, the Swiss association of streaming providers. Swisscom is particularly interested in
the Joint tariff 12 and the Joint tariff 4 e proceedings due to be dealt with in 2013.
Joint tariff 12 for the recording of TV programmes and replay TV is of vital importance to Swisscom.
The Federal Arbitration Board responsible for exploitation of copyrights and related intellectual
property rights approved this tariff in a ruling issued on 17 December 2012. The ProsiebenSat1
Group has lodged an appeal against the decision with the Federal Administrative Court.
The copyright collecting agencies have been negotiating with the user associations on Joint
tariff 4 e for the storage of copyright-protected works on mobile phones since 2009. Both the user
associations and the collecting agencies filed appeals with the Federal Administrative Court against
the rulings of the Federal Arbitration Board concerning the disputed tariffs for the tariff periods
2010–2011 and 2012–2013. Further tariff negotiations on the matter have been suspended until
such time as the Federal Administrative Court reaches a decision.
Revision of the Federal Law on the Monitoring of Postal and Telecommunications Traffic (BÜPF)
On 27 February 2013, the Federal Council submitted to parliament its message proposing a revision
of the BÜPF. The aim of the revision is to ensure that the required monitoring cannot be prevented
through the use of modern technologies. The current fee and payment model would be retained.
The matter is still being debated in parliament.
Regulatory differences between Switzerland and the European Union
In the European Union (EU), the regulatory authorities have extensive powers to analyse markets
and impose on market-dominant companies obligations relating to non-discrimination, trans-
parency and forms of access (“ex-ante regulation”). The Swiss regulator has rejected this type of
practice, opting instead for ex-post regulation (primacy of negotiation and appeal principle) on
the grounds that market conditions in Switzerland differ from those in most EU member states.
The Swiss market is characterised by virtually nationwide competition between Swisscom and
the cable network operators. Moreover, municipal and regional power utility companies have also
entered the market. The market situation prevailing in Switzerland therefore necessitates a differ-
ent set of regulations from those in place in countries such as France and Italy, where no platform
competition has evolved due largely to the existence of a single network provider.
Legal and regulatory environment in Italy
Fastweb’s legal framework
As a member of the European Union, Italy is required to bring national legislation into line with
the European legislative framework. The Italian regulatory authority Autorità per le Garanzie nelle
Comunicazioni (AGCOM) has the task, based on an analysis of the markets defined by the European
Commission, of imposing regulatory obligations on companies. Drafts of such regulations must
be submitted to the European Commission and the regulatory authorities of the other member
states, who have the right to comment on or veto the draft. The business operations of Swisscom’s
Italian subsidiary Fastweb are therefore heavily influenced by Italian and European telecommuni-
cation legislation and its application.
Regulatory developments in Italy in 2013
In December 2013, AGCOM agreed to a reduction in prices for unbundled fixed access lines and bit-
rate services from EUR 9.28 to EUR 8.68 and from EUR 19.50 to EUR 15.14 respectively.
In 2011, the Italian regulatory authority AGCOM issued a ruling to the effect that fixed-line ter-
mination rates between Telecom Italia and third-party fixed-network providers were to be billed
symmetrically from 1 January 2012. The Administrative Court reversed the decision on the grounds
that in 2012 no symmetry existed as yet in the IP-based network architectures. As a consequence,
AGCOM decreed an increase of 33% in fixed-line termination rates for third-party networks to
EUR/cent 0.361 per minute for 2012, thereafter falling in stages from July 2013 based on the model
of an efficient IP architecture. AGCOM is aiming for a price of EUR/cent 0.043 per minute as from
1 July 2015.
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Sustainable environment
Dialogue with stakeholder groups and strategic priorities
Employees and
employee representation
Partners/NGOs
Public
Responsible
employer
Sustainable living
and working
Customers
Media
Telecommunications
for all
Sustainable
use of resources
Shareholders and
external investors
Suppliers
Authorities and
legislators
Swisscom fosters dialogue with its most important stakeholder groups via electronic media, over
the phone, through surveys, information events, business meetings, road shows and conferences,
as well as in customers’ homes and in the Swisscom Shops. In 2013 – as in previous years – Swisscom
took note of the concerns of the various stakeholder groups, prioritising them and among other
things incorporating them into its corporate responsibility strategy.
Stakeholder management at Swisscom is decentralised in order to ensure proximity and ongoing
contact with the individual stakeholder groups.
Customers
Swisscom systematically consults residential customers in order to identify their needs. Customer
relationship managers, for example, gather information on customer needs directly at customer
touch points. The Corporate Business division conducts quarterly surveys that include questions on
sustainability. Swisscom also maintains regular contact with consumer organisations in all linguis-
tic regions of Switzerland and runs blogs as well as online discussion platforms. The overall findings
show that customers expect attractive pricing, market transparency, responsible marketing, com-
prehensive network coverage, network stability, low-radiation communication technologies and
sustainable products and services.
Shareholders and external investors
Besides the Annual General Meeting, Swisscom fosters dialogue with shareholders at analysts’
presentations, road shows and in regular teleconferences. Over the years, it has also built up con-
tacts with numerous external investors and rating agencies. Shareholders and external investors
expect above all growth, profitability and innovation from Swisscom.
Authorities
Swisscom maintains regular, close contact with various public authorities. A key issue in its deal-
ings with this stakeholder group concerns mobile network expansion. Mobile data applications
are becoming increasingly popular with customers. But while mobile communications are clearly
See
www.swisscom.ch/crblog
appreciated and widely used, acceptance of the required infrastructure is sometimes lacking. Net-
work expansion gives rise to tension because of the different interests at stake. For many years,
Swisscom has been engaged in dialogue with residents and municipalities on network planning,
which in the case of construction projects gives the parties affected an opportunity to suggest
suitable alternative locations. Swisscom also liaises regularly with public authorities in other areas
and on other occasions: for example, it invites ICT heads of the cantonal education authorities to
an annual two-day seminar on the subject of “Internet for Schools”. As a stakeholder group, public
authorities expect Swisscom to act decisively in the way it recognises its responsibility towards the
public at large and towards young people in particular.
Legislators
Swisscom is required to deal with political and regulatory issues, advocating the company’s inter-
ests vis-à-vis political parties, public authorities and associations. Legislators expect compliance
from Swisscom.
Suppliers
Swisscom’s procurement organisations regularly deal with suppliers and supplier relationships,
analysing the results of evaluations, formulating targets and reviewing performance. Once a year,
they invite their main suppliers to the Key Supplier Day. The focus of the event is on risk mitigation
and responsibility in the supply chain.
See
www.swisscom.ch/
supplierawards
Media
Swisscom maintains close contact with the media – seven days a week. Its relationship with the
media is informed by professional journalistic principles.
Employees and employee representation
In order to meet its mandate and live up to its customer promise, Swisscom relies on fully-com-
mitted employees who think and act proactively. It is our employees who transform Swisscom
into a tangible experience for customers. Engaging in dialogue with customers and ensuring that
the information gathered at the customer interfaces flows back to the company and into the deci-
sion-making processes allow Swisscom to continually improve its products and services. Using a
wide range of communications platforms and activities, Swisscom promotes a corporate culture
that encourages dialogue and cross-collaboration within the company. Every two years, Swisscom
conducts an employee survey, the results of which provide ideas for new projects and measures.
Helping to shape Swisscom’s future is one of the most important tasks of the Employee Representa-
tion Committee. Twice a year, Swisscom organises a round-table meeting with the employee rep-
resentatives to discuss the main issues of social partnership, training and development, diversity,
health and safety at work.
Partners and NGOs
Swisscom believes in the importance of sharing insights and information with partners within
the framework of projects: for example, with the WWF Climate Group, myclimate, the Swiss Child
Protection Foundation and organisations that address the special needs of disadvantaged groups.
Active partnerships and social and ecological commitment are especially relevant for this stake-
holder group.
Materiality/materiality matrix
The materiality matrix covers the key issues that are important to stakeholders and Swisscom, and
illustrates where they fall within the company’s four strategic priorities in the area of corporate
responsibility. The matrix also denotes other issues that have an impact on Swisscom’s business
strategy.
Swisscom carefully monitors each issue in the matrix and handles them according to priority. Those
with the highest priority and of major relevance to both stakeholders and Swisscom are positioned
in the top right-hand box. Other topics such as noise, water protection, wildlife conservation, vio-
lence and population growth are important from an ecological and social point of view, but are not
pivotal to Swisscom’s activities.
The issues can be identified based on their relevance to Swisscom’s business strategy and the con-
cerns of stakeholders. They are examined and dealt with internally according to level of importance
and scope either by specialist departments or by those bodies that act as contact partners for the
respective stakeholders. The issues are also discussed by other bodies such as division manage-
ment, the Management Board of Swisscom Switzerland and the Group Executive Board. If neces-
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See
www.swisscom.ch/
cr-partnerships
See Report
pages 76–77
sary, these bodies initiate the appropriate measures. The matrix topics and priorities were validated
by representative target groups in a survey conducted in October 2013. Government authorities,
partners and NGOs such as the WWF and myclimate commented on ecological aspects, while the
Swiss association for audiovisual learning (SSAB) and the Federal Social Insurance Office (FSIO),
which are jointly responsible for the National Programme for the Promotion of Media Skills, com-
mented on social aspects. The survey concluded that Swisscom should promote climate-friendly
products and services even more strongly, since they are able to make a substantial contribution
to combating climate change. These findings are also confirmed by the most recent study of the
International Global e-Sustainability Initiative (GeSI smarter 2020) as well as Swisscom’s latest eval-
uation. The topic of climate-friendly products and services is therefore classified as highly relevant
within the matrix.
Issues highlighted by the FSIO and SSAB surveys, such as the shortage of specialist staff and gener-
ation management, have also been incorporated in Swisscom’s materiality matrix under diversity
and personnel training and development. There is consensus as regards the rating accorded to the
other issues. The issues are arranged alphabetically within the boxes of the materiality matrix.
Begleitung und Beratung der Linieneinheiten durch die KL-/GL-Mitglieder*
Swisscom materiality matrix 2013
Basic service provision
Health and safety in the workplace
Sponsorship/partnerships
Youth media protection
Corporate governance/Compliance/Legal and regulatory environment
Customer satisfaction
Data protection
Eco-friendly offerings (products and services)
Employee representation and union relations
Energy consumption and CO2-emissions (infrastructure efficiency)
Financial position and cash flows
Investments and network infrastructure
Low-radiation communications technologies
Payout policy and share performance
Revenues and results (turnover and EBITDA)
Corporate volunteering
Diversity
Ecological aspects of operations
Promotion of start-ups/social entrepreneurship
Innovation and development
Personnel training and development
Promoting media competency
Responsibility in the supply chain
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relevant
very relevant
Materiality for Swisscom
Management commentary
Corporate governance
Corporate responsibility/annex
Market trends in telecoms and IT services
Swiss telecoms market
Switzerland has three mobile networks and several transport and access networks in the fixed
network area. TV signals in Switzerland are transmitted terrestrially via antenna as well as satel-
lite. The Swiss telecoms market is highly developed by international standards. It is characterised
by innovation, a wide range of voice and data services, and television signal broadcasting. Total
revenue generated by the telecoms market in Switzerland is estimated at around CHF 17 billion.
The market is in a state of transition, driven by the growing convergence of telecommunications,
information technology, media and entertainment. People nowadays can access the Internet from
anywhere and at any time using a whole range of devices. The rapid spread of smartphones is
changing the needs of customers. Swisscom spotted this trend and in June 2012 was one of the
first telecoms providers in the world to introduce new types of mobile subscription (infinity tariffs)
which allow customers to make unlimited phone calls and send unlimited SMS messages to all
Swiss mobile networks, as well as unlimited Internet surfing at flat rates. The individual subscrip-
tions mainly differ in terms of mobile data speeds. As smartphone penetration increases, so too
does the volume of data and hence the load on networks. Swisscom is investing continuously in
the network infrastructure of the future in order to keep pace with this development. In 2012,
Swisscom expanded its mobile frequency portfolio after successfully competing in an auction.
Swisscom is also tackling the relentless growth in data traffic by continuously expanding fixed
broadband access and deploying new technologies in the mobile network such as LTE (Long Term
Evolution). Swisscom also offers bundled offerings that combine different technologies such as
fixed-line access with telephony, Internet and TV, plus the option of a mobile line. Competition is
continuing to drive down prices. The Swiss telecoms market can be broken down into submarkets
of relevance to Swisscom: fixed-line, mobile, broadband and TV.
Swisscom Switzerland access lines in thousand
6,407
419
5,988
8,000
6,000
4,000
2,000
0
Fixed-line
2,879
806
2,073
2,026
215
1,001
810
1,000
724
276
Mobile
subscribers
Telephone
Broadband
Wholesale
Bundle subscriptions
Single subscriptions
256
Swisscom TV
subscribers
Unbundled
access
lines
Fixed-line market
Fixed-line telephony is mainly based on lines running over the telephone network and cable net-
works. Market shares have changed very little over the last few years. Swisscom leads the market,
well ahead of its competitors. The spread of mobile telephony in recent years has led to a rapid
decline in the number of phone calls made over the fixed network and a continuing fall in Swisscom
fixed lines. This trend continued in 2013, with the number of fixed lines falling by around 4% to
2.9 million, mainly due to the substitution of fixed lines by mobile communications. At the end of
2013, the number of unbundled fixed lines totalled 256,000.
Mobile communications market
Three companies operate their own wide-area mobile networks in Switzerland: Swisscom, Orange
Switzerland and Sunrise. While GSM network coverage is close to 100% of the population, the
demands on mobile networks continue to grow. So that it can continue to offer customers opti-
mum data access, Swisscom is investing in new mobile technologies such as LTE. At the end of 2013,
some 85% of the Swiss population had access to the latest-generation mobile network. Growth in
mobile lines (SIM cards) in Switzerland was slower than in 2012 due to the already high market
penetration. Together, the three network operators have a combined total of around 10.5 million
mobile lines; penetration in Switzerland is around 130%. The technical possibilities offered by
mobile communications are increasing due to the rapid spread of smartphones. A growing number
of customers access their data, e-mails and Internet while on the move. Swisscom’s infinity tariffs
reflect customers’ changing needs. At the end of 2013, around 1.7 million customers were using
the new infinity offerings. For occasional mobile network users, Swisscom provides prepaid offer-
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ings with no monthly subscription fee, so that they are charged only as and when they access the
network. Machine-to-machine (M2M) mobile data is a growth market which in future will support
a whole range of applications such as automatic localisation in the event of a vehicle breakdown.
Swisscom makes its mobile network available to third-party providers (MVNO, mobile virtual net-
work operators) so that they can offer their customers proprietary products and services over the
Swisscom network.
Market shares mobile subscribers in Switzerland* in %
Swisscom mobile access lines in thousand
16%
Orange
24%
Sunrise
6,049
2,249
3,800
6,217
2,199
4,018
6,407
2,176
4,231
60%
Swisscom
8,000
6,000
4,000
2,000
0
Prepaid
Postpaid
* Estimate Swisscom
2011
2012
2013
In 2013, Swisscom’s market share remained relatively stable at 60%. The percentage of postpaid
customers in Switzerland is around 62%. As in previous years, prices for mobile services continued
to be squeezed by competition, driving down average monthly revenue per customer accordingly.
Broadband market
The most widespread access technologies for fixed broadband in Switzerland are the telephone
network based on DSL and cable networks. At the end of 2013 the number of retail broadband lines
in Switzerland totalled around 3.3 million or around 92% of all households. Switzerland therefore
leads the way internationally in terms of market penetration of broadband lines. Swisscom’s DSL
offerings reach more than 98% of the Swiss population.
Market shares broadband access lines in Switzerland* in %
Swisscom Broadband access lines in thousand
15%
Other
31%
Cable
operators
54%
Swisscom
3,000
2,250
1,500
750
0
1,842
181
614
1,047
1,913
186
788
939
2,026
215
1,001
810
Wholesale
Bundle subscriptions
Single subscriptions
* Estimate Swisscom
2011
2012
2013
Growth in broadband lines is slowing from year to year. In 2013, the number of lines grew by around
4%, versus around 5% in 2012. As in the previous year, growth in broadband access lines provided
by cable network operators outpaced that of telephone-based DSL broadband access lines. DSL
broadband accounted for around a third of new lines in 2013, corresponding to a market share of
all broadband lines of around 69%. Of these, 54% (prior year: 55%) were Swisscom end customers
and 15% (prior year: 16%) wholesale offerings and fully unbundled lines. Broadband is increasingly
becoming the basic Internet access for households, through which customers can access additional
services or bundled offerings.
TV market
The most important modes of transmission for TV signals in Switzerland are cable, broadband, sat-
ellite, antenna (terrestrial) and mobile. The importance and market penetration of digital television
continues to grow. In May 2013, the Federal Department of the Environment, Transport, Energy and
Communication (DETEC) decided to phase out (in two stages) the obligation to broadcast analogue
television signals. As of 1 June 2013, the obligation was lifted for selected foreign TV channels; as of
1 January 2015, the obligation will be lifted for certain domestic TV channels. This will mainly affect
cable network operators. If a cable network operator offers customers a free converter which con-
verts the digital signal into an analogue signal, thereby allowing them to receive a comparable
basic digital package, the operator is immediately freed from its obligation to broadcast analogue
channels. This is already the case with upc cablecom, Switzerland’s biggest cable network operator.
Cable television, Swisscom TV and satellite reception account for the largest market shares. Sunrise
has been offering its own digital television services since 2012.
Market shares digital TV in Switzerland* in %
Swisscom TV subscribers in thousand
13%
Satellite
24%
Other cable
4%
Antenna
23%
Swisscom
2%
Sunrise
34%
upc Cabelcom
1,000
750
500
250
0
608
383
225
1,000
724
791
521
270
276
Bundle subscriptions
Single subscriptions
* Estimate Swisscom
2011
2012
2013
Swisscom has been steadily growing its market share over the last few years thanks to its own dig-
ital TV offering, Swisscom TV. At year-end 2013, it commanded a market share of 23% (prior year:
20%). In 2013, the number of Swisscom TV customers rose by 209,000 to 1.0 million. Swisscom
TV offers over 200 television channels, more than 6,100 films (video-on-demand) and over 4,000
exclusive live sports coverage (mainly football and ice hockey). Swisscom TV also offers conveni-
ence features such as replay TV (allowing viewers to watch missed programmes for up to 30 hours
after transmission), live pause, a recording function, picture-in-picture, TV apps for weather, news,
photos and other services, and a TV guide. Thanks to a mobile app, customers can access the ser-
vices and schedule at any time while on the move. Swisscom TV is available in a range of packages
to meet all customer needs.
Italian broadband market
Italy’s broadband market is Europe’s fourth largest, with a revenue volume of around EUR 14 bil-
lion. Unlike most other European markets, no competition exists in Italy between DSL-based broad-
band providers and cable network operators. Broadband penetration is well below the European
average, accounting for just over 50% of households. The total number of broadband lines in Italy
remained steady in 2013 at around 13.6 million. Fastweb increased the number of broadband lines
year-on-year by 9.9% or 175,000 to 1.94 million, outperforming its competitors in terms of new
customers in 2013.
Market shares broadband access lines in Italy* in %
Fastweb broadband access lines in thousand
6%
Others
13%
Vodafone
16%
Wind
14%
Fastweb
51%
Telecom Italia
2,000
1,500
1,595
1,942
1,767
1,000
500
0
* Estimate Swisscom
2011
2012
2013
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Telecom Italia commands the lion’s share of the broadband market, with 51% of all broadband lines
(prior year: 52%) compared with Fastweb’s 14% (prior year: 13%). Three integrated players dominate
the market: Telecom Italia, Vodafone and Wind. Thanks to economies of scale, they are able to
maintain a strong advertising presence and build up a dense sales network. For service providers, a
permanent countrywide presence is becoming increasingly important, given the growing complex-
ity of products and services and increasing legal constraints on telephone sales due to data privacy.
With this in mind, Fastweb has decided to expand its own sales network, improve the efficiency of
its dealer structure and step up investment in its own sales outlets in major Italian cities.
IT services market in Switzerland
In 2013, the IT services market generated a revenue volume of CHF 7.9 billion. Swisscom expects the
market volume in 2016 to total CHF 8.6 billion. Growth prospects have improved slightly. Growth is
expected in the segment for applications-based services, which are often sector-specific or based
on SAP. Business process outsourcing (BPO) and cloud services are also expected to grow, whereas
the outlook for classic infrastructure services is rather one of stagnation or even decline.
Market shares IT services in Switzerland* in %
Swisscom IT Services Net revenue in CHF million
64%
Others
8%
Swisscom IT Services
1,000
12%
IBM
8%
HP
5%
Accenture
3%
T-Systems
750
500
250
0
827
531
833
521
925
612
296
312
313
External
Swisscom
* Estimate Swisscom only revenue from external customers
2011
2012
2013
Swisscom IT Services remains one of the biggest providers of IT services in Switzerland, with a
market share of 8%, and has substantially increased its share of the banking BPO market. Having
acquired Entris Integrator Ltd and Entris Operations AG in the first half of 2013, Swisscom IT Services
now offers an IT back-office management solution (including process handling) to some 50 banks
and has paved the way for further growth in business process outsourcing for the banking sector.
Swisscom IT Services defended its market position in IT outsourcing and laid the foundations for
further growth in cloud computing by setting up new platforms.
Group structure and organisation
Management structure in the 2013 financial year
The Group organisation is based on the following management structure: the Board of Directors
of Swisscom Ltd is responsible for overall management and for determining the Group’s strategic,
organisational and budgetary principles. It delegates day-to-day business management to the CEO
Swisscom Ltd, who, together with the Heads of the Group divisions Group Business Steering, Group
Strategy & Innovation and Group Human Resources as well as the CEO of Swisscom IT Services
and the Head of Swisscom Switzerland, make up the Group Executive Board. Swisscom’s financial
reporting focuses on three operating divisions: Swisscom Switzerland, Fastweb and Other oper-
ating segments. Swisscom Switzerland is subdivided into the Residential Customers, Small and
Medium-Sized Enterprises, Corporate Business, Wholesale and Network & IT operating segments.
Swisscom Switzerland is the contact partner for telecoms and data services in Switzerland and
Fastweb in Italy. Swisscom IT Services supports corporate customers in all IT-related matters.
Group structure
Swisscom Ltd comprises the following five Group divisions: Group Business Steering, Group Strat-
egy & Innovation, Group Communications & Responsibility, Group Human Resources and Group
Participation Management. These together with the subsidiaries make up the Swisscom Group.
The shares of Swisscom Ltd are listed on the SIX Swiss Exchange in Zurich and are also traded over
the counter (OTC) in the form of American Depositary Receipts (ADR) Level 1. As at 31 December
2013, the Swiss Confederation as majority shareholder held 51.2% of the voting rights and issued
capital.
As at 31 December 2013, 27 Swiss subsidiaries (prior year: 22) and 33 foreign subsidiaries (prior
year: 32) are fully consolidated in Swisscom’s consolidated financial statements. In addition, 7 asso-
ciates (prior year: 9) are accounted for according to the equity method.
In February 2013, Hospitality Services acquired the business operations of Deuromedia, a global
provider of IP-based infotainment solutions for the hospitality market. At the end of March 2013,
Datasport AG acquired 100% of the shares in Abavent GmbH, a German provider of services for
sport events. In April 2013, Swisscom IT Services assumed control of the Entris Banking business
platform and also acquired Entris Integrator Ltd. The business platform of Entris Integrator Ltd is
used by banks to process their banking transactions, from payment transactions and credit busi-
ness to securities trading and e-banking. Following the takeover, Swisscom IT Services changed the
name of Entris Integrator Ltd to Swisscom Banking Provider Ltd. In addition, in June 2013, Swisscom
IT Services took over Entris Operations AG, which specialises in the processing of payment trans-
actions and securities trading for around 50 banks. After the takeover, Entris Operations AG was
merged with Swisscom Banking Provider Ltd. In April 2013, Swisscom increased its stake in CT Cin-
etrade AG (Cinetrade) from 49% to 75%. Cinetrade offer TV-services, Pay-TV, broadcast of sport
events and Video-on-Demand (VOD). Cinetrade also operates one of Switzerland’s leading cinema
chains. In December 2013, Swisscom Switzerland also purchased a 67% stake in DL-Groupe GMG
AG, a provider of IP-based managed unified communication and collaboration services.
Swisscom Ltd holds direct shareholdings in Swisscom (Switzerland) Ltd, Swisscom IT Services Ltd,
Swisscom Broadcast Ltd and Swisscom Real Estate Ltd. Fastweb S.p.A. (Fastweb) is held indirectly
via Swisscom (Switzerland) Ltd and intermediate companies in Belgium and Italy. Group Related
Businesses (formerly Swisscom Participations) is not a legal entity but is responsible for manag-
ing a portfolio of small and medium-sized enterprises. Swisscom and PubliGroupe have reciprocal
interests of 49% each in LTV Yellow Pages Ltd and Swisscom Directories Ltd. Swisscom Re AG in
Liechtenstein is the Group’s own reinsurance company.
See Report
page 117
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Board of Directors
Group Executive Board
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> Group
> Group
> Group
> Group
> Group
Business Steering
Strategy & Innovation
Communications
Human Resources
& Responsibility
Participation
Management
Swisscom
Switzerland1
Fastweb
Swisscom IT
Services (ITS)
Group related
Businesses
Other operating
segments
Group
Headquarters
> Swisscom
> Fastweb S.p.A.
(Switzerland) Ltd
> Fastweb
Wholesale S.r.l.
> Axept Ltd
> CT Cinetrade Ltd2
> DL-Groupe
GMG AG
> local.ch Ltd
> Swisscom
Directories Ltd
> Wingo Ltd
> Belgacom
> Metroweb S.p.A.
International
Carrier SA
> LTV Yellow
Pages Ltd
> Swisscom IT
Services Ltd3
> ITS Banking
Provider Ltd
> ITS Finance
Custom
> Alphapay Ltd
> Billag Ltd
> Cablex Ltd
> Sicap4
> Swisscom
> Hospitality
Services5
> Swisscom
> Swisscom Ltd
> Swisscom
Belgium N.V.
Real Estate Ltd
> Swisscom
> Venturing
Italia S.r.l
Broadcast Ltd
Participations6
> Swisscom
Solutions Ltd
> Swisscom
> ITS Sourcing Ltd
Energy
Re Ltd
> Worklink AG
Solutions Ltd
> Swisscom
Event & Media
Solutions Ltd
> Medgate
> Venturing
Holding Ltd
Participations
1 Swisscom Switzerland comprises the operating segments Residential Customers, Small and Medium-Sized
Enterprises, Corporate Business, Wholesale and Network & IT.
2 CT Cinetrade Ltd has subsidiaries in Switzerland: kitag kino-theater Ltd, PlazaVista Entertainment AG and Teleclub AG.
3 Swisscom IT Services Ltd has subsidiaries in Austria and Singapore.
4 Sicap has subsidiaries in France, Malaysia, Singapore and South Africa.
5 Hospitality Services has subsidiaries in Austria, Belgium, Denmark, Finland, France,
Germany, Hong Kong, Italy, Luxembourg, the Netherlands, in Norway, Portugal,
Philippines, Romania, Spain, the UK and USA.
6 Venturing Participations comprises the fully consolidated company Mona Lisa Capital Ltd.
Scope of sustainability report
The scope of the sustainability report in compliance with the Global Reporting Initiative (GRI)
covers Swisscom Ltd and all fully consolidated subsidiaries domiciled in Switzerland. It does not
cover Group companies domiciled abroad or associates. The Group’s main foreign shareholding is
Fastweb in Italy. The closely related foundations comPlan (pension fund) and sovis (a not-for-profit
foundation that provides assistance and support for employees and retirees) are also not included
in the scope. Any deviation of the GRI reporting boundary from the above definition is duly reported.
Change in management structure from 1 January 2014
In order to offer business customers one-stop offerings and speed up the delivery of cloud-based s olu-
tions, Swisscom has bundled its Corporate Business, Network & IT and Swisscom IT Services activities.
From 1 January 2014, all corporate customers will be served by the new Enterprise Customers divi-
sion, making it one of the biggest integrated ICT providers for large companies in Switzerland. The IT,
Network & Innovation division will be responsible for the operation of all IT systems, including the IT
platforms previously managed by Swisscom IT Services, and for the development and production of
standardised IT and network services for the entire Swisscom Group.
The integration of Swisscom IT Services in Swisscom Switzerland will result in a simplified Group
structure. From 1 January 2014, the Group Executive Board will comprise the following members:
Urs Schaeppi (CEO), Marc Werner (Residential Customers), Roger Wüthrich-Hasenböhler (Small and
Medium-Sized Enterprises), Andreas König (Enterprise Customers), Heinz Herren (IT, Network &
Innovation), Mario Rossi (Group Business Steering) and Hans Werner (Group Human Resources).
Stefan Nünlist (Group Communications & Responsibility), Martin Vögeli (Group Strategy & Board
Services) and Roger Halbheer (Group Security) will also report directly to the CEO. Fastweb will be
managed in future via the Board of Directors chaired by Swisscom CEO Urs Schaeppi.
CEO Swisscom Ltd
Group
Communications
& Responsibility
Group Strategy
& Board Services
Group Security
Residential
Customers
Small and Medium
Enterprises
Enterprise
Customers
IT, Network
& Innovation
Group Business
Steering
Group Human
Resources
Member of the Group Excecutive Board
Group Functions
Group Companies
Corporate strategy
Swisscom commands a leading position in the mobile, fixed, broadband and digital TV submarkets.
It is also the market leader in IT services. In its traditional usage-based business, stiff competition
and changing customer needs continue to erode prices and volumes. The resulting lower revenue
and income need to be offset in order to ensure that sufficient financial resources are available for
major investments in new technologies.
The ICT sector is characterised by the following key trends and developments:
> Everything always on: In a few years from now, Swisscom customers will be able to access all
their private and work-related applications and data in real time using any digital device. This is
changing customers’ usage behaviour and creating new business opportunities.
> IP-based telecommunications market: In future, to improve the customer experience and accel-
erate product development, all products and services will be operated based on Internet pro-
tocol. Digitalisation and mobility are changing business models and opening up many growth
opportunities for telecoms service providers.
> Global competition: The number of Internet-based communications services available free of
charge is growing apace. In recent years, new global competitors have entered the telecoms
market. These worldwide OTT providers benefit from global economies of scale and are chang-
ing business models in the telecoms market.
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Swisscom’s long-term “Swisscom 2020” strategy is aimed at maintaining Swisscom’s position in
the ICT market and offering customers only the best:
Everything
always on
Internet-
based
Global
competition
Building the best infrastructure
Fast, secure network access,
available everywhere at all times
Creating the best experiences
Innovative, inspiring services
with professional support for
our customers
Realising the best growth opportunities
Innovation and sustainable
growth in the core business
and associated business fields
Trusted
Simply
Inspiring
Swisscom’s mission statement: a trusted partner in today’s digital world
The spread of IP technology is driving significant growth in the range of available products and
services. As a result, Swisscom customers are demanding more personalised advice and services
and expect even more from Swisscom in terms of customer service and support. As a trustworthy
partner in the digital world, Swisscom helps customers feel secure and at ease, and enables them
to find what they’re looking for quickly and simply, and to experience and achieve extraordinary
things. Swisscom also helps business customers to create a flexible ICT infrastructure, and to opti-
mise communication and collaboration among their employees.
Building the best infrastructure
The demands of Swisscom customers on infrastructure in terms of availability, quality and security
are set to grow even further. With this in mind, Swisscom is aiming to accelerate technological
transformation by switching from proprietary to open and more powerful technology systems and
infrastructures. In the fixed network, the main priority is on continuing expansion of Fibre to the
Home (FTTH) and on speeding up the rollout of Fibre to the Street (FTTS) outside of the major urban
areas. In the mobile network area, Swisscom is driving forward expansion of fourth-generation LTE
coverage. By investing heavily in these areas, Swisscom wants to provide its customers with an
infrastructure that is second-to-none in terms of performance, security and quality.
The availability of a high-performance infrastructure is also a key competitive factor for telecoms
providers in Italy. When Swisscom acquired Fastweb, it took over a provider that had invested in its
own fibre-optic infrastructure over the years and was thus able to differentiate itself successfully
in the marketplace. The competitive advantages are reflected in market share growth in both the
residential and business customer areas. Fastweb will continue to invest in expanding the infra-
structure in Italy in order to further boost market differentiation and significantly expand its geo-
graphical broadband reach.
Creating the best experiences
Swisscom aims to differentiate itself from the ever-growing global competition by offering innova-
tive new products and services and is adjusting its business model in line with the changing market
conditions. The change in business model driven by the Internet is prompting the development of
new offerings and pricing models that are no longer usage- and volume-dependent. One example
is Swisscom’s successful NATEL infinity pricing plans, which are proving extremely popular with
customers due to their simplicity and transparency.
Outstanding customer experiences will further strengthen Swisscom’s position in the core busi-
ness. For customers, the main priority is simplicity. Swisscom differentiates itself successfully on
the market through innovative products and services. Examples in the residential customers area
include the development of a new Internet box for speeds of 1 Gbps and ultra-secure surfing, or
the cross-platform iO communications app which simplifies communications for users, allowing
them to manage all calls, messages and conversations at a single location. In the business custom-
ers area, Swisscom has blazed new trails with its Mobile ID (a mobile-phone-based authentication
solution available as a managed service) and Dynamic Computing Services (offering processing
power and storage space from the cloud).
For business customers in particular, the main focus is on technological migration from conven-
tional to voice-over-IP-based solutions. Swisscom attaches great importance to maintaining its
position in the IP world by providing innovative end services. In order to offer customers a good
customer experience from start to finish, Swisscom pays great attention to creating user-friendly
products and services as early as the development stage.
Swisscom is committed to the ongoing transformation of the organisation, in order to ensure that
resources can be deployed wherever their impact is greatest. Keeping the organisation as lean as
possible and optimising processes will help to continuously improve the way in which resources
are used.
Realising the best growth opportunities
The telecoms markets in Switzerland and Italy are expected to see moderate growth over the
next few years. Driving factors will be population and household growth, higher spending on ICT,
an increase in the number of networked devices per inhabitant and (especially in Italy) pent-up
demand due to the relatively low level of broadband penetration. The increasing deployment of ICT
is also transforming value chains in many sectors, giving rise to numerous growth opportunities
both in the core business and in new business areas provided the relevant synergies and capabili-
ties are in place.
Examples of growth opportunities in the residential customer area include the optimisation of
Swisscom bundled offerings, expansion of the range of TV services, and new energy-related offer-
ings. For Fastweb residential customers, the focus is on the partnership with Sky. Examples in the
business customer area include the development of new vertical solutions for growth opportuni-
ties in the banking, healthcare and energy sectors, as well as new services in M2M, security and
cloud computing, and communications and collaboration applications. One of the key aspects of
Fastweb’s growth strategy is the development of an attractive Value Added Services (VAS) port-
folio for business customers.
Forerunner in corporate responsibility
As part of its corporate strategy, Swisscom is aiming to become a global forerunner in the field
of corporate responsibility. To this end, Swisscom intends to integrate ecological, social and eco-
nomic aspects of sustainability in its core business. Various ratings in 2013 show that Swisscom has
made further headway in this regard. Swisscom’s corporate responsibility activities, based on dia-
logue with stakeholder groups, are prioritised as follows: “Enabling sustainable living and working”,
“Promoting sustainable use of resources”, “Providing telecommunications for all” and “Acting as a
responsible employer”. By minimising internal energy and resource consumption, using electric-
ity generated from renewable sources, imposing ecological and social standards on suppliers and
acting as a responsible employer, Swisscom honours its responsibility towards the environment
and the community at large. Swisscom supports customers in their pursuit of a sustainable way
of living and working. This includes offering climate-friendly, low-radiation products and services
to residential customers and Green ICT services to business customers. Another priority is to pro-
mote media skills by offering courses, including online courses. Swisscom is also looking to position
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itself as a responsible employer, as reflected in its commitment to social partnerships, new working
models, measures to promote diversity and the ongoing expansion of its corporate volunteering
activities.
Swisscom intends to differentiate itself even further and strengthen the confidence of relevant
players in the ICT sector. In future, the ICT sector will be instrumental in creating sustainable
solutions in key areas such as energy, mobility and healthcare, which will open up attractive new
opportunities for growth for Swisscom.
Value-oriented business management
Key performance indicators for planning and managing the cash flows are operating income before
depreciation and amortisation (EBITDA) and capital expenditure on property, plant and equipment
and intangible assets. EBITDA is driven mainly by revenue and margins. Swisscom’s remuneration
system is tied to value generation via variable performance-related components. The variable per-
formance-related component is based, among other things, on financial targets such as net reve-
nue, EBITDA margin and operating free cash flow as well as on the target of customer net promoter
score.
Enterprise value
In CHF million, except where indicated
31.12.2013
31.12.2012
Enterprise value
Market capitalisation
Net debt
Non-controlling interests in subsidiary companies
Enterprise value (EV)
Operating income before depreciation and amortisation (EBITDA)
Ratio enterprise value/EBITDA
24,394
7,812
29
32,235
4,302
7.5
20,400
8,071
27
28,498
4,477
6.4
The sum of market capitalisation, net debt and minority interests in subsidiaries is the enterprise
value (EV) derived from the share price. Minority interests are stated at carrying amount. Swisscom’s
enterprise value increased year-on-year by CHF 3.7 billion or 13.1% to CHF 32.2 billion. Market capi-
talisation grew by CHF 4.0 billion, while net debt fell by CHF 0.3 billion. At the end of 2013, the ratio
of enterprise value to EBITDA was 7.5 (prior year: 6.4). Had EBITDA remained unchanged, the ratio
would have been 7.2. The enterprise value/EBITDA ratio is a key figure used to compare Swisscom
with other companies in the sector. With a factor of 7.5, Swisscom is above the average for Europe’s
former state telecom companies. A lower interest rate, lower average tax rates and a solid market
position have made a significant contribution to this higher factor.
Statement of added value
Operating added value is equivalent to net revenue less goods and services purchased, other operat-
ing expenses and depreciation and amortisation. Personnel expense is treated as use of added value
rather than as an intermediate input. Swisscom generates the bulk of its added value in Switzerland.
In the year under review, international activities accounted for 5% of the Group’s added value from
operations (prior year: 6%).
In CHF million
Added value
Net revenue
Capitalised self-constructed assets and other income
Goods and services purchased
Other operating expenses 1
Depreciation 2
Intermediate inputs
Operating added value
Other non-operating result 3
Total added value
Allocation of added value
Employees 4
Authorities 5
Shareholders (dividends)
External investors (net interest expense)
Company (retained earnings) 6
Total added value
Switzerland
Abroad
Total Switzerland
Abroad
2013
2012
Total
9,358
2,076
11,434
9,268
2,116
11,384
(229)
1,712
1,736
1,281
4,500
4,858
(159)
626
723
607
1,797
279
2,460
322
266
(3)
(245)
1,678
1,750
1,222
4,405
4,863
(128)
721
635
577
1,805
311
(388)
2,338
2,459
1,888
6,297
5,137
(83)
5,054
269
33
2,726
2,396
315
319
1,154
251
604
5,054
(373)
2,399
2,385
1,799
6,210
5,174
(158)
5,016
2,665
348
1,154
249
600
5,016
1 Other operating expense: excluding taxes on capital and other taxes not based on income.
2 Depreciation and amortisation: excluding depreciation and amortisation of acquisition-related assets such as brands or customer relations.
3 Other non-operating result: financial result excluding net interest expense, share of profits of investments in associates, and depreciation and
amortisation of acquisition-related intangible assets.
4 Employees: employer contributions are reported as pension cost, rather than as expenses according to IFRS.
5 Public sector: current income taxes, taxes on capital and other taxes not based on income.
6 Companies: including changes in deferred income taxes and defined benefit obligations.
Operating added value amounted to CHF 5,137 million in 2013, a drop of 0.7% compared with the
previous year. Some 95% of total operating added value was generated in Switzerland. Added value
from international operations declined by CHF 32 million to CHF 279 million on account of higher
depreciation and amortisation costs.
Although operating added value in Switzerland was virtually unchanged year-on-year at CHF 4,858
million, added value from operations per FTE was 3.0% lower at CHF 287,000 (prior year:
CHF 296,000).
Swisscom development of value added per
employee in Switzerland in CHF thousand
Allocation of added value in %
400
300
200
100
0
305
296
287
2011
2012
2013
12%
Company
5%
External investors
23%
Shareholders
6%
Authorities
54%
Number of employees
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Capital market
Swisscom’s shares are listed on the SIX Swiss Exchange.
The creditworthiness of Swisscom is regularly assessed by
international rating agencies.
Swisscom share
As at 31 December 2013 Swisscom’s market capitalisation totalled CHF 24.4 billion (prior year:
CHF 20.4 billion), with the number of shares outstanding at 51.8 million. Par value per registered
share is CHF 1. Each share entitles the holder to one vote. Voting rights can only be exercised if
the shareholder is entered in the share register of Swisscom Ltd with voting rights. The Board of
Directors may refuse to enter a shareholder with voting rights if such voting rights exceed 5% of
the company’s share capital.
Ownership structure
Confederation
Natural person
Institution
Total
Number of
Shareholders
Number of
Shares
1
26,535,500
63,531
4,453,496
2,614
20,812,947
31.12.2013
Share
in %
51.2%
8.6%
40.2%
Number of
Shareholders
Number of
Shares
1
29,410,500
65,591
4,624,737
2,653
17,766,706
31.12.2012
Share
in %
56.8%
8.9%
34.3%
66,146
51,801,943
100.0%
68,245
51,801,943
100.0%
The majority shareholder as at 31 December 2013 was the Swiss Confederation, with 51.2% of the
voting rights and capital. By law, the Swiss Confederation must hold the majority of the capital
and voting rights. As at 31 December 2013, around 97% of the registered shareholders were from
Switzerland.
Stock exchanges
Swisscom shares are listed on the SIX Swiss Exchange under the symbol SCMN (Securities
No. 874251). In the United States they are traded in the form of American Depositary Receipts (ADR)
at a ratio of 1:10 (Over The Counter, Level 1) under the symbol SCMWY (Pink Sheet No. 69769).
Share performance
Share performance 2013 in CHF
600
475
350
225
100
.
2
1
2
1
8
2
.
.
3
1
1
0
1
3
.
.
3
1
2
0
8
2
.
.
3
1
3
0
1
3
.
.
3
1
4
0
0
3
.
.
3
1
5
0
1
3
.
.
3
1
6
0
0
3
.
.
3
1
7
0
1
3
.
.
3
1
8
0
1
3
.
.
3
1
9
0
0
3
.
.
3
1
0
1
1
3
.
.
3
1
1
1
0
3
.
.
3
1
2
1
7
2
.
Swisscom
SMI (indexed)
Stoxx Europe 600 Telcos (in CHF, indexed)
The Swiss Market Index (SMI) gained 20.2% compared with the previous year. The Swisscom share
price increased by 19.6% to CHF 470.90, performing below the European Stoxx Europe 600 Tele-
communications Index (34.1% in CHF; 32.1% in EUR). Average daily trading volume rose year-on-
year by 3.9% to 103,940 shares. Total trading volume of Swisscom shares in 2013 amounted to
CHF 11.1 billion.
See
www.swisscom.ch/
shareprice
Shareholder return
On 11 April 2013 Swisscom paid out an ordinary dividend of CHF 22 per share. Based on the clos-
ing price at the end of 2012, this equates to a return of 5.6%. Taking into account the rise in share
price, Swisscom achieved a total shareholder return (TSR) of 25.8% in 2013. The TSR for the SMI was
22.9% and for the Stoxx Europe 600 Telecommunications Index 41.2% in CHF and 39.1% in EUR.
Swisscom share performance indicators
Par value per share at end of year
2009
1.00
2010
1.00
2011
1.00
2012
1.00
2013
1.00
CHF
Number of issued shares at end of period
in thousand
51,802
51,802
51,802
51,802
51,802
Market capitalisation at end of year
in CHF million
20,491
21,296
18,436
20,400
24,394
Closing price at end of period
Closing price highest
Closing price lowest
Earnings per share
Ordinary dividend per share
Ratio payout/earnings per share
Equity per share at end of year
CHF
CHF
CHF
CHF
CHF
%
395.60
411.10
355.90
393.80
470.90
400.90
420.80
433.50
400.00
474.00
293.50
358.00
323.10
334.40
390.20
37.47
20.00
53.38
35.00
21.00
13.19
22.00
60.00
166.79
34.90
22.00
63.04
32.53
22.00 1
67.63
CHF
113.91
102.89
82.47
79.77
115.30
1 In accordance with the proposal of the Board of Directors to the Annual General Meeting.
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Payout policy
Swisscom seeks to achieve a steady dividend payout per share. Subject to meeting its financial
targets, Swisscom plans to pay a dividend per share at least on a par with the previous year.
At the forthcoming Annual General Meeting on 7 April 2014, the Board of Directors will propose an
ordinary dividend of CHF 22 per share (previous year: CHF 22 per share). This is equivalent to a total
dividend payout of CHF 1,140 million.
Development of payout in CHF million
1,600
1,200
800
400
0
1,036
1,088
1,140
1,140
1,140
2009
2010
2011
2012
2013
Ordinary dividend
Since going public in 1998 Swisscom has distributed a total of CHF 26.2 billion to its shareholders:
CHF 14.2 billion in dividend payments, CHF 1.6 billion in capital reductions and CHF 10.4 billion in
share buybacks. Swisscom has paid out a total of CHF 279 per share since the initial public offer-
ing. Together with the overall increase in share price of CHF 130.90 per share, this amounts to an
average annual total return of 5.3%.
Analysts’ recommendations
Investment specialists analyse Swisscom’s business performance, results and market situation on
an ongoing basis. Their findings and recommendations offer valuable indicators for investors. 23
analysts regularly publish studies on Swisscom. At the end of 2013, 43% of the analysts recom-
mended a buy rating for the Swisscom share, 48% a hold rating and 9% a sell rating. The average
price target at 31 December 2013, according to the analysts’ estimates, was CHF 463.
Indebtedness
Level of indebtedness
Swisscom pursues a finance policy, which provides a maximum net debt/EBITDA ratio of around 2.1.
Credit ratings and financing
With A (stable) and A2 (stable) respectively, Swisscom enjoys good ratings with the Standard &
Poor’s and Moody’s rating agencies. To avoid structural downgrading, Swisscom endeavours to raise
financing at the level of Swisscom Ltd. Swisscom aims for a broadly diversified debt portfolio, taking
particular care to balance maturities and spread financing instruments, markets and currencies.
Swisscom’s solid financial standing enabled unrestricted access to money and capital markets also
in 2013. In 2013 Swisscom raised borrowings of EUR 800 million with a term of seven years to
refinance existing debts. Net debt fell by CHF 0.3 billion to CHF 7.8 billion, corresponding to a net
debt/EBITDA ratio of 1.8. Around 80% of financial liabilities have a term to maturity of more than
one year. As at 31 December 2013, financial liabilities with a term of one year or less amounted to
CHF 1.7 billion. Average interest expense on financial liabilities is 2.4%, and average term to matu-
rity four years. A large share of the financial liabilities will fall due for repayment if a shareholder
other than the Swiss Confederation can exercise control over Swisscom.
Ongoing dialogue with the capital market
Swisscom pursues an open and ongoing information policy vis-à-vis the general public and the
capital markets. It publishes comprehensive financial information on a quarterly basis. Swisscom
also meets investors regularly throughout the year, presents its financial results at analysts’ meet-
ings and road shows, attends expert conferences for financial analysts and investors, and keeps its
shareholders regularly informed about its business through press releases and shareholder letters.
Financial calendar
> 7 April 2014
> 9 April 2014
> 14 April 2014
> 7 May 2014
> 20 August 2014
> 6 November 2014
> in February 2015
Annual General Meeting
Ex-dividend
Dividend payment
First-quarter results 2014
Half-year results 2014
Third-quarter results 2014
Annual results 2014
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Employees
Overall headcount at Swisscom increased by 594 FTEs year-on-year.
In Switzerland the number of FTEs increased by 1,093 FTEs.
Headcount
At the end of 2013 Swisscom had 20,108 full-time equivalent employees (FTEs), of which 17,362
or 86.3% of the total workforce were employed in Switzerland (prior year: 83.4%). Swisscom is
also training 920 apprentices in Switzerland. The following chart shows a breakdown of full-time
equivalent positions by segment:
Full-time equivalent employees at end of year
Residential Customers
Small and Medium-Sized Enterprises
Corporate Business
Wholesale
Network & IT
Swisscom Switzerland
Fastweb
Swisscom IT Services
Group Related Businesses
Swisscom Hospitality Services
Other operating segments
Group Headquarters
Total Group
Thereof employees in Switzerland
31.12.2011
31.12.2012
31.12.2013
4,628
675
2,371
115
4,340
4,316
681
2,360
116
4,389
4,754
757
2,441
107
4,404
12,129
11,862
12,463
3,079
2,888
1,369
257
4,514
339
20,061
16,628
2,893
2,684
1,471
264
4,419
340
19,514
16,269
2,363
3,162
1,493
309
4,964
318
20,108
17,362
Headcount increased year-on-year by 594 full-time equivalents or 3.0% to 20,108. The increase
attributable to company acquisitions, the hiring of external staff and the strengthening of
customer service operations in Swiss business was offset by a fall in headcount at Fastweb due to
outsourcing.
Employees in Switzerland on fixed-term contracts accounted for 0.4% of the workforce in 2013
(prior year: 0.4%). Part-time employees made up 13.5% (prior year: 13.7%). Terminations of employ-
ment by employees in Switzerland amounted to 6.4% of the workforce (prior year: 6.3%).
Development of headcount in full-time equivalent
28,000
21,000
14,000
7,000
0
19,479
348
3,136
15,995
19,547
350
3,133
16,064
20,061
340
3,093
16,628
19,514
339
2,906
16,269
20,108
371
2,375
17,362
2009
2010
2011
2012
2013
Other countries
Italy
Switzerland
Personnel expense
In CHF million
Salary and wage costs
Social security expenses
Pension cost
Restructuring costs
Other personnel expenses
Total personnel expense
Thereof personnel expense in Switzerland
Thereof personnel expense in Italy
Thereof personnel expense in other countries
2013
2,132
224
269
6
75
2,706
2,440
227
39
2012
2,058
222
62
68
75
2,485
2,216
233
36
Change
3.6%
0.9%
333.9%
–91.2%
–
8.9%
10.1%
–2.6%
8.3%
Personnel expense increased by CHF 221 million or 8.9% year-on-year to CHF 2,706 million. The
prior-year figure contains a reduction of CHF 157 million due to a one-off non-cash pension plan
amendment as well as restructuring costs of CHF 68 million. Discounting these special effects and
adjusting for acquisition of subsidiaries, personnel expense increased by 2.9%, with employees in
Switzerland accounting for CHF 2,440 million (prior year: CHF 2,216 million) or 90.2% of the total
(prior year: 89.2%).
See Report
page 50
Employment law in Switzerland
Introduction
Swisscom is one of the largest employers in Switzerland, with around 17,400 full-time equivalent
positions. The legal terms and conditions of employment in Switzerland are based on the Swiss
Code of Obligations. The collective employment agreement (CEA) sets out the key terms and con-
ditions of employment between Swisscom and its employees. It also contains provisions governing
relations between Swisscom and its social partners. A new CEA and social plan entered into force
on 1 January 2013. Swisscom IT Services and cablex AG, which operate in a special market and
competitive environment, have their own CEA. At the end of December 2013, 13,869 FTEs or 83.8%
of the workforce were covered by the collective employment agreement.
General terms and conditions of employment which exceed the minimum standard defined by
the Code of Obligations are governed by the special provisions for Swisscom management staff in
Switzerland.
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Employee representation and union relations
Swisscom is committed to fostering constructive dialogue with its social partners (the syndicom
union and the transfair staff association) as well as the employee associations (employee repre-
sentatives). The collective employment agreement (CEA) and the social plan are good examples of
fair and consensual solutions. In the event of significant operational changes, Swisscom involves
the social partners and employee associations at an early stage. The CEA grants the social partners
and the employee associations rights of co-determination in various areas. In general and free elec-
tions in autumn 2013, Swisscom employees elected the new members of the employee associa-
tions charged with exercising these rights. Two employee representatives from the unions also sit
on the Board of Directors of Swisscom Ltd.
Collective employment agreement (CEA)
On 1 January 2013 a new CEA entered into force. It included a number of improvements to what
were already very good terms and conditions, placing greater emphasis on staff development while
also improving the rights of part-time employees. The working week for employees covered by
the CEA is 40 hours. Five weeks’ annual leave (or 27 days from age 50 and six weeks from age 60),
17 weeks’ maternity leave and ten days’ paternity leave are also among the progressive fringe ben-
efits defined by the CEA. Employees also enjoy an additional week of paid leave after five years of
service. Swisscom pays a child and education allowance which in most cases is above the statutory
cantonal allowance, and grants leave on special family-related grounds such as adoption leave. In
the event of incapacity to work due to illness or accident, Swisscom continues to pay the employ-
ee’s full salary for up to 730 days.
Working-hour models
Swisscom promotes work-life balance by offering working conditions that enable both full- and
part-time employees to balance their professional and private lives: flexible working hours (the
standard model used by a majority of employees), variable working-hour models such as annual
working hours, a long-term working-time account and part-time working from the age of 58.
Employees may also work from home with the consent of their line manager. This option is used by
many employees and is becoming increasingly easier thanks to tools such as Unified Communica-
tions & Collaboration (UCC). Swisscom bears the label “home office friendly”.
Social plan
Swisscom’s social plan sets out the benefits provided to employees covered by the CEA who are
affected by redundancy. The new social plan offers more resources in order to improve employees’
employability. It also provides for retraining measures in the event of long-term job cuts. Respon-
sibility for implementing the social plan lies with Worklink AG, a wholly owned subsidiary of
Swisscom. Worklink AG opens up new prospects for Swisscom employees affected by job cuts,
providing them with advice and support in their search for new employment outside the company
or arranging temporary internal or external placements. The success rate is high, with 82% of those
affected finding a new job prior to the end of the social plan programme.
Swisscom also operates special employment schemes (phased partial retirement, temporary place-
ments in similar areas of expertise) in line with its commitment to providing fair solutions for older
employees affected by changes in skill set requirements or redundancy. The pension plan offers
employees opting for early retirement (from age 58) financial support in the form of a bridging
pension until they reach the statutory retirement age.
See Report
page 142
Employee remuneration
Salary system
Competitive pay packages help to attract and retain highly-skilled and motivated specialists and
managerial staff. Swisscom’s salary system comprises a basic salary, a variable performance-
related component and bonuses. The basic salary is determined based on function, individual
performance and the job market, while the variable component is contingent on business perfor-
mance as well as individual performance in the case of executive functions. Business performance
is measured based on achievement of the Swisscom Group’s overarching targets and the targets of
the respective business segment or division. The targets primarily relate to key financial indicators
and customer loyalty. Individual performance is measured according to the achievement of results-
and conduct-related goals. Swisscom awards share bonuses to employees covered by the CEA who
deliver outstanding performance. Details on remuneration paid to members of the Group Execu-
tive Board are provided in the Remuneration Report.
Minimum wage
There is no legally defined minimum wage in Switzerland. Instead, this is negotiated by the social
partners in the context of collective employment agreements. The new CEA which entered into
force on 1 January 2013 included an increase in minimum salary to CHF 52,000, or CHF 50,000 in
the case of cablex. Swisscom’s operations are spread throughout Switzerland, and when it comes
to determining salaries there is very little difference between locations. A study of starting salaries
for the youngest employees (up to age 21) at the widely-applied starting-function level found that
the average basic annual salary in this category is CHF 57,400 or CHF 55,770 at cablex: in other
words, 10% above the minimum salary.
Pay round
In November 2011 Swisscom and the social partners signed a two-year pay round agreement
for 2012 and 2013, as a result of which Swisscom (with the exception of Swisscom IT Services)
increased its total salary payout in 2013 in Switzerland by 1.2%; of this, 0.8% went on general salary
increases and 0.4% on individual salary increases.
For Swisscom IT Services, Swisscom and the social partners concluded a separate agreement
to reflect the market environment and the competitive situation specific to the IT market. This
resulted in Swisscom IT Services awarding an across-the-board salary increase of 0.8% to employ-
ees covered by the CEA in 2013.
Employment law in Italy
Employment agreement for the telecoms sector in Italy
Statutory terms and conditions of employment in Italy are based on the Contratto collettivo
nazionale di lavoro (CCNL), a state collective employment agreement. The CCNL defines the terms
and conditions of employment between Swisscom’s Italian subsidiary Fastweb and its employees.
It also contains provisions governing relations between Fastweb and the unions.
In February 2013 the telecoms companies and unions negotiated a new CCNL, setting out better
terms and conditions compared with the previous agreement. The new CCNL runs until 31 Decem-
ber 2014.
Employee representation and relations with the unions
Fastweb engages in dialogue with the unions and the employee representatives, and in the event
of major operational changes involves them at an early stage.
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Industry-wide collective agreement for employees
The working week for employees covered by the state collective employment agreement is 40 hours.
Benefits include five weeks’ annual leave, 20 weeks’ maternity leave and one day of paternity leave.
In the event of incapacity for work due to illness or accident, Fastweb guarantees full payment of
the employee’s salary for 180 days and half the salary for a further 185 days.
Working time model
Fastweb supports work-life balance. The company’s terms and conditions of employment enable
employees to achieve a healthy balance between their working and private lives. These include in par-
ticular the following measures agreed with the unions in the Conciliazione famiglia e lavoro in 2001:
flexible office working hours, choice of shifts for mothers and temporary part-time work for mothers.
Employee remuneration
Fastweb offers competitive salary packages aimed at attracting and retaining highly-qualified spe-
cialists and managers. The company’s salary system comprises a basic salary, a collective variable
profit-sharing bonus for non-managerial staff, and a variable performance-related component for
managerial staff which is contingent on meeting individual requirements and company targets.
The basic salary is determined according to function, individual performance and the situation in
the labour market. The variable profit-sharing bonus is based on the Premio di risultato agreed
separately with the unions. Fastweb respects the legal minimum salary defined by the CCNL.
Group financial review
Key financial figures
In CHF million, except where indicated
Net revenue
Operating income before depreciation and amortisation (EBITDA)
EBITDA as % of net revenue
Operating income (EBIT)
Net income
Share of net income attributable to equity holders of Swisscom Ltd
Earnings per share (in CHF)
Operating free cash flow
Capital expenditure in property, plant and equipment and other intangible assets
Net debt at end of period
2013
11,434
4,302
37.6
2,258
1,695
1,685
32.53
1,978
2,396
7,812
2012
11,384
4,477
39.3
2,527
1,815
1,808
34.90
1,882
2,529
8,071
Full-time equivalent employees at end of year
20,108
19,514
Change
0.4%
–3.9%
–10.6%
–6.6%
–6.8%
–6.8%
5.1%
–5.3%
–3.2%
3.0%
Development of revenue from
external customers in CHF million
Development of EBITDA in CHF million
11,384
937
2,040
8,407
11,434
1,032
2,013
8,389
16,000
12,000
11,467
930
2,141
8,000
8,396
4,000
0
6,000
4,500
3,000
1,500
0
Others
Fastweb
Swisscom
Switzerland
4,584 *
299
623
3,662
4,477
318
602
3,557
4,302
135
620
3,547
2011
2012
2013
2011
2012
2013
* Without considering the changes of IAS 19 revised.
Development of capital expenditure in CHF million
Development of net income in CHF million
Others
Fastweb
Swisscom
Switzerland
2,529 *
146
531
1,852
2,396
185
695
1,516
2,095
143
552
1,400
3,000
2,250
1,500
750
0
2,000
1,500
1,000
500
0
694 *
Others
Fastweb
Swisscom
Switzerland
1,815
1,695
2011
2012
2013
2011
2012
2013
* Including expenses of CHF 360 million for mobile
frequency.
* Including goodwill impairment of CHF 1,189 million less
taxes. Without considering the changes of IAS 19 revised.
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Summary
Swisscom’s net revenue rose by CHF 50 million or 0.4% to CHF 11,434 million. In contrast, operating
income before depreciation and amortisation (EBITDA) fell by CHF 175 million or 3.9% to CHF 4,302
million. The fall in EBITDA and higher depreciation and amortisation led to a decline in net income
of CHF 120 million to CHF 1,695 million.
Revenue and EBITDA performance were impacted by the euro exchange rate, Fastweb’s wholesale
revenue from low-margin interconnection services (hubbing) and corporate acquisitions. At con-
stant exchange rates and excluding these special factors, net revenue fell by 0.8%. The decrease
is primarily a result of general price erosion and price reductions for roaming in Swiss business
totalling CHF 560 million. The CHF 480 million in customer and volume growth largely offset
this decrease. Excluding hubbing, net revenue at Fastweb was down by EUR 16 million or 1.0%
to EUR 1,597 million, despite customer growth. Higher revenues from residential customers were
offset by a fall in revenue from corporate business resulting from price pressure.
Swisscom’s EBITDA dropped by 2.0% on a like-for-like basis. This reduction was chiefly due to lower
revenues in Swiss core business as a consequence of continuing competition and price pressure.
Fastweb EBITDA rose year-on-year by EUR 5 million or 1.0% to EUR 505 million.
Excluding the costs of CHF 360 million for the mobile frequencies acquired in 2012, capital
expenditure rose by CHF 227 million or 10.5% to CHF 2,396 million, and in Switzerland by CHF 52
million or 3.2% to CHF 1,686 million. This increase is due to expansion of the broadband networks
and modernisation of the mobile networks. The increase in capital expenditure at Fastweb by
EUR 124 million or 28.1% to EUR 565 million is attributable to expansion of the fibre-optic network
in Italy.
Operating free cash flow rose by CHF 96 million or 5.1% to CHF 1,978 million. Net debt fell by
CHF 259 million or 3.2% to CHF 7,812 million compared to the end of 2012. The ratio of net debt to
EBITDA remained unchanged versus the previous year at 1.8.
Headcount increased year-on-year by 594 FTEs or 3.0% to 20,108 FTEs. While headcount was higher
as a result of acquisition of subsidiaries, the insourcing of external staff and expansion of cus-
tomer service in Swiss business, the number of Fastweb employees was lower due to outsourcing.
In Switzerland, the number of employees increased by 1,093 FTEs or 6.7% to 17,362.
Swisscom expects to close the year with revenue of around CHF 11.5 billion and EBITDA of around
CHF 4.35 billion. Network infrastructure expansion in both Switzerland and Italy will continue to
entail high capital expenditure: this is expected to total CHF 2.4 billion, of which CHF 1.75 billion in
Switzerland. If all targets are met, Swisscom will once again propose a dividend of CHF 22 per share
for the 2014 financial year.
Results of operations
Income statement
In CHF million, except where indicated
Swisscom Switzerland
Fastweb
Other operating segments
Group Headquarters
Revenue from external customers
Swisscom Switzerland
Fastweb
Other operating segments
Group Headquarters
Reconciliation pension cost 1
Intersegment elimination
2013
8,389
2,013
1,032
–
11,434
3,547
620
303
(127)
(17)
(24)
2012
8,407
2,040
936
1
11,384
3,557
602
274
(110)
179
(25)
Operating income before depreciation and amortisation (EBITDA)
4,302
4,477
Net revenue
Goods and services purchased
Personnel expense
Other operating expense
Capitalised self-constructed assets and other income
Operating expenses
Operating income before depreciation and amortisation (EBITDA)
Depreciation, amortisation and impairment losses
Operating income (EBIT)
Net interest expense
Other financial result
Share of results of associates
Income before income taxes
Income tax expense
Net income
Share of net income attributable to equity holders of Swisscom Ltd
Share of net income attributable to non-controlling interests
Average number of shares outstanding (in millions of shares)
Earnings per share (in CHF)
11,434
11,384
(2,338)
(2,706)
(2,476)
388
(7,132)
4,302
(2,044)
2,258
(251)
(8)
30
2,029
(334)
1,695
1,685
10
51.801
32.53
(2,399)
(2,485)
(2,396)
373
(6,907)
4,477
(1,950)
2,527
(249)
(77)
32
2,233
(418)
1,815
1,808
7
51.801
34.90
Change
–0.2%
–1.3%
10.3%
–
0.4%
–0.3%
3.0%
10.6%
15.5%
–
–4.0%
–3.9%
0.4%
–2.5%
8.9%
3.3%
4.0%
3.3%
–3.9%
4.8%
–10.6%
0.8%
–89.6%
–6.3%
–9.1%
–20.1%
–6.6%
–6.8%
–
–
–6.8%
1 The operating income of segments consist of pension cost especially employer contributions. The difference to the pension cost by IAS 19 will
therefore be recognised as a reconciliation item.
Share of operating segments in net revenue in %
Share of operating segments in EBITDA in %
9%
Others
18%
Fastweb
3%
Others
14%
Fastweb
73%
Swisscom
Switzerland
83%
Swisscom
Switzerland
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Net revenue
Swisscom’s net revenue rose by CHF 50 million or 0.4% to CHF 11,434 million. On a like-for-like basis,
net revenue was 0.8% lower. At Swisscom Switzerland, revenue dropped by CHF 12 million or 0.1%
to CHF 8,449 million, resulting in a like-for-like reduction in revenue of 0.7%. Price erosion and price
reductions for roaming of around CHF 560 million was largely offset by CHF 480 million in customer
and volume growth. Fastweb’s net revenue fell by EUR 58 million or 3.4% to EUR 1,642 million, or
by 1.3% in Swiss francs. Excluding wholesale revenue from interconnection services (hubbing), net
revenue at Fastweb was down by EUR 16 million or 1.0% to EUR 1,597 million. The EUR 20 million
increase in revenue in the residential customer segment was more than offset by the EUR 36 million
decline in revenue from business customers and wholesale (excluding hubbing). Primarily as a result
of corporate acquisitions, net revenue generated by other operating segments increased by CHF 91
million or 5.3% to CHF 1,819 million.
Goods and services purchased
Goods and services purchased fell year-on-year by CHF 61 million or 2.5% to CHF 2,338 million.
Adjusted for corporate acquisitions and at constant exchange rates, the reduction amounts to
5.1%. The lower expenditure at Fastweb is mainly attributable to the planned reduction in hubbing
business and lower termination rates, while the reduction at Swisscom Switzerland is the result of
lower procurement costs for mobile handsets.
Personnel expense
Personnel expense increased by CHF 221 million or 8.9% year-on-year to CHF 2,706 million. Included
in 2012 are a reduction of CHF 157 million from a one-time, non-cash change in a pension plan
and restructuring expense of CHF 68 million. Discounting these non-recurring items and adjusting
for corporate acquisitions, personnel expense rose by 2.9%, largely due to higher ordinary pension
costs which, excluding the effect from the 2012 amendment to the pension plan, rose by CHF 51
million. Headcount rose year-on-year by 594 FTEs or 3.0% to 20,108 FTEs. Adjusted for corporate
acquisitions in Switzerland and the outsourcing of positions in Italy, the rise in headcount was
1.8%, which is chiefly attributable to the insourcing of external staff in Switzerland.
Other operating expense
Other operating expense increased by CHF 80 million or 3.3% year-on-year to CHF 2,476 million.
Adjusted for company acquisitions and at constant exchange rates, the rise amounted to 1.7%. This
increase is primarily attributable to the purchase of outsourcing services due to the outsourcing of
positions at Fastweb.
Capitalised self-constructed assets and other income
Capitalised self-constructed assets and other income increased by CHF 15 million or 4.0% year-on-
year to CHF 388 million, while capitalised self-constructed assets were CHF 9 million or 3.4% lower
year-on-year at CHF 256 million.
Operating income before depreciation and amortisation (EBITDA)
Operating income before depreciation and amortisation (EBITDA) was CHF 175 million or 3.9%
lower at CHF 4,302 million. In 2012, the amendment to the pension plan resulted in a one-off
reduction of CHF 157 million in pension costs. Restructuring costs totalling CHF 78 million were
also recognised in 2012. Ordinary pension costs rose in 2013. Company acquisitions and currency
effects had a positive impact on operating income. Adjusted EBITDA decreased by 2.0%, primarily
due to the continuing competition and price pressure. Expenses were also higher in Switzerland for
grid maintenance and IT, while customer growth in Italy led to higher acquisition costs.
Depreciation and amortisation
Depreciation and amortisation rose by CHF 94 million or 4.8% year-on-year to CHF 2,044 million.
This increase is mainly attributable to higher depreciation and amortisation at Swisscom Switzer-
land due to continuing broadband network expansion and to the mobile frequencies acquired in
2012. Intangible assets resulting from business combinations were capitalised for purchase price
allocation purposes. Depreciation and amortisation includes scheduled amortisation related
to intangible assets from business combinations (e.g. brands, customer relationships) totalling
CHF 156 million (prior year: CHF 151 million).
Net interest income and other financial result
The net financial result in 2013 amounted to CHF 251 million (prior year: CHF 249 million). The
average rate of interest on financial liabilities in 2013 is 2.4%. The other financial result improved
year-on-year by CHF 69 million, which is primarily attributable to positive effects of CHF 30 million
arising from the fair value adjustment of interest rate derivatives.
Associates
Associates mainly covers the share of results of investments in Belgacom International Carrier Ser-
vices, LTV Yellow Pages and Metroweb (Italy). The share of results of associates declined year-on-
year by CHF 2 million to CHF 30 million, primarily due to the acquisition of a majority stake in Cine-
trade. Dividends received, amounting to CHF 43 million (prior year: CHF 38 million), largely concern
dividends paid by LTV Yellow Pages, Cinetrade and Belgacom International Carrier Services.
Income tax expense
Income tax expense amounted to CHF 334 million (prior year: CHF 418 million), corresponding to an
effective income tax rate of 16.5% (prior year: 18.7%). The decrease in income tax expense is largely
due to the offsetting and recognition of tax loss carry-forwards that had previously not been cap-
italised. Excluding non-recurring items, Swisscom anticipates an income tax rate of around 21% in
the long term. Income taxes paid were CHF 88 million higher than a year earlier at CHF 278 million.
Net income and earnings per share
Net income fell by CHF 120 million or 6.6% year-on-year to CHF 1,695 million, largely reflecting lower
EBITDA and higher depreciation and amortisation as a result of the increase in capital expenditure.
Earnings per share fell by 6.8% from CHF 34.90 to CHF 32.53.
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Excluding non-recurring items,
revenue declined by 0.8% year-on-year.
Revenue in 2013 totalled
Excluding non-recurring items,
EBITDA declined by 2.0% year-on-year.
EBITDA in 2013 totalled
11.4 billion Swiss francs
4.3 billion Swiss francs
Operating segment results
Reporting is broken down into the following segments:
Swisscom Switzerland, Fastweb and Other operating segments.
Swisscom Switzerland includes the segments Residential Customers,
Small and Medium-Sized Enterprises, Enterprise Customers,
Wholesale and Network & IT. Group Headquarters is disclosed
separately.
Development of revenue from external customers
Swisscom Switzerland in CHF million
Changes in customer contracts retail
Swisscom Switzerland in thousand
10,000
7,500
5,000
2,500
0
Revenue mobile
single subscriptions
Revenue fixed-line
single subscriptions
8,396
8,407
8,389
2011
2012
2013
3’104
2’932
2,782
2’695
Revenue bundle subscriptions 792
Revenue others
Total
1’805
8,396
2’470
1’172
1’833
8,407
2,215
1,553
1,839
8,389
600
450
300
150
0
221
151
168
142
190
159
Mobile
Fixed-line
Fixed-line
Broadband
Swisscom TV
Contracts in fixed-line
Contracts in mobile
2011
2012
2013
–113
–107
–134
77
187
151
221
66
183
142
168
84
209
159
190
Development of revenue from external customers
Fastweb in EUR million
Development of broadband access lines
Fastweb in thousand
1,738
1,694
1,638
2,000
1,500
1,000
500
0
1,942
1,767
1,595
2,000
1,500
1,000
500
0
2011
2012
2013
2011
2012
2013
Residential Customers
758
Small and Medium-Sized
Enterprises
Wholesale hubbing
Wholesale others
760
141
79
724
791
87
92
744
771
45
78
External revenue
1,738
1,694
1,638
Segment revenue and results
Swisscom Switzerland
In CHF million, except where indicated
Net revenue and results
Residential Customers
Small and Medium-Sized Enterprises
Corporate Business
Wholesale
Elimination
Net revenue
Residential Customers
Small and Medium-Sized Enterprises
Corporate Business
Wholesale
Network & IT
Segment result before depreciation and amortisation (EBITDA)
Margin as % of net revenue
Depreciation, amortisation and impairment losses
Segment result
Capital expenditure and headcount
2013
2012
Change
5,145
1,151
1,787
966
(600)
8,449
2,898
864
907
384
(1,506)
3,547
42.0
(1,104)
2,443
5,113
1,161
1,835
966
(614)
8,461
2,886
882
945
367
(1,523)
3,557
42.0
(1,053)
2,504
0.6%
–0.9%
–2.6%
–
–2.3%
–0.1%
0.4%
–2.0%
–4.0%
4.6%
–1.1%
–0.3%
4.8%
–2.4%
Capital expenditure in property, plant and equipment and other intangible assets
Full-time equivalent employees at end of year
1,516
12,463
1,852
11,862
–18.1%
5.1%
Swisscom Switzerland’s net revenue fell by CHF 12 million or 0.1% to CHF 8,449 million, while oper-
ating income before depreciation and amortisation (EBITDA) was CHF 10 million or 0.3% lower at
CHF 3,547 million. Adjusted for acquisitions and non-recurring costs for restructuring in the prior
year, revenue decreased by 0.9% and EBITDA by 2.2%. Decline in revenue as a result of the gen-
eral price erosion of around CHF 350 million and the price reductions for roaming of around CHF
210 million were largely offset by customer and volume growth of around CHF 480 million. Cap-
ital expenditure was CHF 336 million or 18.1% lower at CHF 1,516 million. Excluding expenses of
CHF 360 million for the mobile frequencies auctioned in the previous year, capital expenditure
increased by 1.6% as a result of the expansion and modernisation of the broadband and mobile net-
works. Headcount rose by 601 FTEs or 5.1% to 12,463 FTEs as a result of acquisitions, the insourcing
of external personnel and an increase in customer service and sales staff.
The trend towards bundled offerings and new pricing models such as flat-rate tariffs continued
unabated. The Natel infinity mobile subscriptions launched in 2012, which offer customers unlim-
ited calls and SMS messages to all Swiss networks as well as unlimited surfing, remain highly pop-
ular. The customer base grew by 0.8 million to around 1.7 million. By the end of 2013, 1 million
customers were subscribing to packages such as Vivo Casa, which combines fixed-line access with
telephony, Internet and TV, or Vivo Tutto, which also includes a mobile line. This corresponds to an
increase of 213,000 customers or 27.0% versus the prior year. Revenue from contracts for bundled
offerings rose accordingly by CHF 381 million or 32.5% to CHF 1,553 million in comparison with the
previous year.
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Swisscom Switzerland/net revenue
In CHF million or in thousand
Revenue by services
Revenue mobile single subscriptions
Revenue fixed-line single subscriptions
Revenue bundles
Revenue wholesale
Other net revenue
Revenue from external customers
Operational data at end of period in thousand
Fixed access lines
Broadband access lines retail
Swisscom TV access lines
Mobile access lines
Bundles
Unbundled fixed access lines
Broadband access lines wholesale
Revenue generating units (RGU)
2013
2012
Change
2,782
2,215
1,553
588
1,251
8,389
2,879
1,811
1,000
6,407
1,001
256
215
2,932
2,470
1,172
594
1,239
8,407
3,013
1,727
791
6,217
788
300
186
12,097
11,748
–5.1%
–10.3%
32.5%
–1.0%
1.0%
–0.2%
–4.4%
4.9%
26.4%
3.1%
27.0%
–14.7%
15.6%
3.0%
Revenue from external customers increased year-on-year by CHF 18 million or 0.2% to CHF 8,389
million. The decrease of around CHF 350 million due to general price erosion and the price reduc-
tions for roaming totalling around CHF 210 million were largely offset by customer and volume
growth of around CHF 480 million. Swisscom Switzerland’s revenue also increased thanks to the
acquisition of a majority stake in Cinetrade, Switzerland’s leading film rights and content trading
company for the purchase and commercialisation of programme and sports broadcasting rights.
On 1 July 2013, Swisscom further reduced its roaming charges for mobile surfing by up to 70%.
The number of revenue generating units (RGU) with end customers grew by 349,000 or 3.0% to
12.1 million. The Natel infinity mobile subscriptions launched in June 2012, which offer customers
unlimited calls, SMS messages and surfing, remain highly popular. Within the year, the number of
infinity subscriptions rose by 0.8 million to around 1.7 million. Figures from recent quarters shows
that customers switching to Natel infinity are generating higher revenues (ARPU). The number of
postpaid mobile customers rose by 213,000 while the number of prepaid customers dropped by
23,000. In 2013, Swisscom sold a total of 1.6 million mobile handsets (+2.6%), of which 65% were
smartphones.
Demand remains high for bundled offerings such as Vivo Casa (which combines fixed-line access
with telephony, Internet and TV), and Vivo Tutto (which also includes a mobile line). The number
of customers using bundled offerings rose year-on year by 213,000 or 27.0% to 1 million. Revenue
from contracts for bundled offerings rose accordingly by CHF 381 million or 32.5% to CHF 1,553
million in comparison with the previous year. The number of Swisscom TV connections increased
by 209,000 or 26.4% to 1 million, of which 939,000 subscribed to the basic packages. 2013 saw the
number of fixed lines for voice telephony decline by 134,000 or 4.4% to 2.88 million, due primarily
to the number of customers migrating to cable network providers or switching from fixed to other
forms of connectivity such as mobile. Retail broadband access lines grew year-on-year by 84,000 or
4.9% to 1.81 million, while the number of unbundled subscriber access lines fell by 44,000 or 14.7%
to 256,000. The number of wholesale broadband access lines rose by 29,000 or 15.6% year-on-year
to 215,000.
Swisscom Switzerland/operating expenses and segment result
In CHF million, except where indicated
2013
2012
Change
Segment expenses by nature of cost
Traffic fees
Subscriber acquisition and retention costs
Other direct costs
Direct costs
Personnel expense
Other indirect costs
Capitalised self-constructed assets and other income
Indirect costs
Segment expenses
Segment result
Segment result before depreciation and amortisation (EBITDA)
Margin as % of net revenue
Depreciation, amortisation and impairment losses
Segment result
Capital expenditure and headcount
(449)
(463)
(892)
(1,804)
(1,691)
(1,581)
174
(3,098)
(4,902)
3,547
42.0
(1,104)
2,443
(457)
(474)
(889)
(1,820)
(1,714)
(1,539)
169
(3,084)
(4,904)
3,557
42.0
(1,053)
2,504
–1.8%
–2.3%
0.3%
–0.9%
–1.3%
2.7%
3.0%
0.5%
–
–0.3%
4.8%
–2.4%
Capital expenditure in property, plant and equipment and other intangible assets
Full-time equivalent employees at end of year
1,516
12,463
1,852
11,862
–18.1%
5.1%
Segment expense was CHF 2 million lower at CHF 4,902 million. At CHF 1,804 million, direct costs
were CHF 16 million or 0.9% lower year-on-year due chiefly to the lower volume of mobile hand-
sets purchased. Indirect costs increased by CHF 14 million or 0.5% to CHF 3,098 million. Excluding
restructuring costs in the previous year and company acquisitions, indirect costs rose by CHF 55
million or 1.0%, largely as a result of increased weather-related expenditure for network mainte-
nance as well as an increase in IT costs. Personnel expense declined by CHF 23 million or 1.3% to
CHF 1,691 million while the adjusted result was 0.6% higher. Headcount rose by 601 FTEs or 5.1%
to 12,463 FTEs as a result of company acquisitions, the insourcing of external personnel and an
increase in customer service and sales staff. The segment result before depreciation and amorti-
sation fell by CHF 10 million or 0.3% to CHF 3,547 million; EBITDA dropped by 2.2% on a like-for-like
basis. The profit margin remained unchanged at 42.0%. Depreciation and amortisation increased
year-on-year by CHF 51 million or 4.8% to CHF 1,104 million. The increase is primarily attributable
to high levels of investment and expenditure in connection with the mobile frequency auction
in 2012. The segment result ended the year CHF 61 million or 2.4% lower at CHF 2,443 million. At
CHF 1,516 million, capital expenditure was CHF 336 million or 18.1% lower year-on-year. Exclud-
ing expenses for the mobile frequencies acquired in 2012 amounting to CHF 360 million, capital
expenditure increased by CHF 24 million or 1.6%, mainly due to the expansion of the broadband
network and the modernisation of the mobile network.
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Number of infinity customers
At the end of 2013, around
1.7 million
Fastweb
In EUR million, except where indicated
Residential Customers
Corporate Business
Wholesale hubbing
Wholesale other
Revenue from external customers
Intersegment revenue
Net revenue
Segment expenses
Segment result before depreciation and amortisation
Margin as % of net revenue
Capital expenditure in property, plant and equipment and other intangible assets
Full-time equivalent employees at end of year
Broadband access lines at end of year in thousand
2013
744
771
45
78
1,638
4
1,642
(1,137)
505
30.8
565
2,363
1,942
2012
724
791
87
92
1,694
6
1,700
(1,200)
500
29.4
441
2,893
1,767
Change
2.8%
–2.5%
–48.3%
–15.2%
–3.3%
–
–3.4%
–5.3%
1.0%
28.1%
–18.3%
9.9%
Development of revenue
from external customers in EUR million
Development of EBITDA in EUR million
2,000
1,500
1,000
500
0
1,738
1,694
1,638
2,000
1,500
1,000
2011
2012
2013
2011
2012
2013
0
500
506
500
505
Fastweb’s net revenue fell by EUR 58 million or 3.4% to end the year at EUR 1,642 million. The drop
in revenue is mainly due to the planned reduction in wholesale revenue from interconnection ser-
vices (hubbing) with low margins, which fell by EUR 42 million year-on-year. Excluding hubbing, rev-
enue was, in comparison with the previous year, EUR 16 million or 1.0% lower at EUR 1,597 million.
Fastweb’s broadband customer base grew by 175,000 or 9.9% year-on-year to 1.94 million, thanks
in part to the bundled TV and broadband package offered in partnership with Sky Italia. This means
that Fastweb is growing faster than the Italian broadband market. In parallel to this, intensive com-
petition reduced average revenue per residential broadband customer by around 6.5%; however,
this decline was outweighed by customer growth. At EUR 744 million, revenue from residential
customers was up by EUR 20 million or 2.8% in comparison with the previous year. By contrast,
revenue from business customers fell by EUR 20 million or 2.5% to EUR 771 million, while revenue
from other wholesale business dropped by EUR 14 million or 15.2% to EUR 78 million.
The segment result before depreciation and amortisation totalled EUR 505 million, corresponding
to a year-on-year rise of EUR 5 million or 1.0%. The reduction in costs for the network access service
had a positive impact on the result. By contrast, customer acquisition costs increased as a result of
customer growth. The profit margin improved by 1.4 percentage points to end the year at 30.8%.
Headcount at the end of 2013 totalled 2,363 FTEs, down by 530 FTEs or 18.3% due to outsourcing.
Capital expenditure was EUR 124 million or 28.1% higher at EUR 565 million as a result of the expan-
sion of the fibre-optic network in Italy. The capital expenditure to net revenue ratio was 34.4%
(prior year: 25.9%). Around 40% of investment spending was directly related to customer growth.
Other operating segments
In CHF million, except where indicated
Revenue from external customers
Intersegment revenue
Net revenue
Segment expenses
Segment result before depreciation and amortisation
Margin as % of net revenue
Capital expenditure in property, plant and equipment and other intangible assets
Full-time equivalent employees at end of year
2013
1,032
787
1,819
(1,516)
303
16.7
195
4,964
2012
936
792
1,728
(1,454)
274
15.9
167
4,419
Change
10.3%
–0.6%
5.3%
4.3%
10.6%
16.8%
12.3%
Development of revenue
from external customers in CHF million
1,200
900
929
936
1,032
600
300
0
Development of EBITDA in CHF million
1,200
900
600
2011
2012
2013
2011
2012
2013
0
300
334
274
303
Revenue from external customers increased year-on-year by CHF 96 million or 10.3% to CHF 1,032
million. At CHF 612 million, revenue from external customers at Swisscom IT Services was CHF 91
million or 17.5% higher, largely due to acquisitions. In 2013, Swisscom IT Services took over the busi-
ness platform of Entris Banking and Entris Operations, which is used primarily for processing pay-
ment transactions and securities trading for banks. Swisscom IT Services saw incoming orders grow
by CHF 273 million or 53.2% to CHF 786 million in comparison with the previous year. Intersegment
revenue was CHF 5 million or 0.6% lower year-on-year at CHF 787 million, chiefly due to the lower
volume of construction services performed by Group Related Businesses for Swisscom Switzerland.
At CHF 1,516 million, segment expense was CHF 62 million or 4.3% higher than the previous year,
mainly as a result of increased costs related to corporate acquisitions made by Swisscom IT Services.
The segment result before depreciation and amortisation was CHF 29 million or 10.6% higher at
CHF 303 million. At 4,964 FTEs, headcount at the end of 2013 was 545 FTEs or 12.3% higher than
the previous year, due primarily to corporate acquisitions. Capital expenditure rose by CHF 28 mil-
lion or 16.8% to CHF 195 million, chiefly as a result of an increase in investment in IT infrastructure
by Swisscom IT Services and in ongoing construction projects by Swisscom Real Estate.
Group Headquarters and reconciliation to pension cost
Operating income before depreciation and amortisation decreased by CHF 17 million or 15.5% year-
on-year to CHF –127 million, mainly due to the reversal in the prior year of provisions no longer
required. Headcount dropped by 22 FTEs or 6.5% to 318 FTEs.
An expense of CHF 17 million is disclosed as a pension cost reconciliation item (prior year: income of
CHF 179 million). The prior-year figure of CHF 179 million includes income of CHF 157 million arising
from a one-off, non-cash pension plan amendment.
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Quarterly review 2012 and 2013
In CHF million, except where indicated
Income statement
Net revenue
Goods and services purchased
Personnel expense
Other operating expenses
Capitalised costs and other income
Operating income (EBITDA)
Depreciation and amortisation
Operating income (EBIT)
Net interest expense
Other financial result
Result of associates
Income before income taxes
Income tax expense
Net income
Share attributable to equity holders
of Swisscom Ltd
Share attributable to
non-controlling interests
1.
4.
quarter quarter quarter quarter
2.
3.
4.
2012 quarter quarter quarter quarter
1.
2.
3.
2013
(561)
(638)
(596)
74
(552)
(671)
(557)
77
(566)
(659)
(551)
83
(566)
(606)
(590)
78
(555)
(676)
(564)
91
(621)
(706)
(724)
134
(604)
(691)
(599)
103
(712)
(544)
(691)
121
(2,399)
(2,485)
(2,396)
373
2,802 2,819 2,806 2,957 11,384 2,734 2,862 2,867 2,971 11,434
(2,338)
(2,706)
(2,476)
388
1,098 1,126 1,122 1,131 4,477 1,031 1,071 1,146 1,054 4,302
(543)
(2,044)
511 2,258
(251)
(64)
1
(8)
30
12
460 2,029
(38)
(334)
422 1,695
(496)
(1,950)
635 2,527
(249)
(63)
(77)
(34)
32
7
545 2,233
(86)
(418)
459 1,815
(509)
637
(62)
(11)
6
570
(116)
454
(481)
617
(58)
(18)
6
547
(102)
445
(482)
644
(61)
(15)
8
576
(114)
462
(491)
540
(63)
(2)
6
481
(91)
390
(491)
631
(67)
(10)
11
565
(116)
449
(501)
570
(62)
4
6
518
(89)
429
442
458
448
460 1,808
388
427
450
420 1,685
3
4
1
(1)
7
2
2
4
2
10
Earnings per share (in CHF)
8.53
8.84
8.65
8.88 34.90
7.49
8.24
8.69
8.11
32.53
Net revenue
Swisscom Switzerland
Fastweb
Other operating segments
Group Headquarters
Intersegment elimination
Total net revenue
2,079 2,086 2,108 2,188 8,461 2,041 2,109 2,122 2,177 8,449
528 2,018
493 1,819
1
(853)
2,802 2,819 2,806 2,957 11,384 2,734 2,862 2,867 2,971 11,434
530 2,048
461 1,728
2
(855)
494
460
–
(209)
492
415
–
(209)
516
425
1
(209)
509
454
1
(211)
487
412
–
(206)
510
427
–
(214)
1
(223)
–
(227)
Segment result before depreciation and amortisation
Swisscom Switzerland
Fastweb
Other operating segments
Group Headquarters
Reconciliation pension cost
Intersegment elimination
Total segment result (EBITDA)
923
131
70
(27)
6
(5)
834 3,547
620
207
303
66
(127)
(41)
(17)
(1)
(24)
(11)
1,098 1,126 1,122 1,131 4,477 1,031 1,071 1,146 1,054 4,302
3,557
602
274
(110)
179
(25)
948
155
78
(27)
(4)
(4)
888
139
86
(30)
(7)
(5)
933
148
70
(29)
4
(4)
877
119
73
(29)
(5)
(4)
766
174
59
(24)
166
(10)
935
149
75
(30)
3
(6)
Capital expenditure in property, plant and equipment and other intangible assets
Swisscom Switzerland
Fastweb
Other operating segments
Group Headquarters
Intersegment elimination
Total capital expenditure
507 1,852
531
138
167
37
1
1
(22)
(7)
676 2,529
679
118
45
–
(6)
836
337
135
36
–
(6)
502
329
140
49
–
(3)
515
284
155
38
–
(3)
474
354
160
38
–
(5)
547
361
168
56
–
(6)
579
517 1,516
695
212
195
63
–
–
(10)
4
796 2,396
Full-time equivalent employees at end of year
Swisscom Switzerland
Fastweb
Other operating segments
Group Headquarters
Total headcount
350
11,999 11,915 11,884 11,862 11,862 12,018 12,344 12,513 12,463 12,463
3,064 3,032 2,911 2,893 2,893 2,389 2,379 2,370 2,363 2,363
4,501 4,509 4,457 4,419 4,419 4,505 4,802 4,991 4,964 4,964
318
19,914 19,805 19,595 19,514 19,514 19,247 19,859 20,194 20,108 20,108
340
340
349
334
318
343
320
335
Operating free cash flow
Net debt
483
624 1,882
279
8,390 9,144 8,622 8,071 8,071
496
245
528
615
7,931 8,622 8,263
590 1,978
7,812
7,812
In CHF million, except where indicated
1.
4.
quarter quarter quarter quarter
2.
3.
4.
2012 quarter quarter quarter quarter
1.
2.
3.
2013
476
125
155
756
336
132
152
620
250
22
272
465
119
147
731
354
136
153
643
233
20
253
Swisscom Switzerland
Net revenue and results
Residential Customers
Small and Medium-Sized Enterprises
Corporate Business
Revenue mobile single subscriptions
Residential Customers
Small and Medium-Sized Enterprises
Corporate Business
Revenue fixed-line single subscriptions
Residential Customers
Small and Medium-Sized Enterprises
Revenue bundles
Total revenue single subscriptions
1,627 1,648 1,664 1,635 6,574 1,596 1,628 1,670 1,656 6,550
and bundles
360
88
Solution business
595
122
Hardware sales
588
151
Wholesale
Revenue other
296
68
Total revenue from external customers 2,065 2,073 2,093 2,176 8,407 2,025 2,094 2,107 2,163 8,389
443 1,858
472
110
148
602
701 2,932
320 1,338
127
523
609
153
600 2,470
296 1,060
112
334 1,172
444 1,783
429
107
142
570
693 2,782
280 1,157
117
481
577
142
539 2,215
369 1,360
193
424 1,553
469
109
142
720
284
119
143
546
352
52
404
442
109
145
696
289
121
146
556
330
46
376
428
104
141
673
304
124
146
574
309
40
349
474
118
152
744
328
128
151
607
281
32
313
100
167
143
131
360
561
594
318
84
128
149
68
87
143
146
90
90
143
148
56
99
181
145
82
85
137
153
63
87
135
147
56
38
55
Residential Customers
Small and Medium-Sized Enterprises
Corporate Business
Wholesale
Revenue from external customers
1,208 1,204 1,227 1,300 4,939 1,190 1,247 1,254 1,294 4,985
286 1,128
438 1,688
588
145
2,065 2,073 2,093 2,176 8,407 2,025 2,094 2,107 2,163 8,389
283 1,135
450 1,739
594
143
284
431
151
282
419
146
286
419
148
287
435
147
281
423
153
274
412
149
Segment result before depreciation and amortisation
Residential Customers
Small and Medium-Sized Enterprises
Corporate Business
Wholesale
Network & IT
Intersegment elimination
Total segment result (EBITDA)
Margin as % of net revenue
748
223
230
94
(372)
–
923
44.4
744
225
235
89
(358)
–
935
44.8
Fastweb, in EUR million
Residential Customers
Corporate Business
Wholesale hubbing
Wholesale other
Revenue from external customers
Segment result (EBITDA)
Margin as % of net revenue
182
183
27
29
421
109
25.8
182
196
28
22
428
124
28.8
735
223
242
93
(360)
–
933
44.3
179
193
16
19
407
122
29.9
659 2,886
882
211
945
238
367
91
(1,523)
(433)
–
–
766 3,557
42.0
35.0
181
219
16
22
724
791
87
92
438 1,694
500
145
29.4
33.0
710
213
220
96
(362)
–
877
43.0
186
178
14
19
397
97
24.4
731
216
226
96
(380)
(1)
888
42.1
186
193
11
21
411
113
27.4
759
222
231
97
(363)
2
948
44.7
186
188
9
19
402
126
31.3
698 2,898
864
213
907
230
384
95
(1,506)
(401)
–
(1)
834 3,547
42.0
38.3
186
212
11
19
744
771
45
78
428 1,638
505
169
30.8
39.4
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Capital expenditure in property, plant and
Equipment and other intangible assets
Broadband access lines in thousand
112
565
1,654 1,673 1,704 1,767 1,767 1,861 1,887 1,911 1,942 1,942
441
130
115
172
126
116
137
98
In thousand, except where indicated
Swisscom Switzerland
Operational data
Access lines
Single subscriptions
Bundles
Fixed access lines
Single subscriptions
Bundles
Broadband access lines retail
Single subscriptions
Bundles
Swisscom TV access lines
1.
4.
quarter quarter quarter quarter
2.
3.
4.
2012 quarter quarter quarter quarter
1.
2.
3.
2013
2,536 2,465 2,407 2,350 2,350 2,272 2,207 2,142 2,073 2,073
806
3,093 3,058 3,034 3,013 3,013 2,970 2,936 2,905 2,879 2,879
806
729
698
663
663
627
593
557
763
1,023
659
843
810
810
938 1,001 1,001
1,682 1,694 1,708 1,727 1,727 1,751 1,767 1,781 1,811 1,811
909
842
969
739
878
889
995
699
939
788
939
788
236
419
655
245
449
694
248
480
728
270
521
791
270
521
791
291
569
860
289
613
902
276
276
281
662
724
724
943 1,000 1,000
2,243 2,231 2,210 2,199 2,199 2,196 2,180 2,173 2,176 2,176
Prepaid single subscriptions
Postpaid single subscriptions
3,763 3,783 3,812 3,812
3,657 3,654 3,672 3,702 3,702
Mobile access lines single subscriptions 5,900 5,885 5,882 5,901 5,901 5,937 5,943 5,956 5,988 5,988
Bundles
419
271
6,082 6,114 6,153 6,217 6,217 6,270 6,307 6,346 6,407 6,407
Mobile access lines
3,741
364
390
229
182
419
316
316
333
Revenue generating units (RGU)
11,512 11,560 11,623 11,748 11,748 11,851 11,912 11,975 12,097 12,097
Broadband access lines wholesale
Unbundled fixed access lines
179
312
176
317
181
310
186
300
186
300
196
290
201
280
208
268
215
256
215
256
Bundles
2play bundles
3play bundles
4play bundles
Total bundles
Data traffic in million
Fixed-line traffic in minutes
Mobile traffic in minutes
Data SMS mobile
Swisscom Group
Information by geographical regions
Net revenue in Switzerland
Net revenue in other countries
Total net revenue
EBITDA Switzerland
EBITDA in other countries
Total EBITDA
240
347
72
659
237
374
88
699
239
387
113
739
248
403
137
788
248
403
137
788
257
428
157
842
264
451
174
889
279
279
270
517
517
479
205
205
189
938 1,001 1,001
2,158 1,989 1,847 1,961
1,654
691
7,365
1,633 1,612 1,683 6,582 1,728 1,817 1,770 1,831 7,146
552 2,385
7,955 1,918 1,889 1,728 1,830
677 2,756
694
694
607
628
598
2,278 2,285 2,299 2,406 9,268 2,235
499
9,358
543 2,076
2,802 2,819 2,806 2,957 11,384 2,734 2,862 2,867 2,971 11,434
2,337 2,358 2,428
509
551 2,116
507
525
534
524
966
132
849 3,685
617
205
1,098 1,126 1,122 1,131 4,477 1,031 1,071 1,146 1,054 4,302
939 3,864
613
192
980
146
910
121
979
143
933
138
993
153
Capital expenditure in Switzerland
Capital expenditure in other countries
Total capital expenditure
366
136
502
374
141
515
718
118
836
536 1,994
140
535
676 2,529
319
155
474
387
160
547
409
170
579
571 1,686
225
710
796 2,396
Full-time equivalent employees
in Switzerland
Full-time equivalent employees
in other countries
Total headcount
16,503 16,426 16,339 16,269 16,269 16,483 17,099 17,449 17,362 17,362
3,411 3,379 3,256 3,245 3,245 2,764 2,760
2,746
19,914 19,805 19,595 19,514 19,514 19,247 19,859 20,194 20,108 20,108
2,746
2,745
Group financial position
Financial position
Cash flows
In CHF million
Operating income before depreciation and amortisation (EBITDA)
Capital expenditure in property, plant and equipment and other intangible assets
Proceeds from sale of tangible and other intangible assets
Change in defined benefit obligations
Change in net working capital and other cash flows from operating activities
Dividends paid to non-controlling interests
Operating free cash flow
Net interest paid
Income taxes paid
Free cash flow
Other cash flows from investing activities, net
Issuance and repayment of financial liabilities, net
Dividends paid to equity holders of Swisscom Ltd
Other cash flows
Net increase in cash and cash equivalents
Free cash flow in CHF million
4,302
–2,396
2013
4,302
(2,396)
28
(20)
78
(14)
1,978
(243)
(278)
1,457
(149)
37
(1,140)
(21)
184
2012
4,477
(2,529)
25
(180)
103
(14)
1,882
(236)
(190)
1,456
1
(75)
(1,140)
(18)
224
Change
(175)
133
3
160
(25)
–
96
(7)
(88)
1
(150)
112
–
(3)
(40)
28
78
–20
–14
1,978
–243
–278
1,457
EBITDA
Capital
expenditure
Proceeds
from sale
of assets
Change in
defined
benefit
obligations
Change in
net working
capital
Dividends
to non-
controlling
interests
Operating
free cash
flow
Net interest
paid
Taxes
paid
Free
cash flow
Free cash flow was almost unchanged versus the previous year at CHF 1,457 million. Higher income
tax payments and higher net interest payments offset the increase in the operating cash flow. The
main reason for the increase in operating free cash flow was the lower capital expenditure in com-
parison with the previous year. Capital expenditure fell by CHF 133 million or 5.3% year-on-year to
CHF 2,396 million. Excluding these costs, investments for mobile frequencies increased by CHF 227
million or 10.5% to CHF 360 million, primarily as a result of increased investment at Fastweb. The
change in defined benefit obligations in the previous year includes non-cash non-recurring income
of CHF 157 million resulting from a pension plan adjustment. Net working capital was CHF 78 mil-
lion lower versus the end of 2012 (prior year: CHF 103 million). The decrease is primarily the result
of lower trade receivables. In 2013, Swisscom paid dividends totalling CHF 1,140 million to its share-
holders (prior year: CHF 1,140 million).
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Net asset position
Balance sheet
In CHF million
Assets
Cash and cash equivalents and current financial assets
Trade and other receivables
Property, plant and equipment
Goodwill
Other intangible assets
Associates and non-current financial assets
Income tax assets
Other current and non-current assets
Total assets
Liabilities and equity
Financial liabilities
Trade and other payables
Defined benefit obligations
Accrued liabilities
Income tax liabilities
Other current and non-current liabilities
Total liabilities
Share of equity attributable to equity holders of Swisscom Ltd
Share of equity attributable to non-controlling interests
Total equity
Total liabilities and equity
Equity ratio at end of year
31.12.2013
31.12.2012
Change
883
2,516
9,156
4,809
2,053
346
301
432
578
2,658
8,549
4,662
2,121
465
340
423
20,496
19,796
8,823
1,870
1,293
799
640
1,069
14,494
5,973
29
6,002
20,496
29.3%
8,783
1,993
2,108
840
425
930
15,079
4,690
27
4,717
19,796
23.8%
52.8%
–5.3%
7.1%
3.2%
–3.2%
–25.6%
–11.5%
2.1%
3.5%
0.5%
–6.2%
–38.7%
–4.9%
50.6%
14.9%
–3.9%
27.4%
7.4%
27.2%
3.5%
Total assets rose by CHF 0.7 billion or 3.5% to CHF 20.5 billion, mainly due to the high investment
activity and acquisition of subsidiaries.
In CHF million
Property, plant and equipment
Goodwill
Other intangible assets
Receivables
Liabilities
Other net operating assets
Cash and cash equivalents and financial assets
Financial liabilities
Defined benefit obligations
Income tax assets and liabilities, net
Investments in associates
Other assets, net
Equity
31.12.2011
31.12.2012
31.12.2013
Change
8,222
4,664
1,879
2,948
(3,738)
13,975
522
(8,831)
(1,489)
(16)
233
299
8,549
4,662
2,121
3,081
(3,763)
14,650
712
(8,783)
(2,108)
(85)
268
63
4,693
4,717
9,156
4,809
2,053
346
(790)
15,574
884
(8,823)
(1,293)
(339)
153
(154)
6,002
607
147
(68)
(2,735)
2,973
924
172
(40)
815
(254)
(115)
(217)
1,285
Goodwill
The net carrying amount of goodwill is CHF 4,809 million, the bulk of which relates to Swisscom
Switzerland (CHF 4,065 million). This goodwill arose primarily in 2007 in connection with the repur-
chase of the 25% stake in Swisscom Mobile Ltd sold to Vodafone in 2001. Following the repurchase,
the mobile, fixed-network and solutions businesses were organisationally combined and merged
to create the new company Swisscom (Switzerland) Ltd. The valuation risk of this goodwill item is
extremely low. The net carrying amount of Fastweb goodwill is EUR 492 million (CHF 604 million).
Goodwill in respect of other operating segments amounts to CHF 140 million.
Post-employment benefits
The defined benefit obligations disclosed in the consolidated financial statements are measured in
accordance with International Financial Reporting Standards (IFRS). Net obligations recognised on
the balance sheet amounted to CHF 1,293 million, corresponding to a reduction of CHF 815 million
compared to the prior year. This is largely due to a higher discount rate and the sound performance
of the plan assets. In accordance with Swiss accounting standards (Swiss GAAP ARR) the surplus
amounts to some CHF 0.4 billion corresponding to a coverage ratio of 106%. The main reasons for
the differences in accordance with IFRS of CHF 1.7 billion are the application of differing actuarial
assumptions with regard to the discount rate (CHF 0.7 billion) and life expectancy (CHF 0.4 bil-
lion), and a different actuarial measurement method (CHF 0.6 billion). IFRS measurement takes into
account future salary, contribution and pension increases and early retirements.
Equity
Equity rose by CHF 1,285 million or 27.2% to CHF 6,002 million. The dividend payments of CHF 1,140
million to the equity holders of Swisscom Ltd were more than offset by net income of CHF 1,695
million and net gains of CHF 740 million recognised directly in equity. Net gains recognised directly
in equity include non-cash actuarial gains from pension plans totalling CHF 847 million as well as
unrealised losses of CHF 63 million resulting from currency translation of foreign Group companies.
The CHF/EUR exchange rate rose from 1.207 at the end of 2012 to 1.228. At 31 December 2013,
cumulative currency translation losses recognised in equity amounted to CHF 1,559 million (after
tax).
Distributable reserves are calculated on the basis of equity reported in the separate financial state-
ments of Swisscom Ltd in accordance with statutory accounting provisions, rather than on the
basis of equity as disclosed in the consolidated balance sheet prepared in accordance with Inter-
national Financial Reporting Standards (IFRS). At 31 December 2013, the equity of Swisscom Ltd
amounted to CHF 4,243 million. The difference between this amount and equity disclosed in the
consolidated balance sheet is essentially due to earnings retained by subsidiaries as well as differ-
ent accounting and valuation methods. Under Swiss company law, share capital and that part of
the general reserves representing 20% of the share capital may not be distributed. At 31 Decem-
ber 2013, Swisscom Ltd had distributable reserves of CHF 4,180 million.
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Net debt
Net debt comprises financial liabilities less cash and cash equivalents, current financial assets and
non-current, fixed-interest-bearing deposits. Swisscom’s goal is to achieve a maximum net debt/
EBITDA ratio of around 2. This value may be exceeded temporarily. Financial leeway exists if the
target is not reached.
In CHF million, except where indicated
31.12.2011
31.12.2012
31.12.2013
Net debt
Ratio total liabilities/total assets
Ratio net debt/equity
Ratio net debt/EBITDA
Development of net debt in CHF million
8,309
77.9%
1.9
1.8
8,071
76.2%
1.7
1.8
7,812
70.7%
1.3
1.8
Change
–3.2%
(0.4)
–
8,071
–1,978
1,140
251
278
50
7,812
Net debt
31.12.2012
Operating
free cash flow
Dividends
Net interest
expense
Taxes paid
Other
effects
Net debt
31.12.2013
The ratio of net debt to EBITDA remained unchanged year-on-year at 1.8. In recent years, Swisscom
has taken advantage of favourable capital market conditions with a view to optimising the interest
and maturity structure of the Group’s financial obligations. The share of the Group’s variable-rate
financial liabilities amounts to around 20%.
Maturity profile of financial liabilities
Swisscom aims for a broadly diversified debt portfolio. This involves paying particular attention
to balancing maturities and a diversification of financing instruments and markets. The follow-
ing table shows the maturity profile of interest-bearing financial liabilities at nominal value as at
31 December 2013:
In CHF million
Bank loans
Debenture bonds
Private placements
Finance lease liabilities
Other financial liabilities
Total
Due within Due within Due within Due within
1 year 1 to 2 years 3 to 5 years 6 to 10 years
Due after
10 years
–
1,250
205
13
3
430
500
–
14
1
650
148
2,100
1,114
672
30
1
278
40
–
85
500
–
558
–
Total
1,313
5,464
1,155
655
5
1,471
945
3,453
1,580
1,143
8,592
Capital expenditure
Introduction
See Report
pages 17–18
Swisscom remains committed to maintaining the high quality and availability of its network infra-
structure in Switzerland, in particular by making targeted investments in fibre-optic network expan-
sion, migration to an all-IP-based infrastructure, and ensuring a state-of-the-art mobile network.
In Italy, Fastweb operates a network comprising a proprietary fibre-optic network and a copper-
based broadband access infrastructure. This network infrastructure is also undergoing further
expansion in specific areas.
Capital expenditure in the 2013 financial year
In CHF million, except where indicated
Fixed access
Mobile access
Expansion of the fibre-optic network
Customer driven
Projects and others 1
Mobile frequencies
Swisscom Switzerland
Fastweb
Other operating segments
Group Headquarters and elimination
Total capital expenditure in tangible and other intangible assets
Total capital expenditure as % of net revenue
2011
409
151
301
172
367
–
2012
425
226
317
162
362
360
2013
410
271
292
159
384
–
1,400
1,852
1,516
552
169
(26)
2,095
18.3
531
167
(21)
2,529 2
22.2
695
195
(10)
2,396 2
21.0
Change
–3.5%
19.9%
–7.9%
–1.9%
6.1%
–
–18.1%
30.9%
16.8%
–52.4%
–5.3%
1 Including All IP migration.
2 Excluding capital expenditure totalling CHF 49 million (prior year: CHF 32 million) in a real-estate project for which a sales contract was signed
and an advance payment made by the buyer in the same amount.
Swisscom’s capital expenditure was CHF 133 million or 5.3% lower year-on-year at CHF 2,396 mil-
lion. The prior-year figure included CHF 360 million for investments in existing and new mobile
frequencies. Excluding these costs, capital expenditure was up by 10.5% and amounted to 21.0% of
net revenue (prior year: 19.1% adjusted). Swisscom Switzerland accounted for 63% of 2013 capital
expenditure, while Fastweb accounted for 29% and other operating segments 8%.
Capital expenditure incurred by Swisscom Switzerland fell year-on-year by CHF 336 million or 18.1%
to CHF 1,516 million. Excluding investments for mobile frequencies, capital expenditure was CHF 24
million or 1.6% higher, corresponding to 17.9% of net revenue (prior year: 17.6% adjusted). The increase
is attributable to the expansion of the broadband network and, in particular, the modernisation of
the mobile network with the latest-generation LTE (Long Term Evolution) mobile technology.
Fastweb’s capital expenditure was CHF 164 million or 30.9% higher year-on-year at CHF 695 mil-
lion, which represented an increase of EUR 124 million or 28.1% to EUR 565 million in local cur-
rency terms. The main reason for increase was fibre-optic network expansion in Italy. The capital
expenditure to net revenue ratio amounted to 34.4% (prior year: 25.9%). Around 40% of total capi-
tal expenditure are related to the customer growth.
At CHF 195 million, capital expenditure incurred by other operating segments was CHF 28 million
or 16.8% higher year-on-year, chiefly as a result of an increase in investment in IT infrastructure by
Swisscom IT Services and in ongoing construction projects by Swisscom Real Estate.
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Supplement and outlook
Events after the balance sheet date
The Swisscom Board of Directors approved the release of this Annual Report on 5 February 2014.
As of this date, no significant events after the balance sheet date occurred.
Outlook
Financial outlook 2014
Swisscom expects the 2014 year-end figures for revenue and EBITDA to show moderate growth.
Excluding Fastweb, Swisscom expects to close 2014 with revenue of around CHF 9.45 billion and
EBITDA of at least CHF 3.7 billion. The trend for revenue and income is being driven by a slight
increase in revenue from services, coupled with ongoing stagnation in the business customer seg-
ment due to persistent price erosion. The companies acquired in 2013 will also contribute some
CHF 80 million to growth. The outlook for EBITDA remains predicated on the assumption that no
material restructuring and integration costs will be incurred. Expansion of the network infrastruc-
ture will again entail high capital expenditure of around CHF 1.75 billion in 2014.
Fastweb is expected to close 2014 with revenue of around EUR 1.65 billion, EBITDA of at least
EUR 0.5 billion, and capital expenditure of around EUR 0.55 billion. The high figure for capital
expenditure is due to expansion of the fibre-optic network in Italy.
Assuming a stable CHF/EUR exchange rate of 1.23, Swisscom therefore expects to post Group reve-
nue of around CHF 11.5 billion, EBITDA of around CHF 4.35 billion and capital expenditure of CHF 2.4
billion at the end of 2014. If all targets are met, Swisscom will once again propose a dividend of
CHF 22 per share for the 2014 financial year to the Annual General Meeting of Shareholders.
Risks
Swisscom’s risk management is aimed at safeguarding the company’s
enterprise value.
Risk management system
Swisscom’s enterprise risk management (ERM) applies Group-wide and takes both internal and
external events into account. Swisscom observes the established COSO II and ISO 31000 risk
management standards and thus has a risk management system in place that complies with the
requirements of its own corporate governance policy as well as those under Swiss law.
Objectives
Swisscom’s risk management is aimed at safeguarding the company’s enterprise value. This is
assured by having in place a recognised and appropriate Group-wide risk management system as
well as comprehensive, meaningful, level-appropriate reporting, suitable documentation and a
risk-aware corporate culture. Risks are events or situations which could jeopardise the company’s
ability to achieve its objectives should they occur.
Organisation
The Board of Directors delegates responsibility for implementing the risk management system to
the CEO Swisscom Ltd. A central organisational unit Risk Management reports to the CFO Swisscom
Ltd, coordinates all organisational units charged with risk management tasks and oversees these
insofar as this is required for reporting purposes. This ensures comprehensive, Group-wide coordi-
nated risk management and reporting. As part of their remit, employees entrusted with risk man-
agement tasks have an unrestricted right to information and are authorised to access and view all
relevant documents and records.
Swisscom employs special instruments in individual risk areas. In financial risk management, for
example, quantitative tools (sensitivity analyses) are used to assess interest rate and currency risks.
Compliance risks and financial reporting risks are overseen by specialist central organisational units
which report to the central Risk Management organisational unit and are responsible for meeting
the goals of the company’s internal control system (ICS).
Process
The main risks to which Swisscom is exposed are identified in a comprehensive risk analysis. Each
risk is assigned a risk owner. To enable the early identification, assessment and management of
risks and their inclusion in strategic planning, the central Risk Management unit works closely with
the Controlling and Strategy departments and other relevant departments. Risk management cov-
ers risks in the areas of strategy (including market risks), operations (including finance risks), compli-
ance and financial reporting. The risks are assessed according to their probability of occurrence and
their qualitative and quantitative effects in the event of occurrence, and are managed on the basis
of a risk strategy. The risks are evaluated in terms of their impact on key performance indicators
reported by Swisscom. The risk profile is reviewed and updated quarterly. The Board of Directors’
Audit Committee and the Swisscom Group Executive Board are informed about significant risks,
their potential effects and the status of measures on a quarterly basis, and the Board of Directors
on an annual basis. The effectiveness of the risk strategies and measures taken is assessed quar-
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terly. Information on the internal control system, compliance management and internal auditing is
provided in Section 3.9 of the Corporate Governance Report, Controlling instruments of the Board
of Directors vis-à-vis the Group Executive Board.
See Report
page 128
General statement on the risk situation
Risks are driven by changes in technology, the regulatory environment, markets, competition and
customer behaviour. The importance of established telecoms services is continuing to decline, and
the associated loss of revenue from traditional core business needs to be compensated by driv-
ing customer and volume growth and offering new services. The economic environment remains
uncertain and is having an effect, among other things, on customers and suppliers. Over the long
term the trend in the ICT market will necessitate fundamental changes in the approach to risks
related to human capital, technology and the business model. Pending regulatory decisions pose a
latent risk which could have a major impact on Swisscom’s financial development, as illustrated by
the following selected key risk factors.
Risk factors
Telecommunications market
Changes within the telecoms market, structural adjustments and competition from service provid-
ers who do not maintain their own telecoms infrastructure are exerting pressure on transforma-
tion. It remains to be seen which technologies and services will emerge the winners. Current trends
are increasingly necessitating the integration of a growing number of technologies and devices
in order to win new customers and deliver multimedia services. The integration and operation of
new infrastructures entails significant risks in terms of interfaces to existing infrastructure. The
occurrence of such risks could delay implementation of the strategy or have a detrimental effect
on customer satisfaction. Swisscom has initiated measures in various areas to address this trans-
formation process.
Politics and regulation
For Swisscom, telecommunications and antitrust legislation entail risks which could have a sus-
tained impact on the company’s future financial position and results of operations and hence neg-
atively impact Swisscom’s products and services as well as its investment activities. The main risks
concern the possibility of stricter price regulations (for leased lines, for example), which would fur-
ther restrict Swisscom’s room for manoeuvre; or sanctions by the Competition Commission, which
would reduce Swisscom’s operating results and damage the company’s good reputation.
New initiatives to revise the Telecommunications Act (TCA) and the related ordinance (OTS) further
increase the regulatory risk. These include a possible regulation of roaming charges, mobile tele-
phony and fibre-optic technology, or establishment of the principle of network neutrality. A change
in the method used to calculate costs relating to regulated access services could have also negative
implications for Swisscom.
Increased demands on the part of the regulator with regard to basic service provision (for example,
universal entitlement to faster Internet access) or cooperation in the fight against crime (for example,
entitlement to real-time monitoring of mobile phones) would push up expenditure considerably
and have an adverse impact on Swisscom’s results.
Access network expansion
Customer demand for broadband access is growing rapidly, as is the popularity of mobile devices
and IP-based services (smartphones, IP TV, OTTs, etc.). Swisscom faces tough competition from
cable companies and other network operators as it strives to meet current and future customer
needs and defend its own market shares. The necessary network expansion calls for major invest-
ments which need to be amortised over several decades. To mitigate financial risks and ensure opti-
mum network coverage, expansion is determined by population density and customer demand.
The risks would be substantial if Swisscom were forced to spend more on network expansion than
planned, or if projected long-term earnings were to fall. Risks will be minimised by adapting expansion
of the access network to changing framework conditions.
Human capital
Constant changes in framework conditions and markets necessitate a change in corporate culture.
The key challenges in this context lie in maintaining employee motivation and high staff loyalty
despite cost pressure, while managing growth and efficiency, increasing employees’ ability to
adapt their skills and ensuring Swisscom remains an attractive employer.
Economic climate, market consolidation in Italy, regulation and recoverability of Fastweb’s assets
A potential consolidation of the Italian market could have significant ramifications for Swisscom’s
subsidiary Fastweb. In addition, Italy’s economic development and competitive dynamics carry
risks which could have a detrimental impact on Fastweb’s strategy and jeopardise projected reve-
nue growth. The impairment test performed in 2013 confirmed the recoverable value of Fastweb’s
assets. The recoverability of Fastweb’s net assets recognised in the consolidated financial statements
is contingent above all on achieving the financial targets set out in the business plan (revenue growth,
improvement in EBITDA margin and reduction in capital expenditure ratio). If future growth is
lower than projected, there is a risk that this will result in a further impairment loss. Major uncer-
tainty also surrounds the future interest rate trend and the country risk premium. An increase in
interest rates or the country risk premium could lead to an impairment loss. Fastweb’s business
operations are also influenced by European and Italian telecommunications legislation. Regulatory
risks can jeopardise the achievement of targets and reduce the enterprise value.
Business interruption
Usage of Swisscom’s services is heavily dependent on technical infrastructure such as communica-
tions networks and IT platforms. Any major disruption to business operations poses a high financial
risk as well as a substantial reputation risk. Force majeure, human error, hardware or software
failure, criminal acts by third parties (for example, computer viruses or hacking) or the ever-grow-
ing complexity and interdependence of modern technologies can cause damage or interruption to
operations. Built-in redundancy, contingency plans, deputising arrangements, alternative locations,
careful selection of suppliers and other measures are designed to ensure Swisscom can deliver the
level of services that customers expect at all times.
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Information technologies
Swisscom is in the midst of a transformation from line-switched TDM technology to IP technology.
This transformation should enable Swisscom to develop and roll out new products and services
more flexibly, efficiently and cost-effectively than before. Initial results are positive, but Swisscom
is entering new territory and therefore taking on higher risks. Swisscom’s highly complex IT archi-
tecture entails high risks during both the implementation and operating phases. These risks have
the potential, among other things, to delay the rollout of new services, increase costs and impact
competitiveness. The transformation is being monitored by the Swisscom Switzerland Manage-
ment Board.
Environment and health
Electromagnetic radiation (for example from mobile antennas or mobile handsets) has repeatedly
been claimed to be potentially harmful to the environment and to health. Under the terms of the
Ordinance on Non-Ionising Radiation (ONIR), Switzerland has adopted a so-called precautionary
principle and introduced limits for base stations that are ten times higher than the EU’s limits.
The public’s wary attitude to mobile antenna sites in particular is impeding Swisscom’s network
expansion. There is a future risk that regulations governing electromagnetic emissions and legal
requirements for the construction of mobile base stations may be further tightened. This would
result in additional costs for network expansion and operation. Even without stricter legislation,
public concerns about the effects of electromagnetic radiation on the environment and health
could further hamper the construction of wireless networks in the future and drive up costs. Such
concerns could also reduce intensity of mobile phone usage.
Climate change poses risks for Swisscom in the form of increased levels of precipitation as well as
higher average or extreme temperatures. These trends could impact the operability of Swisscom’s
telecoms infrastructure, particularly in view of the potential risk to base stations and local
exchanges. The analysis of risks and opportunities posed by climate change is based on the official
reports of the Federal Office for the Environment (FOEN) on climate change, published in October
2007 and October 2011.
See
www.cdproject.net/en-us
Corporate Responsibility
Passionate about
future generations.
Corporate responsibility strategy
Sustainable living
and working
Sustainable use
of resources
Telecommunications
for all
Responsible
employer
| Pages 81–86
| Pages 87–97
| Pages 98–102
| Pages 103–110
Inhalt
Corporate responsibility strategy
Sustainable living and working
Sustainable use of resources
Telecommunications for all
Responsible employer
Innovation and development
73 Context and principles
74 Strategic priorities
79 Corporate responsibility governance and implementation
81 Environment and objectives
82 Climate-friendly products and services for residential customers
83 Green ICT for business customers
85 Low-radiation communications technologies
86 Customer satisfaction
87 Environment and objectives
88 Energy-efficient infrastructure
91 Climate
93 Environmental performance indicators in Switzerland
94 Swisscom’s responsibility in the supply chain
94 Supplier risk management
98 Environment and objectives
98 Basic service provision
99 Data protection
99 Protecting minors in the media and promoting media skills
102 “Internet for Schools” initiative
103 Environment and objectives
103 Staff development
104 Staff recruitment
105 Staff recruitment outside of Switzerland
106 Health and safety in the workplace
107 Diversity
109 Employee satisfaction
110 Employees in figures
111 Innovation as an open process
111 Specific areas of innovation at Swisscom
113 Current innovation projects
SGS Certification
114 GRI Sustainability Report 2013 of the Swisscom Ltd
Inhalt
Corporate responsibility strategy
73 Context and principles
74 Strategic priorities
79 Corporate responsibility governance and implementation
Sustainable living and working
81 Environment and objectives
Sustainable use of resources
Telecommunications for all
Responsible employer
Innovation and development
82 Climate-friendly products and services for residential customers
83 Green ICT for business customers
85 Low-radiation communications technologies
86 Customer satisfaction
87 Environment and objectives
88 Energy-efficient infrastructure
91 Climate
93 Environmental performance indicators in Switzerland
94 Swisscom’s responsibility in the supply chain
94 Supplier risk management
98 Environment and objectives
98 Basic service provision
99 Data protection
99 Protecting minors in the media and promoting media skills
102 “Internet for Schools” initiative
103 Environment and objectives
103 Staff development
104 Staff recruitment
105 Staff recruitment outside of Switzerland
106 Health and safety in the workplace
107 Diversity
109 Employee satisfaction
110 Employees in figures
111 Innovation as an open process
111 Specific areas of innovation at Swisscom
113 Current innovation projects
SGS Certification
114 GRI Sustainability Report 2013 of the Swisscom Ltd
Corporate responsibility strategy
Swisscom takes responsibility seriously – now and in the future.
To this end, it relies on the corporate responsibility strategy
(CR strategy) with its four strategic priorities. Swisscom pushed ahead
in 2013 with dovetailing its CR and corporate business strategy.
Context and principles
Factors of
long-term
responsibility
Positioning
Swisscom as a
leading company
Strategic
priorities
Focus of
implementation
> Awareness of business-
> Ensure the long-term
>
critical needs of customers
business success
and stakeholders
> Integrity and
holistic thinking
of the company
> Assume a pioneering role
Sustainable living
in ecology and support
and working
customers’ efforts to
be more climate friendly
>
2014
> Integration of corporate
responsibility strategy with
corporate business strategy
and link to the Group’s core
business
> Differentiation on the market
by providing them with
the corresponding
products and services
> Act in a socially respon-
Sustainable use
of resources
2020
> Development of targets 2020
sible manner and take
>
the lead in promoting
media competency and
Telecommunications
protecting minors
in the media
for all
> Be an attractive,
>
socially responsible
employer
Responsible
employer
Swisscom attaches great importance to sustainability. Ensuring the efficient use of resources,
including energy, while guaranteeing the provision of communications services that meet this
requirement to consumers is essential. Swisscom’s situation as national infrastructure provider,
coupled with the expectations of the relevant stakeholder groups, i.e. customers, employees and
the federal government in its role as principal shareholder and as legislator, place high demands on
the company as regards sustainability. Sustainable management and long-term responsibility are
thus among the core values to which Swisscom is committed. They are reflected in the corporate
business strategy and presented in more detail in the CR strategy. In the year under review,
Swisscom continued with the integration of corporate responsibility, particularly the ecological
and social aspects. Expanding the CR strategy to Swisscom subsidiary Fastweb was also part of the
year’s agenda.
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Strategic priorities
Swisscom’s corporate responsibility activities focus on issues which have high relevance for
stakeholders and at the same time are closely linked to the company’s core business and are there-
fore associated with creating market opportunities. Swisscom has the following four strategic
priorities:
See Report
page 26
Sustainable living and working
Swisscom supports
customers in their pursuit
of a sustainable way
of living and working.
Swisscom supports customers in their endeavours to conserve resources. Green ICT enables
companies to massively reduce energy consumption and CO2 emissions: video conferencing and
home office solutions generate savings in travel time and costs, and buildings and networks can be
managed in an energy-efficient manner thanks to ICT solutions. Swisscom offers Green ICT Check,
a simple tool that enables companies to assess their potential energy and CO2 savings. Swisscom
also provides residential customers with numerous ways to manage their carbon footprint, from
online billing to a recycling service for mobile phones.
Example from Swisscom’s list of targets:
Swisscom aims to increase revenue generated from Green ICT services by 10% a year.
Sustainable use of resources
We work closely with
our suppliers to ensure
the highest standards
of sustainability in
terms of how we use
natural resources.
Swisscom is among Switzerland’s ten biggest purchasers of electricity. It continuously improves its
energy efficiency, meets its full electricity requirements from renewable domestic energy sources
and is one of the biggest purchasers of wind and solar power in Switzerland. Since 1998, Swisscom
has more than halved CO2 emissions from vehicles and buildings. Swisscom also requires that
suppliers comply with high ecological and corporate social responsibility standards.
Example from Swisscom’s list of targets:
Swisscom aims for a 25% improvement in energy efficiency by 2015 versus the 2010 reference year.
Telecommunications for all
Swisscom is committed
to ensuring that
everyone in Switzerland
knows how to use digital
media safely and securely.
Swisscom makes it possible for everyone in Switzerland to access digital media and also helps them
to use these media responsibly. To date, Swisscom has provided free Internet access to 6,600 schools
and introduced over 100,000 first-time users to the digital world through training courses. Swisscom
also provides technical products and offerings aimed at protecting young people in the use of
online media and promoting media skills.
Example from Swisscom’s list of targets:
Swisscom holds 800 training courses every year (with approximately 15,000 participants)
aimed at improving the media skills of young people.
Responsible employer
Swisscom is one of
the most popular
employers in
Switzerland and
acts in a socially
responsible manner.
Swisscom offers employees the opportunity to develop their knowledge and skills and promotes
work-life balance. Fair terms and conditions of employment are as important to Swisscom as an
active social partnership and an above-average commitment to vocational training. Employees also
have the chance to get involved in social and community projects, for example, by participating in
the Corporate Volunteering Programme.
Example from Swisscom’s list of targets:
In line with its commitment to diversity, Swisscom aims to increase the percentage of women in
management to 20% in the medium term.
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Swisscom’s targets
The most important indicators of Swisscom’s CR-targets
The most important indicators
Priority of the CR Strategy
Management/Governance
Reporting boundaries/Data collection
Specification of reporting boundaries and integration of new companies in
the data collection systems for sustainability reporting
KPI: The extent to which management systems and indicators within the
reporting boundary Switzerland are covered
Anti-corruption (GRI-SO2)
KPI: Implementation of training on anti-corruption directive
Targets in year under review
Future targets
Status/Measures
The target is considered achieved if within a tolerance of 5%,
not achieved or exceeded outside the tolerance
2013:
Integration in processes
2014:
Achieved; no further target
2013 target achieved
Detailed list of group companies continuously updated
2014 measure:
> Further integration in Acquisition and Mutation processes
2013:
Integrate training in the
Compliance Process
2014:
Achieved; no further target
2013 target achieved
> Training integrated in the Compliance Process
> Carried out in the form of eLearning courses for managers in 2013
> Further training courses are being carried out as part of the Compliance
Process
Sustainable living and working
Rise in net revenue in Green ICT portfolio (GRI-EN26)
Eco-friendly products and services for corporate customers (B2B)
KPI: Rise in net revenue in the defined Green ICT portfolio
2013:
+10% over the prior year
2014:
+10% over the prior year
2013 target not achieved (–6%)
> Decline mainly due to special effect (one-time revenue from corporate
customer from the previous year)
> Most revenue from individual services up over the prior year
2014 measures:
> Continue to promote eco-friendly offerings
> Issue of further Green ICT certificates
> Project partnerships with NGO
Expand the portfolio of eco-friendly offerings (GRI-EN26)
KPI: Number of offerings certified by myclimate (NGO)
2013:
Residential customers: 3
Business customers: 19
2014:
Residential customers: 3
Business customers: 32
2013 Residential customers target not achieved (1)
2013 Corporate customers target exceeded (30)
2014 measures:
> Evaluate suitable products or redesign suitable products and services
> Determine environmental benefits compared to standard products
> Current portfolio at www.swisscom.ch/myclimate
Mobile phone take-back (GRI-EN26)
Reuse/recycling of mobile phones that are no longer used
KPI: Return rate (percentage of mobile phones returned compared to the
number of phones sold)
Reduction in paper consumption (GRI-EN26)
KPI: Percentage of residential customers switching to online billing
2013:
14%
2014:
12%
2015:
30%
2013 target not achieved (9.8%)
National «Swisscom Mobile Aid» collection campaign remained below
expectations
2014 measures:
> Raise return rate over 2013 by means of a buy-back programme and other
measures
Percentage achieved in 2013: 18.3%
2014 measures:
> Continue to promote online billing
> Direct mailing for suitable customer segments
> Joint campaign with WWF Switzerland
Training of Touch Point (shop/call centre) staff (GRI-EN26)
Shop and call centre staff trained in customer concerns/messages relating
to environmental/social accountability
KPI 2013: Course on Corporate Responsibility (CR)
2013:
Course set up and carried out
for the first time
2014:
Continuation of course
2013 target achieved
Course carried out
2014 measure:
> Continuation of course
Sustainable use of resources
Renewable energy (GRI-EN4)
KPI: Extent to which electricity requirements are covered by renewable
energy
Energy efficiency (GRI-EN6)
Continual increase in energy efficiency
KPI: Increase in energy efficiency EF
Baseline 1.1.2010
> TEC = total energy consumption
> AES = accumulated energy savings
Source: adapted from FOEN Directive
EF =
GEV+∑ ESP
GEV
2013:
100%
2014:
100%
2015:
+25% over
1 January 2010
Reduction in direct CO2 emissions (GRI-EN18)
Focus on direct emissions from fossil fuels (Scope 1)
KPI: CO2 emissions from fuel consumption
2015:
–12% over
1 January 2010
2013 target achieved (100%)
2014 measures:
> Purchase of renewable energies (electricity)
> Compensation with certificates
> Verification by WWF Switzerland
> Increase in production of own electricity (solar)
Increase in energy efficiency achieved 2010–2013: +21 %
2014 measures:
Implementation of other cost-cutting and efficiency measures including
> Use of Mistral cooling system (cooling with fresh air)
> Decommissioning and technology improvements
> Conclusion of the swap of mobile network
> Increased efficiency in data centres
> Virtualisation of servers
Reduction achieved 2010–2013: –3.9%
> Increased demand for office space and rise in the number of kilometres
driven mostly offset by reduction measures
> However relative energy indicators improved markedly
2014 measures:
> Implementation of further efficiency measures
> Further implementation of the procurement roadmap (vehicles)
d7b55ccea18f4e809338b87e6af4d792.indd 1
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Priority of the CR Strategy
Targets in year under review
Future targets
Status/Measures
The target is considered achieved if within a tolerance of 5%,
not achieved or exceeded outside the tolerance
Optimised CO2 emissions of vehicle fleet (GRI-EN29)
Focus on direct emissions from fossil fuels (Scope 1)
KPI: Average CO2 emissions per car in g CO2/km according to
manufacturers’ data
Responsibility in the supply chain
Risk evaluation of supply partners from medium-risk product groups
(800 supply partners) (GRI-HR2)
KPI: Percentage of supply partners subjected to a risk evaluation
(as % of total number of supply partners from medium-risk product groups)
2013:
128 g CO2/km
2014:
120 g CO2/km
2015:
110 g CO2/km
2013:
35% (280)
2014:
Reevaluation
Review of supply partners from medium-risk product groups (GRI-HR2)
KPI: a) Number of supply partners with a high-risk profile that have been
audited
b) Number of supply partners with a medium-risk profile that have
carried out a self-declaration
2013:
a) 4
b) 30
2014:
a) 4 + 50 through JAC
b) 30
2013 target exceeded (123 g CO2/km)
2014 measure:
> Further implementation of the procurement roadmap
2013 target achieved (35%/280)
2014 measures:
> Reevaluation of product groups (based on the product group strategy)
and supply partners with a medium-risk profile
> Subsequent quantification after reevaluation of product groups
2013 targets
a) not reached (2), 1 audit postponed, 1 audit cancelled; a further 38 audits
carried out within the framework of JAC
b) exceeded (70), of which 35 from the medium-risk profile segment
2014 measures:
a) Perform audits and intensify collaboration within the framework of JAC
b) Self-declaration by 30 selected suppliers with various risk profiles
New: Review of strategically important suppliers in terms of transparency
of greenhouse gas emissions
2014:
40 (cumulative)
KPI: Number of key suppliers that disclose their environmental data via CDP
CDP = Carbon Disclosure Project
2012 baseline value: 27
2014 measure:
> Campaigns to encourage participation in the CDP
Implementation of Swisscom CR agreements (GRI-HR2)
KPI: Percentage of order volume generated with supply partners that have
signed the CR agreements
2013:
95%
2014:
Achieved; no further target
2013 target achieved (95%)
2014 measure:
> Focus on special cases
Telecommunications for all
Promoting media skills: Media courses for parents and teachers (GRI-PR6)
KPI: Number of participants in the media courses on offer
Promoting media skills: Media courses for pupils (secondary school)
(GRI-PR6)
KPI 2013: Number of pupils
Promoting media skills: User courses for senior citizens (GRI-PR6)
KPI: Number of participants
2013:
5,000
2014:
6,500
2013:
15,000
2014:
15,500
2013:
14,000
2014:
14,000
2013 target exceeded (5,741)
2014 measures:
> Expansion of offering by means of an online platform
> Further marketing of the offering
2013 target not achieved (13,305 pupils)
Programme nevertheless expanded over the prior year
2014 measures:
> Further development of the course programme
> Intensification of communication
2013 target achieved (14,500)
Note: Original target reduced in the second quarter on resource grounds
2014 measures:
> Further development of the course programme
> Intensification of communication
Access for all (accessibility) (GRI-SO1)
Improve barrier-free nature of Swisscom’s online presence
KPI: Achieve AA rating in accordance with Web Content Accessibility
Guidelines WCAG
2013:
AA rating for online presence
2014:
AA rating for online presence
2013 target delayed
Various measures implemented to improve barrier-free access for all (AA)
2014 measure:
> Implementation of further measures to improve barrier-free access for all
(in compliance with WCAG2.0 AA)
Responsible employer
Diversity (GRI-LA1)
Increase the proportion of women in management
Medium term:
20%
KPI: Percentage of women in management
(Group Executive Board and all management levels)
2010 baseline value: 9.9%
Percentage in 2013: 11.8%
2014 measures:
> Special mentoring programmes/Coaching
> Transparent and targeted recruitment
> Women’s network
> Talent management and succession planning
Occupational Health Management (GRI-LA7)
Keep staff absence rate constant or reduce it over the prior year
KPI: Absences in days/target days (weighted by FTE) x 100;
Target days are based on standard working hours
Corporate Volunteering (GRI-LA)
KPI: Number of volunteer days
Yearly
Keep absence rate constant or
reduce it over the prior year
2012 percentage: 2.9%
2013 target achieved (2.9%)
Note: Original target revised and reformulated in the third quarter
2014 measures:
> Further professionalise case management
> Instil personal prevention culture – line managers and employees
2013:
1,000 days
2014:
1,400 days
2013 target exceeded (1,330 days)
2014 measures:
> Expansion of the use of corporate volunteering etc. as a personal
development tool -> skills-based volunteering (skills- and knowledge-
based deployments)
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Further information on Swisscom’s commitment (GRI Appendix)
In addition to the above strategic priorities, Swisscom is engaged in a wide range of social and cul-
tural commitments and promotes innovation and development. Further information on Swisscom’s
commitments and detailed information on this Annual Report are available in the corresponding
GRI Appendix. The GRI Appendix provides details on the reporting boundaries, governance,
customer focus, the four strategic priorities of Swisscom, further environmental aspects of opera-
tions, as well as memberships and partnerships. It can only be accessed online.
See Appendix
www.swisscom.ch/gri-2013
See
www.admin.ch/
dokumentation
Swisscom’s responsibility towards the public
Commitments and participation
As a responsible “corporate citizen”, Swisscom actively participated in discussions on the following
issues during the reporting year:
> Sustainable conduct in the ICT sector
> ICT in the education system
> Improvements in customer service (for example regarding consumer protection)
> Nationwide provision of the mobile and broadband infrastructure in Switzerland
> Improvement of customer information systems
(for example, information on mobile phone services for customers abroad)
> ICT and energy reform
During the year under review, Swisscom submitted statements as part of consultations at a federal
level on the proposed revision of the anti-trust law, as well as the revision of the Telecommuni-
cations and Radio and Television Act (RTVG). The preparatory work for the planned revision of the
Federal Law on the Monitoring of Postal and Telecommunications Traffic (BÜPF) progressed well
during the business year. As part of the current consultation process, Swisscom formulated an inde-
pendent statement of its own on the revision and collaborated with Association Suisse des
Télécommunications (asut) in formulating the statement of the industry association. The statements
can be viewed on the websites of the authorities in question.
These statements are based on the principle of promoting self-regulation and competition in an
open marketplace. Numerous attractive new customer offers and high investments made in the
reporting year underscore this principle.
This is reflected in Swisscom’s solution-oriented approach, which is geared to serving the common
good as well as the interests of the company. The positions Swisscom takes are based on clear facts
and reflect our own ideas. Swisscom maintains transparent relationships with politicians, public
authorities and the community which are based on mutual trust. By participating in public hear-
ings and events and issuing written statements, Swisscom plays its part in the political process.
Swisscom rejects unlawful or ethically questionable practices aimed at exerting influence on opin-
ion leaders. Furthermore, Swisscom is a non-denominational, politically neutral organisation which
does not financially support any political party.
Common-interest associations
Swisscom is involved in various industry associations including economiesuisse, SwissHoldings, ICT
Switzerland, Glasfasernetze Schweiz and asut. It has a seat on the Boards of economiesuisse, Glas-
fasernetze Schweiz and asut, where it seeks to promote stable, legal framework conditions as a pre-
requisite for continued investment in costly infrastructure expansion. Swisscom invested around
CHF 1.7 billion in Switzerland’s telecoms infrastructure in 2013.
Memberships and partnerships
Swisscom works as an association member or in projects with various partners on specific issues
relating to the four strategic priorities.
> Sustainable living and working: the myclimate foundation; the Swiss Research Foundation on
Mobile Communication (FSM)
> Sustainable use of resources: Energy Agency for Industry (EnAW); WWF Switzerland; Global
e-Sustainability Initiative (GeSI); Joint Audit Cooperation (JAC) and Carbon Disclosure Project
(CDP) – supply chain module
> Telecommunications for all: Swiss Foundation for the Protection of Children; Federal Social
Insurance Office – a national programme promoting media skills and a foundation promoting
media access for all
> Responsible employer: Swiss Women’s Network; the Swiss Employers’ Association
See Appendix
www.swisscom.ch/gri-2013
Further partnerships are listed in the GRI Appendix to the Annual Report.
Corporate responsibility governance and implementation
Embedded in the strategy
The Board of Directors of Swisscom is committed to pursuing a strategy oriented on sustainability.
The Board addresses economic, ecological and social issues in plenary sessions and in the various
Board committees. Implementation of the strategy is delegated to the CEO Swisscom Ltd. The CEO
can transfer powers and responsibilities to subordinate units and is supported in operational man-
agement by the members of the Group Executive Board.
The Group Communications & Responsibility division is responsible for the implementation of the
CR strategy.
See
www.swisscom.ch/
basicprinciples
Responsibility of the Board of Directors
The Board of Directors is responsible for approving the long-term CR strategy. It acknowledged the
present governance report and targets for 2014 and approved the strategic priorities. The Board of
Directors is informed in quarterly reports on the implementation status of the CR strategy and
achievement of targets. The Board of Directors also makes decisions on expanding the scope of the
CR strategy to include domestic and foreign subsidiaries.
Responsibility of the Group Executive Board
The Group Executive Board convenes once a year to discuss the further development of the
CR strategy and four times a year to discuss its implementation. In November, it reviews the past
year and approves the goals for the coming year.
The Group Executive Board has the following controlling instruments at its disposal, which were
introduced in 2010:
> Weekly reports prepared by Group Communications & Responsibility, with information on
measures and trends
> Quarterly reports, with information on the key performance indicators based on the strategic
priorities
> Quarterly reports drawn up by Risk Management
In March 2011, Group Executive Board members and members of the Executive Board of Swisscom
Switzerland were nominated as internal sponsors for the priorities of the CR strategy. They are
responsible for progress and performance within their respective priority areas. The areas of
responsibility are aligned to the core tasks of the respective Group Executive Board members and
defined as follows:
> Overall management: Head of Group Communications & Responsibility
> Sustainable living and working: Head of Residential Customers, Head of SME,
Head of Corporate Business and the CEO Swisscom IT Services
> Sustainable use of resources: Head of Network & IT and CFO Swisscom Ltd
> Telecommunications for all: Head of Residential Customers
> Responsible employer: Head of Group Human Resources
This ensures that the priority areas are binding and firmly embedded in the company.
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Role of Group Communications & Responsibility
The Group Communications & Responsibility division or, more specifically, the central CR team
attached to this division, is responsible for coordinating implementation of the CR strategy and
leveraging synergies across all divisions. The CR team’s specific tasks include:
> Drawing up the CR strategy (goals/priorities) in conjunction with line and support units
> Supporting the sponsors from the Group Executive Board and the Management Board
> Coordinating the implementation of the strategy and the initiation of measures
> Formulating the requirements for implementation of the CR strategy
> Engaging in dialogue with stakeholders
> Engaging in dialogue with strategic partners (including NGOs)
> Reporting to internal and external stakeholders
> Liaising with the Group Business Steering division for the purpose of sustainability reporting and
drawing up the Annual Report
Line units and the corporate responsibility network
Depending on the strategic priority in question, measures are implemented in project teams or line
units. Further management members are designated for each division and these persons are
responsible for implementing the measures at operational level in close collaboration with the
CR team. An event is held at least once a year involving all of the members of the CR network for the
purpose of exchanging information and addressing new topics.
Members of the Group Executive Board are their responsibilities
The diagram below illustrates the responsibility the members of the Group Executive Board and
the Management Board have in providing support and advice to the line units.
Board of Directors
Decisions
Reporting
Group Executive Board (GEB)/Management Board (MB)*
Targets
Reporting
Strategy
Controlling
Controlling/
Coordination
Performance
measurement
KPIs
Tracking
GEB/MB members
as sponsors
of priority areas
Group Communications
& Responsibility
Central CR Team
Stakeholder-
dialogue
Periodical
reviews
Integrated GRI reporting
in accordance with GRI A+
Decisions
Reporting
Functional
controlling
Implementation
CR network in the lines and project teams
* New management structure from Jan. 1st 2014
Sustainable living and working
Swisscom supports customers in their pursuit of a sustainable way
of living and working. The company’s portfolio includes climate-
friendly, low-radiation products and services for residential
customers as well as Green ICT services for business customers.
Environment and objectives
The ICT sector is set to play a key role in reducing CO2 emissions. A study conducted by the Global
e-Sustainability Initiative found that the ICT sector has the potential to reduce CO2 emissions world-
wide by some 16%. This potential reduction is around seven times the amount of CO2 emissions
produced by the ICT sector itself.
There are a wide range of ICT solutions that can help to reduce CO2 emissions. For example, video
conferencing allows companies to cut down on business travel, and communications solutions
allow employees to work from their home office. Furthermore, the optimisation of vehicle fleets,
the use of energy-efficient services from data centres and the intelligent control of buildings,
equipment and power networks all contribute to lowering CO2 emissions and saving energy using
ICT technology.
Swisscom is aware of its responsibility in the ICT sector to use resources efficiently and promote
sustainable ways of living and working. The company undertakes a host of initiatives to structure
its offerings in a more resource-friendly and energy-efficient manner, as well as offering products
and services8 to help customers reduce their CO2 emissions and save energy.
See
www.swisscom.ch/
greenict
See
www.swisscom.ch/
responsibility
Ecological and socially acceptable product innovation
The CR strategy is an integral part of the product design process, during which information is gath-
ered on the effects of new products on the four strategic priorities using a CR checklist. If the
effects are shown to be substantial, suitable measures are taken.
Number of climate-friendly products
with climate recommendations
The portfolio contains
Mobile phone recycling
Swisscom Mobile Aid
Number of devices returned in 2013:
30 products
149 thousand
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Climate-friendly products and services for residential customers
Offering for residential customers
During the year under review, the Residential Customer segment of Swisscom Switzerland consol-
idated its programme for sustainable living and working. The aim of the programme is to optimise
products and services from an ecological point of view (for example, in terms of radiation and
energy efficiency) and ensure transparency in communication with residential customers.
Life-cycle assessments of Swisscom’s networks and devices carried out in recent years have con-
sistently identified the following three aspects as the main environmental impact factors:
> Energy consumed by devices through customer use
> Energy consumed producing the devices
> Energy consumed by network elements
Measurable results of the programme in the reporting year:
> BeSmart: The BeSmart service launched by the Swisscom Energy Solutions subsidiary allows
residential customers to operate their heat pumps, electric heating systems and – where appli-
cable – boilers via remote control and receive alarm notifications in good time in the event of
these systems suffering a fault. BeSmart also compares the energy efficiency of heating sys-
tems with those in corresponding buildings. BeSmart is free of charge for residential customers.
The aim of the service is to generate balancing energy to offset fluctuations in the Swiss electric-
ity market. A large number of heat pumps and electric heating systems can be pooled together
to help stabilise the power network. BeSmart thus makes an important contribution towards
integrating a significantly larger proportion of variable energy sources, such as wind and solar
energy, into the electricity supply.
> 1-Watt set-top box: Since November 2012, all new TV set-top boxes and boxes needing replace-
ment have been provided by Swisscom preset in power-saving mode. The energy consumption
of these devices in stand-by mode is as low as only 0.4 watts, which corresponds to energy
savings of around 50% on average. Aside from a slightly longer start-up time, customers experi-
ence no disadvantages whatsoever as a result of this change.
> Ecomode plus: Cordless phones with Ecomode plus emit only minimal levels of radiation. Almost
all of the cordless phones sold by Swisscom are now Ecomode plus models.
Swisscom is making existing customers aware of the following possibilities for saving energy:
> Saving energy is so easy: On the initiative of the Swiss Federal Office of Energy (BFE), Swisscom
and two other providers decided to launch a joint information campaign to encourage customers
to find out more about how to save energy and how to set up the modem and router and TV set-
top boxes they use in their homes to optimise their energy efficiency. Swisscom participates in
this campaign by sending targeted information bulletins to its customers and illustrating the
possibilities of potential of energy-optimised settings on the Swisscom website.
> Eco points now also available on fixed network devices: Fixed-line devices and mobile handsets
produced by different manufacturers vary not only in terms of design and performance, but also
in terms of environmental compatibility. Information on the energy consumption or the raw
materials used in the manufacture of the devices has not been readily available to customers up
until now. To create more transparency, Swisscom became the first provider to introduce an eco
point rating in Switzerland in 2011. All the devices in Swisscom’s portfolio are rated according to
three equally weighted criteria: low energy consumption in use, low energy consumption in
manufacture and responsible choice of raw materials. Eco points are limited to ecological
aspects. This means that customers can factor environmental compatibility into their future
purchase decisions. In 2013, Swisscom further developed the eco point rating system. Swisscom
customers now benefit from the independent rating provided by myclimate when purchasing
fixed-line devices.
> Recycling devices: Swisscom provides a two-year guarantee on all telecoms devices, such as
phones, modems, mobile phones and mobile unlimited USB modems, and also offers repair
services. In addition, any electronic devices from the Swisscom range can be returned to
Swisscom for recycling, and equipment is reused where possible, e.g. routers. This service is per-
formed in cooperation with SWICO Recycling, the recycling commission of the Swiss Association
for Information, Communication and Organisational Technology and is financed by a recycling
fee charged in advance. Recycling statistics are available from SWICO.
See
www.be-smart.ch
See
www.swisscom.ch/
save-energy
See
www.swisscom.ch/
ecopoints
See
www.swico.ch
>
Swisscom Mobile Aid: In 2013, around 149,000 mobile handsets were returned to Swisscom for
recycling and many of these were sold via a third-party company to countries where there is a
demand for low-priced second-hand devices. All proceeds from the sales go to the réalise social
organisation and the SOS Kinderdorf Schweiz relief organisation. Devices that can no longer be
sold are professionally recycled by SWICO. The return rate of used mobile handsets decreased in
comparison to previous years. Below expectations has been the Swiss-wide collection drive
launched at the end of 2013 in collaboration with Valora, SOS Kinderdorf and the Ringier media
enterprise. The Swiss population turned out in large numbers to donate their old mobile hand-
sets. The return rate in 2013 was 9.8% (prior year: 11.4%).
> Online billing: Online billing is increasingly becoming an attractive, environmentally friendly
alternative to a paper bill. The share of customers who opted to receive their bill online rose from
15% in 2012 to 18.3% as of the end of 2013. Swisscom has taken a wide range of steps to further
improve the appeal of online billing, which suggest to the customer that online billing not only
benefits the environment, but also saves the customer time and money thanks to the simplified
procedure. For example, Swisscom worked together with the WWF at the start of 2013 to organ-
ise a major joint campaign, as a result of which 47,000 new customers decided to give up their
paper invoices.
> Providing information to and raising the awareness of customers and the wider population: In
2013, Swisscom expanded its partnership with WWF Switzerland. It is now the main sponsor of
the WWF “Ratgeber” (advisor) app and the WWF Footprint Calculator. With the app, the WWF
and Swisscom are heading in a new direction as “partners for the environment”. A special sec-
tion within the app illustrates Swisscom’s commitment to the environment and society and is
evidence of the joint aim of promoting a sustainable lifestyle. The Footprint Calculator is a sim-
ple method of calculating your personal ecological footprint and provides personalised tips on
how to live a more sustainable life.
See
www.swisscom.ch/
mobileaid
See
www.swisscom.ch/
billonline
See
www.wwf.ch
Green ICT for business customers
Green ICT programme
Swisscom’s Green ICT programme features products and services that are designed to help business
customers reduce their energy consumption and CO2 emissions. The following categories apply to
Green ICT services:
> Reducing business travel: Virtual conferences, solutions for home offices and mobile work,
solutions for optimising logistics
> Saving energy: Outsourcing and virtualising servers in efficient data centres, solutions for
efficient workplaces
> Saving paper: Solutions for paper-saving printing and working without paper
The respective products and services are labelled as recommended by myclimate. The climate
recommendation label illustrates the energy and CO2 savings compared with previous consump-
tion behaviour and can be viewed on the Internet.
In 2013, Swisscom once again implemented numerous measures to increase the utilisation of
Green ICT services and thus reduce CO2 emissions.
Swisscom expanded its offering of the Green ICT services bearing the myclimate label. These new
services include, for example, the Collaborative Whiteboard, which can be used to discuss and draw
up project outlines and plans on a long-distance basis.
The continued growth in revenue recorded in the year under review demonstrates the appeal of
Green ICT services. 2013 also saw Swisscom issue more customers in Western and German-speak-
ing Switzerland with Green ICT certificates. The certificates state the amount of emissions that the
Swisscom customers have saved by using Green ICT products. 53 customers have so far received
these Green ICT certificates. They save annually more than 15,000 tonnes of CO2 and approximately
8,000 MWh.
> Swisscom collaborated with SBB and the University of Applied Sciences Northwestern Switzer-
land (FHNW) to investigate the effects of mobile working. It involved 250 test persons from
Swisscom and SBB who refrained from using transport during peak hours between February
and March 2013. Below are the key findings of the study:
See
www.swisscom.ch/
myclimate
See
workanywhere.swisscom.ch
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> The total working hours of the test persons remained the same during the study; however, there
was an increase in the amount of flexible working.
> Approximately two-thirds of commuter travel took place outside of peak hours.
> Overall, there was a significant increase in job satisfaction, well-being, motivation, the quality of
family and social lives, and employer satisfaction.
> The test persons felt that the team’s performance and the atmosphere within the team
remained as good as it was prior to the study.
The study thus verifies the huge potential of mobile work to relieve pressure on transport as well as
increase employee satisfaction and productivity. The “Mobile work” guidelines in place within
Swisscom lay out the key arguments in favour of mobile work. Furthermore, salespersons and
special presentations provide Swisscom customers with information about the advantages of
mobile work.
Swisscom also undertook the following activities in the area of Green ICT:
> National Home Office Day: Swisscom has supported the Home Office Day as a partner since its
inception in 2010, and this year was the fourth time the company has participated. The “home
office friendly” label for businesses was launched in 2013. This label identifies companies –
e.g. in job advertisements – as attractive employers.
> Rewarding Green ICT customers: At a special event, Swisscom recognises business customers
that have achieved energy savings and reductions in CO2 emissions by using Green ICT services
and received a Green ICT certificate.
Green ICT at Swisscom
Swisscom not only encourages its customers to use Green ICT, but also uses Green ICT solutions
itself:
> 18 Swisscom sites are now equipped with the Telepresence virtual videoconferencing solution.
> Practically all Swisscom employees are now able to set up videoconferencing and desktop shar-
ing with other colleagues at the click of a mouse, enabling them to work part of the time from
home. Swisscom’s participation in the Home Office Day and the Work Anywhere study have
also served to further embed the topic of new ways of working in the company culture. In 2013,
internal guidelines were formulated for employees and their supervisors on the subject of
mobile work.
CO2 savings achieved
thanks to Green ICT services
In 2013, companies issued
with Green ICT certificates achieved
CO2 savings of
Energy savings achieved
thanks to Green ICT services
These companies also had combined
energy savings in 2013 totalling
15,000 tonnes
8.0 GWh
Low-radiation communications technologies
Advice and information on wireless technologies and the environment
Specially trained Swisscom employees advise persons involved in the construction and operation
of mobile networks as well as stakeholder groups seeking general information on wireless techno-
logies, the environment or health. During the reporting year, Swisscom held more than 630 discus-
sions with key stakeholder groups on the subjects of mobile communications and the environ-
ment. These discussions were motivated by local projects.
Research and development in the area of electromagnetic fields
Mindful of the major responsibility that Swisscom has in operating its wireless networks, internal
and external experts track the progress of scientific research. Swisscom also analyses research
findings and supports relevant scientific activities.
Swisscom works with and financially supports the Swiss Research Foundation on Mobile Commu-
nication (FSM) based at the Federal Institute of Technology (ETH) in Zurich, and employs four qual-
ified employees to monitor and interpret the latest research findings on electromagnetic fields,
their effect on organisms and the measurement of emissions.
Based on current knowledge, scientists consider the current limits for electromagnetic fields as
safe (see WHO Fact Sheets Nos. 193 and 304).
See
www.swisscom.ch/
radiation
Certification of quality assurance system for compliance with ONIR limits
Swisscom is required to operate a quality assurance system (QAS) for the base stations of its mobile
network to ensure that the installations in operation comply with the statutory limits at all times.
In 2005, Swisscom decided to have this quality assurance system certified to the ISO 15504 stand-
ard. The quality assurance system was assessed in December 2013 by an external auditor man-
dated by SGS with a view to its recertification. Swisscom passed this audit of the quality assurance
system, scoring a capability level of 4 (out of a maximum of 5), which means that the processes
relevant for the QAS are “targeted and measureable”.
The legal obligation to limit emissions from mobile communication installations in Switzerland
comes from the Ordinance relating to Protection against Non-Ionising Radiation (ONIR), the aim of
which is to protect people against harmful or undesirable non-ionising radiation. The Ordinance
applies to the operation of fixed installations that emit electrical and magnetic fields with frequen-
cies between O Hz and 300 GHz. Swisscom complies with the ONIR limits. The Swiss limits are
10 times lower than those in the European Union.
Duty to provide information on products offered at points of sale
Swisscom provides information on the levels of radiation emitted by the mobile handsets that it
sells. Prices on all products on display and offered by Swisscom are clearly disclosed as prescribed
by the Federal Ordinance on the Disclosure of Prices. This declaration is supplemented by relevant
technical information on the products. Customers and other interested parties can also find infor-
mation on the levels of radiation emitted by mobile handsets (SAR values) at Swisscom points of
sale and on the Swisscom website. There is no legal obligation to provide this information. By doing
so, Swisscom is responding to a need by customers for whom radiation levels are particularly
important when it comes to choosing a mobile phone. It goes without saying that no mobile hand-
sets offered exceed the limit of 2 W/kg; half (51%: prior year 48.7%) are below 0.8 W/kg and 31%
(prior year 28.2%) even have a SAR value below 0.6 W/kg (product portfolio as at December 2013).
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Customer satisfaction
Customer satisfaction at Swisscom Switzerland
Swisscom Switzerland conducts segment-specific studies in order to measure customer satisfac-
tion. Swisscom Switzerland made minor modifications to this approach in 2013 and standardised
it. It measures customer satisfaction twice a year, in the second and fourth quarters of the year. The
Wholesale segment measures customer satisfaction once a year. For all segments, the most impor-
tant metric is the extent to which customers are willing to recommend Swisscom to others and the
Net Promoter Score (NPS), which is derived from it and depicts the emotional aspects of customer
loyalty and reveals customers’ attitudes towards Swisscom. It is calculated from the difference
between promoters (customers who would strongly recommend Swisscom) and critics (customers
who would only recommend Swisscom with reservations or would not recommend the company).
> The Residential Customers segment conducts representative surveys of customers to deter-
mine customer satisfaction and the extent to which customers are willing to recommend
Swisscom to others. Callers to the Swisscom hotline and visitors to the Swisscom Shops are
questioned regularly about waiting times and staff friendliness. In product studies, buyers and
users are regularly asked about product satisfaction, service and quality.
> The Small and Medium-Sized Enterprises segment conducts random interviews to gauge
customers’ satisfaction with Swisscom as well as dealers’ satisfaction with Swisscom products
and support.
> The Corporate Business segment surveys customers for whom it has implemented projects.
It also conducts surveys to measure customer satisfaction along the customer experience chain.
> The Wholesale segment measures customer satisfaction along the entire customer experience
chain.
The results of the studies and surveys help Swisscom to bring about improvements in services and
products and also have an influence on determining the performance-related component of
employee remuneration.
Customer satisfaction at Swisscom IT Services
Swisscom IT Services uses relevant feedback instruments at key customer touch points in order to
determine customer satisfaction. After each interaction with the service desk or after placing
orders, IT users can submit feedback to the service desk or enter their comments in the order sys-
tem; customers can assess the quality and success of projects following their conclusion and
IT managers are given the opportunity to assess ongoing operations on a monthly basis. Swisscom
IT Services also surveys customers’ IT decision-makers each year.
Sustainable use of resources
Swisscom endeavours to meet the highest standards when it comes
to the use of resources. Operating energy-efficient infrastructures
and using and generating renewable energies is key for Swisscom,
particularly in light of the Swiss government’s 2050 energy strategy.
Swisscom has also joined other international initiatives aimed at
promoting accountability in the supply chain.
Environment and objectives
The energy turnaround, climate change and responsibility in the supply chain are key issues for
Swisscom and its stakeholders. The Swiss government’s new 2050 energy strategy intends to
phase out nuclear energy. It calls for the consistent use of opportunities to increase energy effi-
ciency and to transition to renewable energies. Accordingly, Swisscom places a special focus on
increasing its own energy efficiency.
Both the environmental and the purchasing policies provide a framework for Swisscom to use its
resources sustainably. Management norms, standards and internal policies allow the planned sav-
ing and efficiency measures to be systematically implemented. Swisscom subsidiaries of signifi-
cant environmental relevance are ISO 14001 certified. The companies concerned are: Swisscom
(Switzerland) Ltd, Swisscom Broadcast Ltd, Swisscom IT Services Ltd and cablex Ltd, all of which are
also ISO 9001 certified. The foreign subsidiary Fastweb S.p.A. is also ISO 14001 certified. Based on
headcount, the management systems and processes certified to ISO 14001 cover more than 95% of
the Group (including Fastweb).
By the end of 2015, measures taken in the network infrastructure area are expected to achieve a
further 25% improvement in energy efficiency in comparison with 1 January 2010. During the same
period, Swisscom aims to cut direct CO2 emissions by 12%, chiefly through measures in the area of
employee mobility and infrastructure. Overall, Swisscom is aiming for a 60% reduction in direct CO2
emissions by the end of 2015 compared to the reference year 1990. In 2013, Swisscom calculated
the company’s energy consumption up to 2020 and renewed its target agreement with the Energy
Agency for Industry (EnAW). The aim of this target agreement is to increase energy efficiency by a
further 34% from 2016 by the end of 2020 onwards. In this effort, Swisscom is working together
with, among others, the government-associated enterprises following the 2050 energy strategy.
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Energy-efficient infrastructure
Energy consumption as the principle environmental impact factor
The greatest impact Swisscom has on the environment is caused through its energy consumption.
Swisscom is striving to boost energy efficiency and rely more on renewable energies in order to
minimise its environmental impact. In addition to the network infrastructure described in the
Management Commentary, Swisscom operates a substantial real estate portfolio itself. This com-
prises offices, commercial buildings, local exchanges and data centres. Swisscom does not operate
any warehouses or distribution centres, but does maintain a fleet of company and commercial
vehicles.
See Report
page 17
Energy management at Swisscom
The Swisscom energy management programme comprises the following processes:
> Determining energy consumption over a specific period of time
> Determining the energy mix, particularly the electricity mix
> Generating electricity
> Economic use of energy and increasing energy efficiency
> Reusing waste heat
> Monitoring and reporting
Consumption of electricity from renewable sources and green electricity
Swisscom’s energy consumption totalled 399 GWh in 2013 (prior year: 409 GWh). It has therefore,
despite further network expansion, fallen slightly, and this is to be attributed to the implementa-
tion of efficiency measures. For the electricity mix used for the network infrastructure and for
consumption in buildings managed by Swisscom, compensation with certification of origin has
been paid since 2010 for the share of nuclear power, electricity of unknown origin and electricity
from fossil fuels. Swisscom is thus increasing the sustainability of its electricity mix. In 2013,
Swisscom once again relied fully on electricity from renewable sources. Swisscom’s claim of using
“100% renewable energy” is verified by the WWF.
In 2013, Swisscom purchased 7.5 GWh of “naturemade star” energy from solar power (3.5 GWh) and
wind power (4 GWh). This makes Swisscom one of Switzerland’s largest purchasers of wind and solar
power.
Saving and efficiency measures when using fossil fuel to generate heat
Swisscom measures the consumption of heating oil, natural gas and district heating on a monthly
basis in its 62 biggest buildings, which together make up over half of the total space. It extrapolates
these figures to calculate the overall annual consumption.
During the reporting year, Swisscom consumed 207.9 terajoules (57.8 GWh) of fuel to heat buildings
(prior year: 55.8 GWh). The heating mix comprises 75% heating oil, 12% natural gas and 13% district
heating. Over the last five years, the figure for heat per m2 has been reduced by 17.6%, which should
also result in a reduction in CO2 emissions, although this is not evident on account of the energy
mix changing each year.
Swisscom intends to further reduce the amount of energy it uses to heat its buildings. For this
purpose, it has systematically pursued measures throughout 2013 which will serve to reduce the
energy consumption and CO2 emissions of building heating. A detailed energy monitoring system
has provided a more in-depth data set for the energy analysis and uncovered instances of
disproportionately high energy consumption. Swisscom carried out an energy analysis on seven
buildings in 2013, which identified numerous possibilities for optimising operations that could
result in energy savings of 10–30%. Swisscom is planning to conduct further energy analyses in
2014. Using its Pioneer programme, Swisscom’s service provider has carried out energy checks
throughout Swisscom. In total, these energy checks have optimised the operating conditions of
20 buildings. They enabled Swisscom to make energy savings of 411 MWh and to reduce its
CO2 emissions by 65 tonnes.
The St. Gallen firing plant is a good example of an energy-efficient refurbishment project: as part
of a variation study, Swisscom systematically examined alternatives to fossil fuels for the purpose
of heat generation. For economic and ecological reasons, it then opted to generate heat from dis-
trict heating. This type of solution reduces CO2 emissions by 58%, to 32 tonnes of CO2. Swisscom
also carried out further structural renovations in 2013, for which an internal eco form was used
indicating the CO2 reduction levels achieved by the building projects. In 2013, Swisscom imple-
mented nine eco-relevant building projects, as part of which 146 MWh and 38 tonnes of CO2 were
saved.
Saving and efficiency measures in fuel consumption and mobility
The ability to provide first-class customer service and expand the network infrastructure depends
on the seamless mobility of staff. A total of 71.3 million (+2%) kilometres were driven in 2013 in the
service of customers, representing an fuel consumption of 169 terajoules (47.0 GWh), 0.4% up year-
on-year.
Thanks to a progressive deployment strategy, the average CO2 emissions per vehicle should be
reduced from 150 g CO2/km (2010) to 110 g CO2 for each kilometre travelled in 2015. In accordance
with the New European Driving Cycle (NEDC), CO2 emissions from cars in the Swisscom fleet accord-
ing to the manufacturer’s instructions averaged 123 g CO2 per km as of the end of 2013. 96.5% of
the cars are in the A and B energy efficiency categories. Swisscom also operates a fleet of 262 (+14%)
hybrid vehicles, 64 (+42%) vehicles powered by natural gas, 11 (+10%) electrically driven vehicles and
39 (–13%) e-bikes. All electrical vehicles are recharged in Swisscom buildings and garages using elec-
tricity generated from renewable energy sources.
In 2013, Swisscom employees used 103,818 (+2.4%) rail tickets for business travel and were issued
12,222 (–5%) half-fare cards and 3,097 (+10.9%) GA travel cards.
Electricity consumption savings and efficiency measures
Swisscom continued the “Mistral” energy saving project in 2013 for the cooling of its telephone
exchanges. Mistral is a cooling technology that relies exclusively on fresh air all year round. It
replaces conventional energy-intensive cooling systems equipped with compressors and contrib-
utes to a massive improvement in energy efficiency. Mistral also eliminates the need for harmful
refrigerants. Mistral was being used to cool 673 telecom systems in local exchanges at the end of
2013. This represents an increase of 11% compared with the previous year. In 2013, Swisscom Swit-
zerland also retrofitted 12 additional mobile base stations and Swisscom Broadcast four transmit-
ter stations with Mistral. Swisscom is currently replacing all of the systems in its mobile network.
Based on measurement results at pilot locations and extrapolations, Swisscom estimates that this
replacement strategy will result in efficiency gains of around 15 GWh per year. In parallel to this,
Swisscom is also expanding its mobile network. Replacing the hardware reduces the added elec-
tricity consumption associated with this expansion.
The systems installed in the Swisscom IT Services data centre in Zollikofen (near Berne) feature a
particularly high level of energy efficiency and efficient cooling. The centre’s average annual power
usage effectiveness (PUE) value is 1.3. This value represents the ratio of the total power consumed
by the data centre to the power consumed by the IT systems. This PUE value means that power
consumption in Zollikofen is around 33% lower than that of conventionally built data centres. The
newly constructed data centre in Berne Wankdorf will achieve a PUE value of 1.2. Instead of con-
ventional cooling units that eat up electricity, the centre uses a new type of free-cooling process
that works on the basis of evaporative cooling on hot summer days. Rainwater supplies all of the
water required for this system.
Green Touch is a global initiative which aims to dramatically improve energy efficiency in ICT net-
works by a factor of 1,000. Green Touch was set up in 2010 and is already supported by 50 manu-
facturers, academic institutions and network operators. As a founding member, Swisscom played
a key role in the launch of Green Touch and is involved in two research areas.
In its fourth year, Green Touch presented prototypes to the public that had been developed by several
of the consortium’s partners. One of these prototypes is capable of making the transmission
protocol for Fibre to the Home (FTTH) more energy-efficient. Green Touch has also demonstrated
how an optical distribution node can function with 70% less energy.
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Generating electricity
Swisscom started generating its own electricity in 2005 and sees this as an important contribution
towards a sustainable energy policy. Swisscom builds solar installations wherever these make eco-
nomic sense. In 2013, Swisscom Broadcast commissioned four solar installations: two at the trans-
mitter stations on the Valzeina (canton of Grisons) and at Niederhorn (canton of Berne) with outputs
of 52 kW and 56 kW respectively, and two other plants (Lausanne und Berne-Ittigen) with a com-
bined total output of 59 kW. The total output of all of Swisscom’s solar facilities is 376 kWp (+40% in
comparison with the prior year). Swisscom intends to continue its electricity generation programme
in the coming years.
Utilising waste heat
Swisscom has entered into two agreements in Zurich governing the supply of waste heat from its
own commercial buildings. The agreements cover a volume of more than 5.8 GWh of thermal
energy, which is supplied to the neighbouring area as district heating. This measure saves
580,000 litres of heating oil and prevents the CO2 emissions that would be generated from this
amount of oil. Waste heat from the newly constructed data centre in Berne Wankdorf will be fed
into the city of Berne’s heating network to provide heat for neighbouring homes that are being
renovated accordingly. This reduces CO2 emissions for the households concerned.
Mistral project:
Cooling telephone exchanges using fresh air
Mistral achieves savings equivalent to the
energy consumption of 9,000 households or
Electricity requirements
covered by renewable energy
Swisscom buys certificates every year and
offsets the amount of non-renewable electricity
used at a level of
45 GWh/a
100 %
Climate
Carbon footprint based on Scope 1, 2 and 3 of the Greenhouse Gas Protocol (GHG)
Energy use Swisscom in GWh
510
510
507
511
503
600
450
300
150
0
Direct CO2-emissions Swisscom in tonnes thousand
32
26.3
25.4
23.2
24.7
25.3
24
16
8
0
2009
2010
2011
2012
2013
2009
2010
2011
2012
2013
Swisscom follows a clear policy to combat the consequences of climate change. It intends to use its
energy management programme to increase energy efficiency and reduce its direct emissions. The
company’s strategic focus on sustainable living and working also encourages the use of cli-
mate-friendly services. Swisscom applies the internationally recognised definitions of the Green-
house Gas Protocol (GHG) and classifies its CO2 emissions as Scope 1 (direct emissions resulting
from burning fossil fuels for heating and mobility or from refrigerants), Scope 2 (indirect emissions
caused by purchased energies) and Scope 3 (all other indirect CO2 emissions resulting, for example,
from goods transport, business trips, etc.).
> Scope 1 emissions: The direct consumption of fossil fuels accounts for 19.9% of Swisscom’s total
direct energy consumption. Swisscom’s Scope 1 CO2 emissions have fallen by 3.9% since 1 Janu-
ary 2010 to 25’260 tonnes in 2013, without adjustment for the number of heating days. Vehicle
fuel accounts for 49% of this, and heating fuel accounts for 51%. Scope 1 now factors in the
emissions from refrigerants, which amount to 226.2 tonnes at Swisscom. Scope 1, however,
does not include emissions from SF°6 losses in electrical transformers and stations, as these
systems are not controlled by Swisscom.
> Scope 2 emissions: The electricity mix used in Switzerland is not generated from fossil fuels and
so its production is free from CO2 emissions. Swisscom therefore has no CO2 emissions under
Scope 2.
> Scope 3 emissions: Swisscom determined its greenhouse gas emissions in 2013 in accordance
with Scope 3, the calculation of which reflects the emissions associated with the change in its
vehicle fleet, the provision of energy, the removal of operational waste, business travel, employee
commuter traffic and the use of products by customers. The indirect CO2 emissions resulting
from the provision of electricity which fall under Scope 3 are calculated by application of a con-
version factor of 14.7 g CO2 per kWh. Scope 3 emissions are published in a separate climate
report according to ISO 14064.
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Other air emissions
Besides CO2 emissions, burning fossil fuels for heating and transport also produces NOx and SO2.
These emissions are calculated using the relevant conversion factors and depend on the amount of
vehicle fuel and heating fuel consumed. Swisscom is reducing these emissions by continually opti-
mising heating boilers and drive motors.
Other environmental aspects in the company
Information on the environmental aspects of Swisscom’s operations, such as paper consumption,
waste disposal and water consumption, can be found in the GRI appendix to the Annual Report.
Swisscom publishes its greenhouse gas inventory in a climate report written in accordance with
the ISO 14064 standard and has it externally certified. This report does not just provide informa-
tion on emissions, but also on the effects of the implemented saving measures. It also calculates
the CO2 emissions that can be avoided by the company and its residential customers using the
my climate-certified ecologically friendly ICT services described in the Annual Report in the section
on sustainable living and working.
Swisscom is also involved on each year in the Carbon Disclosure Project (CDP). In 2013, Swisscom
was rated as a Carbon Disclosure and Performance Leader. It was therefore included in the relevant
indices, namely the Carbon Disclosure Leadership Index (CDLI), the Carbon Performance Leadership
Index (CPLI) and the Carbon Supplier Climate Performance Leadership Index (SCPLI).
See
www.cdproject.net/en-us
See Appendix
www.swisscom.ch/gri-2013
Efforts to reduce direct CO2 emissions between 1990 and 2015
using the following measures:
› Building renovations
› Low-consumption vehicles
› Mobility management
60 %
Environmental performance indicators in Switzerland
Land/buildings
Net floor space (NFS)
paper consumption
Total paper consumption
Water/sewage
Water consumption 1
Energy, electricity
Electrical energy consumption 2, 3
Energy, heating 4
Heating oil
Natural gas
District heating
Heating, total
Energy, fuel
Petrol
Diesel fuel
Natural gas
Total fuel
Vehicles
Kilometers driven
Average carbon dioxide CO2 emission 5
Energy, total
Energy consumption
Air emissions
Carbon dioxide CO2-eq from the consumption of fossil energies 6
Nitrous gases NOx
Sulphur dioxide SO2
7
8
Unit
2011
2012
2013
million of m2
0.91
0.91
0.92
tonnes
9,587
8,764
4,759
m3
468,577
466,581
475,701
terajoule
GWh
terajoule
terajoule
terajoule
terajoule
terajoule
terajoule
terajoule
terajoule
number
million of km
g per km
terajoule
GWh
tonnes
tonnes
tonnes
1,479
411
130.9
18.9
27.2
177.6
53.7
114.8
2.2
170.7
3,332
67.7
140.0
1,827
507
1,471
409
149.3
22.4
29.3
201.0
38.5
127.1
2.7
168.3
3,372
69.9
131.0
1,840
511
1,435
399
155.2
25.4
27.3
207.9
27.5
140.0
1.5
169.0
3,628
71.3
123.0
1,812
503
23,242
24,662
25,260
23.2
4.4
24.9
5.0
26.2
5.2
Waste
Total amount of waste
tonnes
2,345
3,127
3,226
1 The water consumption extrapolated on the basis of the average rate of 115 litre per FTE per day.
2 Energy conversion: 1 terajoule (TJ) = 0.278 gigawatt hours (GWh).
3 The power consumption 2012 was adjusted.
4 The energy consumption is based on a forecast of a monthly measure of the consumption of 62 buildings (with a total floor space of over 50%).
5 Average emissions per kilometre refer to manufacturer’s indications.
6 CO2-emissions from consumption of fossil energies, without district heating and refrigerant fluid. Swisscom published a complete climate report
according to ISO 14064.
7 From Mobitool (www.mobitool.ch), car traffic, national 5-200 km, direct use, load 1.25, fuel consumption 6.7 litres per 100 km (2013).
8 According to publications “Pollutant Emissions from Road Transport, 1990 to 2035, FOEN, update 2010, annex 6, p. 91, 2010”
and “Worksheet emissions factors combustion”, FOEN, 2005 (in german).
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Swisscom’s responsibility in the supply chain
See
www.swisscom.ch/
suppliers
See Appendix
www.swisscom.ch/gri-2013
Swisscom is committed to improving the working conditions of its suppliers’ employees and to
ensuring compliance in the supply chain with ecological standards. This also means that Swisscom
expects its direct suppliers and their sub-suppliers to commit to acting in a sustainable manner.
The principles Swisscom observes are stipulated in its purchasing policy, which is defined by an
overarching committee, the Swisscom Purchasing Board. The policy sets out the principles and pro-
cedures to be followed by the procurement organisations. Together, their total order volume
accounts for more than 80% of the total procurement volume. The purchasing policy stipulates the
requirements that suppliers accept by signing the CR Contract Annex (CRCA). Swisscom uses a
structured risk management system to audit suppliers’ compliance with the requirements.
Supplier risk management
Risk management system
The risk management system established itself further in 2013 within Swisscom, enabling the con-
tinued reduction of environmental and social risks. The implementation and results achieved are
shown below.
On the strength of the recent past experience, the risk assessment of product groups conducted in
2012 was not repeated in 2013. Swisscom will check the accuracy and up-to-dateness of the product
groups again in spring 2014.
In 2012, Swisscom began reviewing its current supply partners from medium-risk product groups
and assessed 223 supply partners in detail. Swisscom critically reviewed and re-evaluated the list of
suppliers from medium-risk product groups once again in 2013, and final decisions on 57 suppliers
were made.
Swisscom plans to further reassess the requirements applicable to suppliers of medium-risk
product groups by the first quarter of 2014 and subsequently formulate concrete objectives. The
process already implemented proved successful with potential suppliers and tendering processes
in 2013 and has resulted in appropriate measures being introduced where necessary. A supply
chain crisis management organisation is currently being set up and will be integrated into the exist-
ing Swisscom Group structures in 2014.
Overview and requirements of risk management in the supply chain
Product groups with …
… low risk
… medium risk
… high risk
Existing
suppliers
with …
As long as the product group has
a low risk profile, the supplier’s
risks are not assessed. Instead the
risks of the product group will be
reviewed annually
… high risk profile
> Suppliers shall fill in a self-decla-
ration within three months and/
or be audited within one year
> Further measures if needed
… high risk profile
> Suppliers shall be audited within
six months
> Further measures if needed
… medium risk profile
> Suppliers shall fill in a self-decla-
ration within three months and/
or beaudited within one year
> Further measures if needed
… medium risk profile
> Suppliers shall fill in a self-decla-
ration within three months and/
or be audited within one year
> Further measures if needed
… low risk profile
> Supplier’s risk shall be periodically
assessed
… low risk profile
> Supplier’s risk shall be periodically
assessed
Potential
suppliers
> No risk assessment performed
> Risk assessment performed
> The findings with measures
proposed are included in the
decision process
> Risk assessment performed
> The findings with measures
proposed are included in the
decision process
Corporate Responsibility Contract Annex
In 2013, 95% of the total order volume came from suppliers that had accepted the CR Contract
Annex (CRCA), which meant that the goal set for 2013 was achieved. In 2014, Swisscom will
continue to its efforts to identify further suppliers who have not yet signed the CRCA. The CRCA is
part of all contracts.
Audits
Swisscom carried out two audits in 2013 as part of its collaboration with the Joint Audit Coopera-
tion (JAC). The JAC is a consortium of telecoms companies which checks, assesses and promotes
the implementation of social responsibility in the production centres of the major multinational
ICT suppliers. In total, more than 38 audits of suppliers were carried out within the JAC network.
These audits involved production facilities, most of which were in China, Taiwan, India, Japan,
South Korea and South America. The following guidelines apply to the on-site audits:
> Preparation: Information must be obtained on the operations to be audited.
> Qualified auditors: The audits are carried out by international audit companies that have
specialist knowledge of the social and environmental conditions particular to the country in
question.
> Confidentiality: Confidentiality agreements are concluded with the suppliers to ensure that the
results of the audits are only disclosed to JAC members.
> Methodology: The JAC members create a checklist based on the SA 8000 and ISO 14001 standards
and the on-site audits with the relevant dialogue partners.
> Report: The report formulates the findings based on objective evidence.
> Collaboration with suppliers: The collaboration is based on the common understanding that
the CR risk management system plays a key role in supporting responsible and sustainable
development.
> Collaborating with and further developing suppliers: On the basis of the findings from the
audit, corrective measures are drawn up with suppliers to correct the shortcomings noted in the
audit report. The respective JAC member follows the implementation of these measures until
they have been successfully completed.
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At weekly teleconferences, the JAC members set the audit agenda, check the audit reports and
monitor the progress of the planned corrective measures. These regular conferences help to opti-
mise the Corporate Social Responsibility (CSR) assessments through the exchange of best practices
and thus make the JAC initiative more efficient. The JAC steering committee, which is made up of
representatives from the senior management level of the respective CSR and sourcing areas, meets
twice a year to review the audit campaign findings and decide on how to proceed.
A limited number of instances of nonconformity and various types of non-compliance were noted
in the audits carried out. The instances of non-compliance mainly concern working hours, occupa-
tional safety and wages. The audits also identified several cases of discrimination and employment
of minors. The time period for rectifying the problems depends on the type of non-compliance. Due
to the impact on personnel units, a period of several months is required, particularly for rectifying
irregularities with respect to working hours (limiting regular working hours and overtime).
Swisscom publishes further information on this in the GRI Appendix to the Annual Report.
Swisscom achieved its JAC audit objectives for 2013. It conducted two audits with the JAC, deferred
one audit to the first quarter of 2014 for business reasons and cancelled another. Swisscom wants
to step up collaboration with the JAC further and plans to carry out four audits in 2014.
See Report
page 76–77
Self-declarations/self-assessments
In the transition to the new e-tasc self-declaration tool from EcoVadis, Swisscom successfully trans-
ferred 13 suppliers to the new tool in 2013. In two further campaigns, Swisscom also registered and
assessed 57 suppliers in the new tool. A total of 70 registrations and assessments were carried out,
with none of the suppliers being classified as “high risk”. In 2014, Swisscom intends to register fur-
ther key and strategic suppliers and high- and medium-risk suppliers in e-tasc. With the suppliers
already registered in e-tasc, Swisscom has fully met its objectives for 2013 with respect to self-dec-
larations.
Carbon Disclosure Project – Supply Chain Program (CDP)
In the year under review, Swisscom concluded a further cooperation agreement with the Carbon
Disclosure Project (CDP) – a nonprofit organisation founded in 2000. The organisation wants com-
panies and local authorities to publish their environmental data, including data on harmful green-
house gas emissions and water consumption. Once a year, the CDP, on the behalf of investors, pro-
vides companies with standardised questionnaires which they can use to voluntarily provide
information and data on CO2 emissions, climate risks and reduction goals and strategies. The CDP
now maintains the world’s largest database of this kind. As part of its cooperation with the CDP,
Swisscom contacted and surveyed 37 of its key suppliers who are important owing to high order
volume or a high degree of environmental relevance. The response rate was 73%, allowing the sur-
vey to be brought to a successful completion (in the previous year, the response rate from all sup-
pliers was 51%). In the fourth quarter of 2013, the CDP analysed the responses from the survey and
applied a scoring system to rate the Swisscom suppliers who took part. This scoring is to be incor-
porated into the EcoVadis database in 2014 and serve as a further basis on which to comprehen-
sively assess Swisscom’s key suppliers.
Main risk factors in the supply chain
Human rights
Swisscom attaches great importance to the observance of human rights in the areas specified by
the Social Accountability SA 8000 standard, which include child labour, forced labour, health and
safety, freedom of association and the right to collective bargaining, discrimination, discipline,
working hours and remuneration.
Climate risks from CO2 emissions
Climate change poses risks for Swisscom in the form of increasing levels of precipitation as well as
higher average temperatures and extreme meteorological events. These risks could compromise
the manufacture of telecommunication products and network equipment and its transport into
Switzerland and have a negative effect on the company’s market chances and operations.
Raw materials
The raw materials used in Swisscom’s many different products stem from a wide range of coun-
tries and regions. Questions on the origin of the raw materials and the associated ecological and
sociological risks are increasingly being asked. Swisscom has been addressing the issue of raw
materials since 2011 and over the last two years has implemented the following measures in this
regard:
> January 2012: Swisscom became a member of the World Resources Forum Association (WRFA)
through its membership in the Global e-Sustainability Initiative (GeSI).
> March 2012: Inaugural meeting of the WRF Association, at the meetings of which Swisscom
represents GeSI.
> March/October 2013: Participation at the WRFA Annual General Meeting in St. Gallen and the
World Resources Forum in Davos.
> October 2013: Dialogue with the NGO “Bread for All” and participation at the “High Tech No
See
www.worldresourcesforum.org
Rights” symposium in Berne.
> October 2013: Preliminary enquiry into involvement with Fairphone.
In 2014, Swisscom plans to revise its purchasing policy and the CR Contract Annex and, where
necessary, add a corresponding passage on raw materials.
Swisscom Supplier Award
Maintaining a constant dialogue with suppliers, building a common future together and taking
responsibility for the present and future all play a key role at Swisscom. Internal procurement is also
guided by these principles. From among its more than 6,500 suppliers, Swisscom recognised those
with the most impressive success stories in spring 2012. The Supplier Award is awarded in three
categories – Innovation, Cooperation and Sustainability – every two years. The next will be awarded
in 2014.
Purchasing circle – embedding corporate responsibility in the organisation
A conference on “Challenges for a sustainable supply chain” was held for the very first time in 2013
as part of a series of events for Swisscom purchasing staff (50 participants). The programme fea-
tured wide range of keynote presentations from external guests and internal CR managers, a
podium discussion and a tour of the Umweltarena, an exhibition platform in Spreitenbach (canton
of Aargau) for sustainable solutions.
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Telecommunications for all
Swisscom enables and shapes Switzerland’s information society by
providing infrastructure and services that allow people in the public
and private sector to communicate and interact in a sustainable
manner. In so doing, Swisscom remains true to its goal of enabling
everyone in Switzerland to be part of the information society.
“Telecommunications for all” is Swisscom’s guiding principle.
Environment and objectives
Swisscom wants everyone in Switzerland to be able to take advantage of the opportunities
provided by new media and is thus making sure that reliable network access is present virtually
everywhere in Switzerland. Swisscom focuses on promoting media skills, not only in its efforts in
the area of youth media protection, but also through various initiatives which aim to reduce the
“digital divide”.
Swisscom will continue to pursue these activities in 2014, championing a healthy information society
that adds value in line with the federal government’s strategy, so that Switzerland as a business
location, the Swiss education system and the entire population will continue to benefit from a
progressive ICT landscape.
Basic service provision
Number of traffic minutes (national fixed-line traffic)
Number of public payphones 1
Emergency calls
Calls to the service for visually impaired/hard of hearing
Unit
million min.
number
in thousand
in thousand
2011
6,200
6,700
3,050
553
2012
5,328
5,800
3,053
540
2013
4,437
4,834
2,284
515
1 Of which 3,307 (2013), 3,514 (2012), 4,058 (2011) within the scope of basic service provision.
Swisscom is responsible for providing basic telecoms services in Switzerland, and has been mandated
to do so until 2017. The aim of the mandate is the provision of analogue and digital network access
throughout Switzerland, including voice telephony, fax, data transmission and broadband internet
access. The guaranteed transmission speed for a broadband Internet connection in 2013 was
1,000 kbps (download speed). The price ceiling for this service is CHF 55 per month (excluding VAT).
Another part of basic service provision for which Swisscom has long been responsible is the main-
tenance and operation of the public telephones and access to the emergency call service for the
police, fire and ambulance services, as well as special services for the disabled. Swisscom continues to
forego any financial settlement in compensation for the uncovered costs of basic service provision.
Data protection
As part of its operations, Swisscom processes customer data. Such data are subject to the Data
Protection Act and the Telecommunications Act. The protection of privacy, compliance with data
protection laws and the observance of telecommunications secrecy are key concerns for Swisscom.
The Data Protection Declaration explains how Swisscom handles personal data in the context of its
website and e-mail activities. Swisscom complies rigorously with the legislation currently in force,
in particular with the laws on telecommunications and the protection of data. It collects, stores
and processes only such data as are required for the provision of services, the handling and mainte-
nance of the customer relationship – namely ensuring high service quality – for the security of the
company and its infrastructure and for billing purposes. Customers also consent to Swisscom pro-
cessing their data for marketing purposes and to their data being processed for the same purposes
within the Swisscom Group. Customers have the option of stating what types of advertising mate-
rial they do or do not wish to receive (“opt-out”). As a trustworthy partner, Swisscom has set itself
the goal of providing all employees who have access to customer data as part of their job with
thorough instruction on compliance within their work. In addition, Swisscom makes its employees
aware of, and equips them to recognise, the issues and requirements of data protection and to
ensure they are properly implemented. All Swisscom employees thus have to regularly take part in
data protection training sessions.
The persons responsible for security within the company also launched a comprehensive project in
2012 with the aim of improving data protection. This project has been successfully completed.
During the course of the project, Swisscom reviewed and redefined all access rights to critical cus-
tomer data. In addition, Swisscom set up a system that determines whether attempts to access
critical customer data are linked to enquiries regarding the customers in question and are thus
warranted. Swisscom will continue to do everything in its power to ensure the best possible protec-
tion for its customers’ data by means of optimisations in technology, organisation, processes and
training. Swisscom is aware of its responsibility for data protection. In bringing in new technologies
and in meeting new needs, Swisscom will exercise the required sensitivity and assume its social
responsibility as a companion in the digital world.
Protecting minors in the media and promoting media skills
Protecting minors in the media and guidelines on media content
The use of digital media provides us with new opportunities but also entails new risks. The oppor-
tunities significantly outweigh the risks. However, the risks associated with digital media are par-
ticularly prevalent for children and young people. Swisscom is determined not to leave parents to
shoulder the responsibility of handling these risks alone. Swisscom supports parents and teachers
by providing a wide range of information, resources and products.
Children and young people who disclose private or even intimate information on social web plat-
forms are often unaware of the repercussions this may have. Privacy therefore plays a prominent
role in the documentation and information provided on media protection for minors.
Swisscom supports the High Principles on Child Protection. Together with the European Telecom-
munications Network Operators’ Association (ETNO), Swisscom has reformulated its terms of use
on youth platforms so that children and young people understand them.
The legal obligations governing the protection of minors in the media were fully complied with in
2013. Under the terms of the Swiss Federal Penal Code, it is forbidden for providers to offer content
of a pornographic nature to persons under the age of 16. Swisscom is rigorous in its interpretation
of the regulations of the Ordinance on Telecommunications Services regarding the blocking of
value-added services. For example, no adult content whatsoever has been offered on the Swisscom
information portal since 2009.
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See
www.asut.ch
See
www.bluewin.ch
See
www.swisscom.ch/james
Since 2008, the Industry Initiative of the Swiss Association of Telecommunications (asut) for
Improved Youth Media Protection and the Promotion of Media Skills in Society has published a list
of youth media protection measures in addition to the legal requirements, which Swisscom has
pledged to comply with. These include the provision of Internet filters, the obligation to actively
inform customers, willingness to engage in dialogue with committed organisations and the desig-
nation of a youth media protection officer.
Swisscom’s efforts to protect minors in the media exceed the legal requirements, in particular due
to its implementation of the following measures:
> Age limit for access to certain services (value-added services) was voluntarily increased to 18
> No adult content whatsoever is included in the video-on-demand offerings on Swisscom TV or
on the information portal
> Additional channel blocking via PIN on Swisscom TV
> Providing youth media protection with the new “replay” TV function
> Providing FSK age rating recommendations for all video-on-demand films
> Exceptionally stringent requirements apply to third-party providers of value-added services
The Telecommunication Services Ordinance requires telecommunication service providers to dis-
close information on the existence of a barring set at least once a year. A barring set blocks access
to chargeable value-added services on specific lines. Swisscom sends its customers a bill enclosure
every year to inform them about this free service. The barring set is automatically activated for
young subscribers under the age of 18 and can only be deactivated with the consent of their parent
or legal guardian.
Promoting media skills
The technical and process-related measures for protecting minors in the media significantly reduce
the number of risks faced by children and young people when using the media. At the same time,
Swisscom considers the promotion of media skills among children and young people to be the best
method of further reducing the risks. Swisscom has therefore been involved for a number of years
with a wide range of programmes aimed at helping children and young people use digital media
sensibly and in moderation:
> Media courses as part of the Academy training programme: The course is held on parents’
evenings and as part of in-service training sessions for teachers. The aim of the course is to raise
the participants’ awareness of the risks and to make recommendations on the use of media at
home and in school. In total, Swisscom held more than 700 media skills events throughout
Switzerland in 2013.
> The JAMES study: The JAMES study investigates the way in which media is used by young peo-
ple aged between 12 and 19. After an initial run in 2010, Swisscom carried out the JAMES study
once again in 2012 in cooperation with Zurich University of Applied Sciences (ZHAW). Four
detailed studies were carried out in 2013 which addressed the following questions: What effect
does the use of media have on the relationship between parents and children? Is there a connec-
tion between media use and school grades? Various providers offer media courses to schools:
How effective are these courses? How do young people handle the protection of their private
data in social networks? (publication: March 2014)
> The findings from the JAMES study allow conclusions and measures to be formulated in the fields
of science and politics based on reliable, scientific data. The recurring study will allow trends and
changes in the media usage behaviour of young people to be identified as of 2014. With this study,
Swisscom is bridging a gap in research that has existed for a long time, particularly as surveys into
media usage among young people were not consistently carried out before 2010.
National programme for the promotion of media skills
In summer 2010, the Swiss federal government set up a programme aimed at improving the media
skills of children and young people. The Federal Social Insurance Office (FSIO) is responsible for
implementing the programme, which is set to run until 2015. As the principal partner of the
programme, Swisscom is confident that by working together the public and private sectors can do
significantly more to promote media skills. Swisscom supports the programme by providing both
financial resources and communication services.
Media courses for parents, teaching staff and pupils
Swisscom has been expanding its course offerings since 2012 to promote media skills. In addition
to the information events for parents and teaching staff, it has since also offered a modular course
for secondary school pupils (year 7 to year 9) and a flexible module for intermediate school pupils
(year 4 to year 6). Teachers can choose from a range of different modules dealing with general
media usage behaviour, legal issues on the Internet, social networks, safe surfing and the new issue
of cyberbullying. Swisscom appoints a dedicated course instructor for the participating classes.
There was once again huge demand for the classes in 2013. The experience and feedback gained
from the events were extremely positive, and over 95% of participants said they would recommend
the events to others.
A study was conducted to evaluate the effectiveness of the media courses. The results of the study
were presented at the media skills symposium held as part of the federal programme on young
people and media (see above, “National programme for the promotion of media skills”). According
to the study director from the Distance-Learning University of Applied Sciences (Fernfachhoch-
schule Schweiz (FFHS)), the study documents the effectiveness of Swisscom media courses. The
study is set to be expanded in 2014 and will focus on investigating long-term effects.
Swisscom Academy
The Swisscom Academy has been teaching people how to use mobile devices and the Internet since
2005. Courses are offered on a daily basis at the training centres in Berne, Basel, Lausanne, Lucerne,
Geneva and Zurich. In addition, four specially equipped Academy buses visit around 70 towns and
villages across Switzerland every year. In 2013, 14,500 people attended courses on how to use modern
communications media. Since the launch of Swisscom Academy, close to 254,000 people in
Switzerland have taken advantage of the courses it offers. The courses are aimed at the general
population in Switzerland and are open to customers and non-customers alike. Through this cam-
paign, Swisscom is playing an important role in continually reducing the digital generation gap.
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Promoting media skills
Swisscom promotes the responsible use of new media.
The courses offered by Swisscom since 2008 have already been attended by
48,500 participants
“Internet for Schools” initiative
The use of media is increasingly intensifying at all levels of education. The Swisscom “Internet for
Schools” initiative is therefore challenged to respond to the growing needs of schools and cantons.
Consequently, Swisscom is steadily expanding the initiative as well as its fee-based offerings for
schools. Thanks to Swisscom, almost all primary and secondary schools in Switzerland are now
benefiting from a broadband Internet connection. A key task for the initiative in the next few years
will be to help kindergartens being integrated into primary schools as part of the intercantonal
HARMOS concordat to take their first steps into the digital world.
Through the “Internet for Schools” initiative, Swisscom has been making a substantial contribution
to the Swiss education system since 2002, initially as part of the government’s “Internet for Schools”
initiative (2002–2007) and then independently in consultation with the relevant public- sector
offices. Swisscom aims to work together with schools, cantons and federal offices to create a con-
solidated and efficient architecture for the future ICT landscape of the Swiss education system.
The number of schools benefitting from the “Internet for Schools” initiative has declined slightly
(6,600 schools). In 2013 the consolidation of schools in many municipalities continued – owing in
particular to the wave of mergers of municipalities in Switzerland. Nevertheless, the number of
pupils and teachers involved in Internet for Schools has remained unchanged.
As the cost of a high-performance infrastructure has grown continuously in recent years, by agree-
ment with the cantons, schools are now contributing to the costs of security solutions such as a
firewall and content filter, on a user-pays basis. According to the bandwidth required, the costs per
school amount to between CHF 1,560 and CHF 2,400 per year.
See
www.swisscom.ch/sai
Internet for Schools Number of schools
Courses promoting media skills Number of participants
8,000
6,000
5,814
6,303
6,743
6,799
6,600
4,000
2,000
0
253,458
219,912
189,884
167,939
320,000
240,000
160,000
130,000
80,000
0
2009
2010
2011
2012
2013
2009
2010
2011
2012
2013
Swisscom has added various educational institutions to its network over the past few years,
enabling it to recognise the ICT integration needs of schools at an early point in time. Swisscom
cultivates this network through dialogue and events, in particular with the following institutions:
> Education server Educa and the Swiss education server educanet
> Swiss Conference of Cantonal Ministers of Education (EDK)
> Conference held by the Swiss Office for Information Technology in Education (SFIB)
> Federal Office of Communications (OFCOM)
> Swiss Foundation for Audiovisual Teaching Media (SSAB)
> Swiss Association of Teachers (LCH)
> Intercantonal Conference of Public Education (CIIP)
> Worlddidac Association
> Various teacher training colleges and universities
Responsible employer
Swisscom offers employees a working environment that fosters their
personal and professional development by setting them challenging
tasks and allowing them to exercise responsibility. At the same time,
Swisscom positions itself as a socially responsible employer.
Swisscom operates in a fast-moving and challenging market environment and has to continually
adapt to technological innovations. Demographic and social trends are also increasingly influenc-
ing personnel resources at Swisscom, which employs progressive management of human resources,
lives out a corporate culture and creates a working environment that motivates employees to realise
their potential in the context of the corporate strategy.
In a multimedia society, our employees’ flexibility, willingness to change and specialist knowledge
play a vital role in the implementation of Swisscom’s mission statement and achievement of the
objectives outlined in the corporate strategy. Customer trust is key to staying competitive in the
long term and is the reason why Swisscom systematically aligns itself to customer needs. This calls
for employees who can develop visions and work in mixed teams to put them into practice in a
results-oriented manner.
Environment and objectives
Swisscom’s Group Human Resources Division is responsible for implementing a uniform HR and
social policy throughout the company and formulates and promulgates Group-wide standards,
guidelines and principles. The HR departments within each of the operating segments are respon-
sible for implementing these and handling all HR functions, from hiring of new staff to employee
departures. The Group Human Resources Division supports the Group Executive Board and Board
of Directors on HR policy matters, such as terms and conditions of employment, salary system and
diversity. It also recruits senior managers and conducts management development and succession
planning in collaboration with the operating units. Group Human Resources is also responsible for
professional and vocational training throughout the Group and thus makes an important contribu-
tion to Switzerland as a business location. In its dealings with the social partners and employee
associations, Group Human Resources advocates the interests of the Group as a whole.
In order to meet future challenges, Group Human Resources plans its resource requirements from
a quantitative and qualitative point of view, formulates key priorities in employees’ professional
development and cultivates a management culture characterised by trust, esteem and perfor-
mance orientation. In this way, Group Human Resources contributes towards the implementation
of corporate strategy.
Staff development
Swisscom’s market environment is constantly changing. The company thus invests accordingly in
targeted professional training for employees and managers in order to improve their employability
and the company’s competitiveness in the long term. Employees are supported in their develop-
ment by a wide range of on- and off-the-job training options as well as internal programmes and
courses covering specialist, management and project management topics. As part of talent man-
agement, around 10% of the top performers from the target groups have completed a correspond-
ing internal programme. In 2013, Swisscom also further developed the language skills of its employ-
ees in the country’s national languages as part of an initiative implemented throughout Switzerland.
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Swisscom welcomes employees who want to take advantage of individual, advanced external train-
ing opportunities and supports such efforts financially and with respect to working hours. In the
year under review, staff spent 72,136 days on training and development in Switzerland.
The Swisscom “management compass” serves as an orientation tool for management and, among
other things, defines employee development as a management task. Swisscom has also created an
orientation tool at Group level for training and development within the company, which heightens
the general commitment towards training and development in the digital world. It promotes regu-
lar dialogue between employees and management, which facilitates the agreement and realisa-
tion of medium-term development measures. In this context, Swisscom has standardised the train-
ing offerings of Swisscom IT Services Ltd for the various target groups at Group level.
Swisscom continues to develop its Performance Management System in line with requirements
with a view to assessing and promoting employee achievements. At the start of 2013, Swisscom
launched “My Performance” across the Group as part of which fair and broad-based performance
evaluations based on mandatory objectives are conducted thereby helping to implement occupa-
tional development projects. On the basis of coordinated agreements on objectives, all managers
systematically discussed the performance and potential development steps for the employees
entrusted to them in so-called “calibration rounds”. These rounds support both succession plan-
ning for key functions as well as the placement of talents beyond individual divisions, consistent
with Swisscom’s strategic positioning as a trustworthy partner in a digital world and the concrete
requirements that all employees have to fulfil.
A mentoring programme encourages professional and personal discussions between talents and
the members of the Group Executive Board, while the Leadership Forum offers an important plat-
form for management issues.
Employee training in general and in the area of corporate responsibility
Swisscom trains its employees continuously. In 2013, employees attended an average of 4.2 days
(33 hours) of training and/or further occupational development. Swisscom also regularly trains
employees on a wide range of corporate responsibility issues. For example, Swisscom raises aware-
ness of ecological and social issues among new hires at its Welcome Days, Swisscom held a corpo-
rate responsibility (CR) training course for the first time in 2013. This training programme for
employees from the Residential Customer segment has been newly developed for Swisscom. Pilot
sessions were conducted with 14 employees.
Corporate volunteering
Corporate volunteering is the term used to describe voluntary work carried out by employees for
charitable causes. Swisscom encourages this commitment by allowing its employees to do this
during paid working hours and offering them the chance to help out with various projects in the
fields of nature (Nature Days), social responsibility (Social Days) and economy (Economy Days).
Swisscom employees can now dedicate up to two days of their working time to voluntary work
each year. A total of 1,330 volunteer days were clocked up in 2013.
Staff recruitment
Recruiting new staff
Swisscom seeks individuals who are motivated and passionate about helping customers and who
want to help shape the future of the digital world. At all company locations in Switzerland, Swisscom
endeavours to give priority to people from the surrounding regions. This is why the percentage of
local employees in all areas and at all hierarchical levels is exceptionally high.
Student interns and trainees
In order to attract talented and highly motivated graduates to the company, Swisscom remains in
close contact with universities and schools of applied sciences. Attending relevant recruitment
fairs and engaging in more advanced forms of cooperation such as guest lectures and workshops
is very important to Swisscom. Many students gain initial professional experience at Swisscom
during their studies either by working as interns or during the practical part of their Bachelor’s or
Master’s course. In the last twelve months, almost 100 students began internships at Swisscom,
and a similar number of students were coached through the practical part of their Bachelor’s or
Master’s courses by Swisscom employees. Once they have successfully completed their studies,
graduates can embark on the first step of the career ladder at Swisscom through internships, the
trainee programme or a junior position.
Vocational training
Two hundred and forty-seven young people began their apprenticeships with Swisscom in August
2013, of which 95 were in ICT jobs in mediamatics and IT. Swisscom is thus Switzerland’s largest
trainer of ICT professionals. In 2013, Swisscom trained a total of 847 apprentices in technical and
commercial apprenticeships. Additionally, 73 apprentices completed their training at subsidiary
cablex. The new apprenticeship training as a specialist in customer dialogue, introduced in 2011, is
held in the customer contact centres. It has been expanded to include apprentices in Western Swit-
zerland since 2012 and in Ticino since 2013.
Swisscom has been holding exploratory ICT weeks for young women since 2012, giving the partic-
ipants the chance to spend a week getting to know the professional world of ICT up close. This
offering was expanded in 2013. Swisscom now also offers exploratory ICT weeks specifically
geared to upper-level female high-school students (“Matura” level).
The Swisscom training model is geared towards independence and personal accountability. The
aim of this is to support the personal development of the apprentices. They take an active role in
devising their training so that it fits their individual priorities, apply within the company for differ-
ent practical placements and learn from experienced employees during such placements.
Staff recruitment outside of Switzerland
As a Swiss company, Swisscom is committed to the Swiss labour market. In order to meet customer
needs and remain competitive, Swisscom is prepared to work together with both domestic and
international partners, on condition that they satisfy Swisscom’s requirements as regards labour
legislation and sustainability.
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See Report
page 110
Health and safety in the workplace
Employee health
Having healthy and motivated employees is very important to Swisscom. In line with its strategy,
Swisscom therefore makes targeted investments in initiatives and programmes for Occupational
Health Management (OHM). The Board of Directors, Group Executive Board and management staff
have all contributed to the success of OHM, which has resulted in the staff absence rate being
reduced from 3.4% to 2.9% since 2009. Swisscom wants to achieve a staff absence rate that either
remains constant or declines further by 2015. Further details and performance indicators can be
found in the table “Employees in figures”.
As a result of this positive trend, the premium rates for work-related accidents, non-work-related
accidents and the insurance for sick pay allowance were reduced as of 1 January 2013.
Through its involvement in the ConCerto project with the Federal Social Insurance Office, Swisscom
makes an important contribution to ensuring that collaboration with the social insurance agencies
is coordinated as effectively as possible. ConCerto aims to simplify and accelerate the professional
reintegration of individuals who have suffered health problems. The ConCerto-pro association was
set up in 2012. Its goal is to encourage all domestic employers, Federal Disability Insurance offices,
sick pay allowance and accident insurers and SMEs to join the association and adopt the processes
it has defined. The ConCerto-pro association, together with partners on a national level (FSIO,
SECO, associations and institutions), also supports and coordinates the further development of
issues pertinent to vocational reintegration.
The number of disability cases in 2013 fell by 25% in comparison to previous years. Through coop-
eration with integration partners and the heightened involvement of Group Human Resources,
several trainee positions and internships could be filled once again. These positions are available to
employees with health problems. OHM and, if necessary, social insurance agencies such as the
Federal Disability Insurance office (IV) provide assistance and support with the deployments in
these positions.
Swisscom aims to extend the focus of occupational health management to include prevention in
order to promote and maintain employee health.
Occupational safety
As set out in the collective employment agreement (CEA), Swisscom undertakes to protect the
personal integrity of its employees and provide an appropriate level of health protection according
to ergonomic principles. In terms of ergonomics (design of workstations and working environment,
health protection and health care, prevention of work-related accidents and occupational illnesses,
workplace safety), the CEA grants the employee associations the right of codetermination and the
social partners the right of information. Various committees coordinate and organise training
courses, initiatives and measures aimed at promoting safety and health protection in the work-
place. In areas where workplace safety is particularly important for employees, Swisscom operates
an integrated, process-based management system and is ISO 9001:2000 certified. The company
submitted this management system for approval to the Swiss Accident Insurance Fund (Suva).
The criteria, processes and tools for regulating and implementing workplace safety and health pro-
tection are integrated in a quality environmental and safety management system. For example,
Swisscom’s subsidiary cablex follows Guideline 6508 of the Federal Coordination Commission for
Occupational Safety (FCOS), which covers the ten elements of the operational safety system and
ensures the measures necessary for safeguarding the health and safety of employees involved in
installing infrastructure.
Co-determination rights are systematically implemented, especially in the area of safety, where
internal (safety system) and external (“legal compass”) standards are conscientiously adhered to.
Employee associations are represented at the quarterly meetings of the Safety Board.
Move! and the Swisscom Games
Move! is a programme which supports activities in the fields of health, sport and culture. Employees
can become Move! coaches or take part in another activity. Activities are conducted during the
employees’ free time. Move! aims to broaden employees’ sporting and intellectual horizons and
give staff the opportunity to meet their colleagues from other areas of the company.
The Swisscom Games are held every two years. Employees have the option of enrolling for a team
or individual activity in the fields of sport, culture and society. The 2013 Swisscom Games included
two events – the Winter Games in Davos and the Summer Games in Tenero, in which a total of
around 4,000 employees took part. The Swisscom Games are a key networking opportunity for
employees and have become an important part of the corporate culture. The next Swisscom
Games will take place in 2015.
Diversity
Living diversity
Diversity management is a concept that is extremely important within an international working
environment. The aim of the concept is to recognise each individual’s special knowledge and skills
and utilise them for the benefit of the entire company.
Diversity champions an open working environment, in which employees are treated with respect
and everyone is free to develop and reach their full potential. Swisscom sees diversity as something
it must commit to internally within the company, as well as externally with its customers and part-
ners. Swisscom’s commitment to diversity means ensuring the well-being of all its employees, so
they are motivated to deliver outstanding performance.
Swisscom considers a balanced gender ratio to be fundamentally important for the brand and for
ensuring the success of the company. One way Swisscom facilitates this is through flexible working
models that help create an environment in which every employee is able to tap into their full poten-
tial. Consistent with its commitment to diversity, Swisscom has set itself the goal of increasing the
percentage of women in management to 20% in the medium term.
Swisscom is also increasingly championing the use of solutions such as flexible working methods
and models that support the compatibility of family and career, thereby enabling a healthy work-
life balance and addressing employees’ growing need for flexibility and the right to make their own
decisions. As a family-friendly employer Swisscom pays child and education allowances that are
higher than those laid down by federal law and that are also in most cases higher than those laid
down by cantonal law. Swisscom also supports external childcare facilities through financial contri-
butions and by providing access to free counselling services through the familienservice® family
service as well as holiday childcare during the school holidays.
In the interest of diversity, Swisscom finds it extremely important to have a wide range of cultures
represented within the company. The wide range of approaches, ideas and skills possessed by our
employees makes Swisscom an innovative and creative company. 82.8% of Swisscom’s workforce
are Swiss nationals. The remaining 17.2% are made up of employees from 90 different countries,
including 5.3% from Germany, 3.8% from Italy, 2% from France and 1% from Spain.
The average age of the population and hence the average age of Swisscom’s workforce is steadily
increasing, which poses opportunities as well as risks. Swisscom is addressing this issue with its
“Generation Management” initiative.
Swisscom considers sexual orientation to be an important aspect of diversity. The company’s cor-
porate culture is characterised by openness and tolerance.
With respect to the opportunities offered and the potential accorded to the individual, Swisscom
does not differentiate between employees with physical or mental impairments and those who
are not impaired. Swisscom builds on the individual strengths and skills that each employee pos-
sesses. No cases of discrimination were reported in 2013.
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See Appendix
www.swisscom.ch/gri-2013
Generation management
Swisscom is using “generation management” to address demographic trends in good time and find
innovative ways of allowing older employees to continue in active employment. The average age of
employees, the wider population and Swisscom’s customers is steadily increasing. Swisscom is
responding to this by establishing “BestAge projects”. These projects focus on meeting the needs
of older employees and older customers. The measures and programmes implemented in call centres
and shops accommodate these needs. Older employees are serving and advising older customers.
Further initiatives include in-house consulting, where older senior managers advise line manage-
ment, provide coaching and allow others to benefit from their experience through involvement in
projects. Older employees also serve as quality assurance specialists in network construction pro-
jects.
Swisscom has been a member of the Swiss Demographics Forum since 2011. Currently comprising
seven finance and service companies, the Swiss Demographics Forum is a platform which aims to
collect information and draw up basic principles for establishing a sustainable demographic man-
agement system. In 2013, the members of the forum developed a variety of practical solutions that
could be therefore put to good use by the participating companies.
Age structure of employees in full-time equivalent
20,000
15,000
10,000
5,000
0
15,641
2,589
9,885
15,616
2,531
9,798
16,398
2,754
9,990
16,160
2,484
9,788
16,549
2,756
9,745
3,167
3,287
3,654
3,888
4,048
up to 30 years of age
between 30 and 50 years of age
over 50 years of age
2009
2010
2011
2012
2013
Diversity @ Swisscom
Swisscom employs people from
90 nations
Equal pay
Swisscom takes great care to ensure equal pay for men and women. The company’s salary system
is structured in such a way as to award equal pay for equivalent duties, responsibilities and perfor-
mance. To this end, the individual functions are assigned to function levels according to their
requirements and a salary band is defined for each function level. This stipulates the remuneration
range for equivalent duties and responsibility. Pay is determined within this range based on the
individual employee’s performance. As part of its salary review, Swisscom grants employees who
have performed better and are lower within the respective salary band an above-average pay rise.
In this way, any wage disparities are evened out on an ongoing basis. When conducting the salary
review, Swisscom also checks whether there are any pay inequalities between men and women
within individual organisational units and corrects them in a targeted manner.
Swisscom also uses the federal government’s equal pay tool (Logib) to conduct periodic reviews of its
salary structures to ascertain whether disparities exist between men’s and women’s pay. Previous
reviews have revealed only minor pay discrepancies, well under the tolerance threshold of 5%.
In 2011, Swisscom joined the Equal Pay Dialogue, an initiative set up by the employer and employee
umbrella organisations in association with the federal government to review the status of equal
pay. The positive outcome of the Equal Pay Dialogue confirms that Swisscom salaries conform to
the principle of equal pay.
See
www.lohngleichheitsdialog.ch
Human rights
Swisscom considers the protection of human rights an integral part of its corporate culture. There
is no or only very little risk of human rights being breached within the Swisscom Group. Swisscom
employs 17,362 FTEs in Switzerland and 2,375 FTEs in Italy, with no human rights risks having been
identified at these locations. A further 371 FTEs work outside of Switzerland and Italy – predomi-
nantly in the EU or OECD countries – and here, too, there is no risk or only very little risk of human
rights breaches. Swisscom only employs a small number of staff in the “risk countries” listed by the
rating agencies (Russia, Romania, Malaysia and South Africa). Swisscom employees working outside
of Switzerland and Italy only render services, i.e. they are not employed in production. Swisscom
therefore considers there to be no need for an internal Group management system for risks con-
cerning human rights infringements.
Swisscom is aware that there are risks of human rights being breached by its suppliers and has
therefore set up a supplier risk management system.
Swisscom also applies a purchasing policy based on the SA 8000 standard, which places clear
demands on its suppliers as regards the protection of human rights.
See Report
page 94
Employee satisfaction
Swisscom conducts an employee job satisfaction survey every two years, with the next one
scheduled for 2014. Just under 80% of the entire workforce took part in the last survey conducted
in May 2012, the results of which revealed a high level of job satisfaction and an extremely high
level of employee commitment at Swisscom. The employees gave all of the areas under review a
significantly better score than in the 2010 survey, and some of the scores were above-average
when compared to other companies in the sector.
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Employees in figures
Personnel structure in Switzerland
Employees in FTE according to GRI scope
FTE/%
16,628
100.0%
16,269
100.0%
17,362
100.0%
Unit
2011
2011 in %
2012
2012 in %
2013
2013 in %
Thereof employees included
in the following analysis
Employees with full-time employment
Employees with part-time employment
Employees with unlimited employment
Employees with limited employment
Female employees
Male employees
Employees up to 30 years of age
Employees between 30 and 50 years of age
Employees over 50 years of age
Average age
Female employees in top management
Male employees in top management
Female employees in middle management
Male employees in middle management
FTE/%
16,398
98.6%
16,160
99.3%
16,549
95.3%
FTE/%
FTE/%
FTE/%
FTE/%
FTE/%
FTE/%
FTE/%
FTE/%
FTE/%
Years
FTE/%
FTE/%
FTE/%
FTE/%
14,208
86.6%
13,954
86.3%
14,314
2,190
13.4%
2,206
13.7%
2,235
16,342
99.7%
16,100
99.6%
16,476
56
0.3%
60
0.4%
73
4,546
27.7%
4,330
26.8%
4,376
11,852
72.3%
11,830
73.2%
12,173
2,754
9,990
3,654
41.3
15
112
242
2,078
16.8%
60.9%
22.3%
n/a
11.8%
88.2%
10.4%
89.6%
9.3%
4.9%
2,484
9,788
3,888
41.9
11
110
269
2,150
15.4%
60.6%
24.0%
n/a
9.1%
90.9%
11.1%
88.9%
2,756
9,745
4,048
41.8
8
92
286
2,231
1,636
10.1%
1,564
907
5.6%
920
86.5%
13.5%
99.6%
0.4%
26.4%
73.6%
16.6%
58.9%
24.5%
n/a
8.0%
92.0%
11.4%
88.6%
9.5%
5.6%
Temporary employees
Apprenticeship positions
FTE
1,520
number of jobs
800
Personnel structure in Switzerland
Number of performance dialogues held
FTE
18,779
98.8%
18,779
98.8%
16,082
97.0%
Fluctuation in Switzerland
Leavings/fluctuation women
Leavings/fluctuation men
Fluctuation rate total
Leavings up to 30 years of age
Leavings from 30 to 50 years of age
Leavings up to 50 years of age
FTE/%
FTE/%
FTE/%
FTE/%
FTE/%
FTE/%
534
1,421
1,955
464
1,120
371
11.7%
12.0%
11.9%
23.7%
57.3%
19.0%
510
11.8%
1,125
1,635
387
932
316
9.5%
10.1%
23.7%
57.0%
19.3%
558
1,221
1,779
409
949
421
Absences due to accidents and sickness in Switzerland
Days lost due to work-related sickness
number of days
5
–
2
–
8
Days lost due to sickness
number of days
98,916
2.39%
99,942
2.42%
101,120
Days lost due to work-related accidents
number of days
2,252
0.05%
2,846
0.07%
2,314
Days lost due to non-work-related accidents number of days
15,037
0.36%
15,086
0.37%
16,582
Days lost total
Days lost per FTE
number of days
116,210
2.80%
117,876
2.86%
120,024
number of days/FTE
7.1
n/a
7.3
n/a
7.3
12.8%
10.0%
10.7%
23.0%
53.3%
23.7%
–
2.44%
0.06%
0.40%
2.89%
n/a
Innovation and development
A dynamic environment in which the market situation and general
conditions are constantly changing requires a company to be innovative
to ensure its long-term success. For this reason, Swisscom is working
on future-oriented issues that will sustainably strengthen Swisscom’s
position on the market.
Research and innovation are of fundamental importance to Swisscom. Swisscom wants to anti-
cipate the strategic challenges of the coming years and take advantage of the opportunities for a
new generation of products and services. At Swisscom, innovation takes place in all areas of the
company, from continuous improvement processes to operational innovations in various business
areas to long-term, research-driven innovations for the next generation of the telecommunications
infrastructure and the future use of digital end devices.
Innovation as an open process
Swisscom builds on the know-how of its customers, employees and partners with the aim of con-
stantly developing new products, services and unique experiences as part of an open process. Cus-
tomer requirements are at the heart of everything it does. For this reason Swisscom consistently
adopts human-centred design methods when developing new products and services, i.e. the
user-oriented design of simple and inspiring experiences that stand out on the market.
Swisscom is keen to take up new ideas from research that enable it to tap into new areas of busi-
ness and optimise costs. It therefore reviews every promising idea in terms of profitability, feasibil-
ity and what it offers customers. If an idea fulfils the relevant requirements, it is quickly tested and
brought to market. For example, Swisscom is currently pursuing new approaches related to the
digital home, new television experiences and machine-to-machine (M2M) communication.
Swisscom operates its own open innovation platform in the form of Swisscom Labs, which has
several thousand registered users. The platform involves future users at as early a stage as possible
in the development of new products and services. Users are able to contribute their own ideas, give
their own opinions in so-called “challenges” and participate in trials and beta tests in open or closed
focus groups.
Innovation requires time and space for ideas to develop into products and services that are ready
for market. Swisscom therefore staged an innovation week for the first time in 2013, during which
variously composed teams work hard on realising an idea that satisfies a client need, is of business
relevance and has potential on the market. A number of these prototypes are to be anchored in the
2014 Roadmap and pursued further.
Specific areas of innovation at Swisscom
End-to-end connectivity
The importance of high-quality broadband Internet access has increased significantly in recent
years. Swisscom is therefore working on the next network generation and developing solutions to
give the population even faster ultra-high-speed broadband. Mobile data traffic is also expanding,
presenting an enormous challenge to the mobile network. Swisscom is seeking and developing
innovative solutions that allow high volumes of data to be handled efficiently.
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www.swisscom.ch/
innovation
As an alternative solution to FTTH (Fibre to the Home) in which the fibre-optic cable is routed into
the house, FTTS (Fibre to the Street) has been developed to bring the fibre-optic network to within
around 200 metres away from the building. From this distance, individual properties are connected
to the fibre-optic network via the copper network already in place. This approach allows Swisscom
to provide Swiss households with a significantly faster service, offering a much higher broadband
capacity. Swisscom is already working on the next generation of FTTS, which will significantly
improve network performance even further.
Mobile services and apps
It has become hard to imagine life without the Internet, whether at home or on the move. Mobile
end devices such as smartphones are the ideal basis on which to implement new services, due to
their high usage in Switzerland. Swisscom’s vision is to be able to use smartphones to establish a
simple bridge between the real and digital worlds. To this end, Swisscom wants to establish a tap-
ping culture. “Tapping” or “Tapit” means that the smartphone can be held against or placed on
something, causing a digital reaction on the phone. Tapping is based on technologies such as Near
Field Communication (NFC), which is already incorporated in the majority of smartphones. Tapping
will in future enable customers to use their smartphones to make payments, manage loyalty cards
or gain access to buildings, allowing the smartphones to replace conventional credit cards, loyalty
cards and company ID cards.
Swisscom has been testing applications with NFC technology for some time and is keeping a close
watch on developments in this area. For this purpose, Swisscom collaborates with financial service
providers, retailers and all relevant companies in order to provide their customers with a simple,
secure and seamless customer experience on their smartphones. Swisscom also gives the partici-
pating companies the opportunity to offer their products securely and simply via an NFC-enabled
mobile SIM card.
Security and intelligence
The ongoing migration of telecommunications services to the Internet protocol means that it is
vital to ensure the right level of security and privacy, while the exponential increase in data vol-
umes presents enormous challenges for telecoms providers and their customers. The requirements
of products that can safely and anonymously handle these large volumes of data and analyse them
using cutting-edge methods are increasing. Big data technologies have already gained a foothold in
many areas. While these technologies raise new questions regarding security and privacy, they also
open up new prospects for security products. Swisscom uses the connection between data analy-
sis and security to offer customers increased transparency and control.
In the context of its social responsibility, Swisscom is, for example, developing models to predict
traffic flows on motorways based on anonymised mobile use data in collaboration with external
partners for the Federal Roads Office (FEDRO). In 2013 Swisscom also launched the first of several
planned mobile applications that accompany customers in their daily lives and support them in
security-related matters. Swisscom is working on the use of new technologies for business
customers, such as trusted computing. These should help make the Swisscom cloud the most
secure cloud for all applications.
Swisscom is collaborating with ETH Zurich on new Internet routing mechanisms that should help
reduce the danger of eavesdropping on data traffic.
Tapping into new growth areas
See
www.swisscom.ch/m2m
Changed consumer behaviour and technological developments present an opportunity to tap into
new growth areas. Swisscom is investing in progressive solutions in the financial sector, the public
health sector, the dynamic control of energy consumption and the intelligent networking and control
of appliances for in the home, for transport and logistics or for security technology.
Current innovation projects
Below are a number of examples of products that Swisscom is developing ready for market:
> iO: phoning, chatting, exchanging photos – everything in one app and free of charge on mobile
data networks or WiFi anywhere in the world. Swisscom has launched iO, an app where all that
counts is who you want to contact, not how you want to contact them. The app connects iO
users simply and securely, and an attractive flat rate also allows unlimited calls to people around
the world who are not iO users.
> Smart Networks: better customer experience despite high network load. Realising new mobile
antennas is a laborious process. Swisscom is therefore investigating whether the use of real-
time technologies could enable data traffic flows within the current infrastructure to be man-
aged in a manner that would free up 20% of the bandwidth and thus improve the customer
experience.
> Docsafe: document handling made simpler. Managing administrative documents such as bills,
account statements and health insurance statements is becoming ever more complicated and
less transparent for everyone, including residential customers. It is made more complex by the
fact that such correspondence now takes place online as well as on paper. Docsafe ensures that
all digital documents are kept securely and centrally organised in one place, are archived and can
be accessed at any time.
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SGS CertifiCation
Gri Sustainability report 2013 of the Swisscom Ltd
SCoPe
SGS was commissioned by Swisscom to conduct an independent assurance of the GRI-based disclosure on
sustainability in 2013. Our assurance scope included the GRI disclosure obligations and figures in accordance
with the GRI Index published at www.swisscom.ch/GRI-2013. The scope of the assurance, based on the SGS
Sustainability Report Assurance methodology, included all texts and 2013 data in accompanying tables contained in
the printed Annual Report 2013, the GRI-annex and referenced information on the webpage of Swisscom as quoted
in the GRI index. The assurance process did not consider any data from previous years.
Content
The Board of Directors or the Managing Director and the Management of the organisation are responsible for the
details provided in the annual report and on the website and in the presentation. SGS was not involved in the prepa-
ration of any of the material included in the GRI Index and acted as an independent assuror of the data and text using
the Global Reporting Initiative Sustainability Reporting Guidelines, Version 3.1 (2011) as a standard. The content of
this Assuror’s Statement and the opinion(s) it gives is the responsibility of SGS.
Certifier inDePenDenCe anD CoMPetenCieS
The SGS Group is active as a globally leading company in the areas of assurance, testing, verifying and certifying
inmorethan140countriesandprovidesservices,includingthecertificationofmanagementsystemsandservices.
SGSconfirmsthatitisindependentfromSwisscom.Itisunbiasedandnoconflictsofinterestexistwiththeorgani-
sation,itssubsidiariesandbeneficiaries.Theassuranceteamwasassembledbasedonknowledge,experienceand
qualificationsforthisassignment.
MetHoDoLoGY
The SGS Group has developed a set of protocols for the assurance of Sustainability Reports based on current best
practice guidance provided in the Global Reporting Initiative Sustainability Reporting Guidelines, Version 3.1 (2011).
SGShasalsocertifiedtheenvironmentalmanagementsystemsofSwisscom(Switzerland)Ltd.,SwisscomBroad-
castLtd.andCablexLtd.,andSQShascertifiedtheenvironmentalmanagementsystemofSwisscomITServices
Ltd.,inaccordancewithISO14001:2004.InadditionthegreenhousegasinventoryofSwisscomAGwasverified
according to ISO 14064.
Theassurancecomprisedtheevaluationofexternalsources,meetingswithrelevantemployees,averificationofthe
documentationandrecordingsaswellasthevalidationofthesewithexternalinstitutionsand/orbeneficiaries,where
required.Financialdatadrawndirectlyfromindependentlyauditedfinancialaccountswasnotcheckedbacktoits
source as part of this assurance process.
oPinion
Thestatementsinthereportrefertothesystemthresholddisclosed(GroupcompaniesbasedinSwitzerland).On
the basis of the above methodology, we did not detect any instances from which we would have to conclude that
theinformationanddatadisclosedbySwisscomLtd.inaccordancewiththeGRIIndex2013maybeincorrect.The
information and data disclosed represent, to our mind, a fair and balanced picture of the sustainability efforts made
by Swisscom in 2013. The implementation of the GRI-relevant instructions was carried out at those parties involved,
UNTERZEICHNET IM AUFTRAG VON SGS
UNTERZEICHNET IM AUFTRAG VON SGS
whereSwisscomregardedthemtobesignificantorfeasible.Inaninternalreport,wemaderecommendationsin
regard to the further development of the sustainability report as well as the management system.
WebelievethattheexistinggapsarenotsignificantandthesustainabilityreportmeetstherequirementsoflevelA+
Albert von Däniken, Lead Auditor
Jakob Koster, Lead Auditor
of the GRI, Version 3.1 (2011) in accordance with the GRI Index.
Jakob Koster, Lead Auditor
Elvira Bieri, Lead Auditor
Elvira Bieri, Lead Auditor
Elvira Bieri, Lead Auditor
Zurich, 28 January 2014
Zürich, 30. Januar 2012
Zürich, 30. Januar 2012
www.SGS.COM
www.SGS.COM
Albert von Däniken, Lead Auditor
Elvira Bieri, Lead Auditor
Zurich, 28 January 2014
Corporate Governance and
Remuneration Report
Prudent business
management to ensure
a successful future.
Company structure
Swisscom
Switzerland
Fastweb
Swisscom
IT Services
Group
Related
Businesses
Other
operating
segments
Group
Head-
quarters
Subsidiaries
Associates
Inhalt
Corporate Governance
Remuneration Report
117 Principles
117 1 Corporate structure and shareholders
119 2 Capital structure
120 3 Board of Directors
130 4 Group Executive Board
132 5 Remuneration, shareholdings and loans
133 6 Shareholders’ participation rights
134 7 Change of control and defensive measures
135 8 Statutory auditors
136 9 Information policy
137 Introduction
137 Decision-making powers
139 Remuneration paid to the Board of Directors
142 Remuneration paid to the Group Executive Board
147 Other remuneration
148 Implementation of the Ordinance Against
Excessive Compensation in Listed Stock Companies (OaEC)
Corporate Governance
Corporate governance is a fundamental component of Swisscom’s
corporate policy. Swisscom is committed to practising good corporate
governance as part of its aim to deliver long-term value for share-
holders, customers, employees and other interest groups. Transparency
and clearly assigned responsibilities are the cornerstones of this
commitment. Swisscom complies with the guidelines of the SIX Swiss
Exchange and the provisions of the Swiss Code of Obligations and
takes account of the recommendations of economiesuisse contained in
the Swiss Code of Best Practice for Corporate Governance.
Principles
Swisscom practises effective corporate governance in the interest of its shareholders, customers,
employees and other interest groups. Transparency in financial reporting, as well as clearly assigned
responsibilities governing interactions with shareholders, the Board of Directors, the Group Execu-
tive Board and Group companies, are the cornerstones of Swisscom’s corporate governance policy.
As a company listed on the SIX Swiss Exchange, Swisscom complies with the provisions of the
Directive on Information relating to Corporate Governance issued by the SIX Swiss Exchange, as
well as Articles 663bbis and 663c Paragraph 3 of the Swiss Code of Obligations. Swisscom also com-
plies with the recommendations of the Swiss Code of Best Practice for Corporate Governance
issued by economiesuisse, the umbrella organisation representing Swiss business. As of 1 January
2014, Swisscom is also subject to the Ordinance Against Excessive Compensation in Listed Stock
Companies (OaEC) of 20 November 2013, which replaces Article 663bbis of the Swiss Code of Obliga-
tions and contains more detailed regulations concerning the remuneration paid to the Board of
Directors and Group Executive Board. Swisscom’s principles and rules on corporate governance are
set out primarily in the company’s Articles of Incorporation, Organisational Rules and the Rules of
Procedure of the Board of Directors’ committees. These documents are regularly reviewed and
revised as and when necessary.
Of particular importance is the Code of Conduct approved by the Board of Directors. It contains a
declaration by Swisscom of its commitment to absolute integrity as well as compliance with the
law and all other external and internal rules and regulations. Swisscom expects its employees to
take responsibility for their actions, show consideration for people, society and the environment,
comply with applicable rules, demonstrate integrity and report any violations of the Code of Con-
duct. The latest version of these documents as well as revised or superseded versions can be viewed
online on the Swisscom website under “Basic Principles”.
1 Corporate structure and shareholders
1.1 Group structure
1.1.1 Operational Group structure
Swisscom Ltd is the holding company responsible for overall management of the Swisscom Group.
It comprises six Group divisions: Group Business Steering, Group Strategy & Innovation (from 2014
Group Strategy & Board Services), Group Communications & Responsibility, Group Human
Resources, Group Security and Group Participation Management (until end of 2013). Strategic and
financial management of the autonomous Group companies, which are divided into three catego-
ries (strategic, important and other), is assured through the assignment of powers and responsi-
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See
www.swisscom.ch/
basicprinciples
See Report
page 31
See Report
page 220–221
bilities by the Board of Directors of Swisscom Ltd. Seats on the Board of Directors of the “strategic”
company Fastweb S.p.A. are held by the CEO Swisscom Ltd as Chairman (this position was held ad
interim by the Chief Financial Officer (CFO) from August to 17 December 2013), together with the
CFO and other representatives of Swisscom. Seats on the Board of Directors of the “strategic” com-
pany Swisscom IT Services Ltd are held by the CEO Swisscom Ltd as Chairman (this position was
held ad interim by the Head of Group Related Businesses from August to December 2013), together
with the CFO and other representatives of Swisscom. In addition, the Boards of Directors of these
two strategic companies are supplemented by external members. Swisscom is represented on the
Board of Directors of the “strategic” company Swisscom (Switzerland) Ltd by the CEO Swisscom Ltd
as Chairman (this position was held ad interim by the CFO from August to December 2013),
together with other members of the Group Executive Board with the exception of the head of
Swisscom (Switzerland) Ltd. In the case of the “important” Group companies, the responsibilities of
the Chairman of the Board are fulfilled by the CEO of a “strategic” Group company, the head of a
Group division or another person appointed by the CEO. Other representatives of Swisscom are also
members of the Board of Directors.
The Group structure is shown in the Management Commentary in the section on Group structure
and organisation. A list of Group companies, including company name, registered office, percent-
age of shares held and share capital, is given in Note 41 to the consolidated financial statements.
For the purposes of segment reporting in the consolidated financial statements, reporting is
divided into the segments “Residential Customers”, “Small and Medium-Sized Enterprises”,
“Corporate Business”, “Wholesale” and “Network & IT”, which are grouped together as “Swisscom
Switzerland”, as well as “Fastweb” and “Other Operating Segments”, notably Swisscom IT Services,
Group Related Businesses (formerly Swisscom Participations) and Swisscom Hospitality Services.
“Group Headquarters”, which includes inter alia the Group divisions Worklink AG and Swisscom
Re Ltd, are reported separately.
Changes as of 2014
Swisscom streamlined its Group structure as of 1 January 2014. As of this date, the activities of
Swisscom IT Services Ltd are to be integrated into the operations of Swisscom (Switzerland) Ltd.
Pending its legal integration, Swisscom IT Services Ltd is no longer being managed as a strategic
Group company. From 2014 onwards the operations of Swisscom (Switzerland) Ltd are to be man-
aged by the Group Executive Board, which is now composed of the CEO, the heads of the Group
divisions Group Business Steering and Group Human Resources and the heads of the divisions
Residential Customers, Small and Medium-Sized Enterprises, Enterprise Customers and IT, Network &
Innovation. As of 1 January 2014 the Board of Directors of Swisscom (Switzerland) Ltd comprise the
CEO, the CFO and the Head of the IT, Network & Innovation division.
1.1.2 Listed company
Swisscom Ltd, a company governed by Swiss law and headquartered in Ittigen (canton of Berne,
Switzerland), is listed in the Main Standard of the SIX Swiss Exchange (Securities No. 874251;
ISIN Code: CH0008742519; Ticker Symbol: SCMN). Trading in the United States is conducted over-
the-counter (OTC) as a Level 1 programme (Symbol: SCMWY; ISIN No.: CH008742519; CUSIP for
ADR: 871013108). At 31 December 2013, the Swisscom Ltd had a stock market capitalisation of
CHF 24,394 million.
1.2 Disclosure notifications of significant shareholders
Information on significant shareholders must be made available if any disclosure notifications pur-
suant to Article 20 of the Federal Act on Stock Exchanges and Securities Trading are made during
the financial year. There is a duty to disclose shareholdings where a person or group subject to the
disclosure obligation reaches, exceeds or falls below 3, 5, 10, 15, 20, 25, 331/3, 50 or 662/3 per cent of
the voting rights of Swisscom Ltd.
There were no disclosure notifications in the year under review. Information on significant share-
holders can be found in Note 8 to the financial statements of Swisscom Ltd.
See Report
page 227
1.3 Cross-shareholdings
No cross-shareholdings exist between Swisscom Ltd and other public limited companies.
2 Capital structure
2.1 Capital
At 31 December 2013, the share capital of Swisscom Ltd amounted to CHF 51,801,943, divided into
registered shares with a par value of CHF 1 per share. The shares are fully paid-up.
2.2 Authorised and conditional capital
There is no authorised or conditional share capital.
2.3 Changes in capital
The share capital was unchanged in the years 2011 to 2013. During this period, changes in share-
holders’ equity of Swisscom Ltd in the stand-alone financial statements under commercial law
were as follows:
In CHF million
Balance at 1 January 2011
Net income
Dividends paid
Proceeds from sale of treasury shares
Balance at 31 December 2011
Net income
Dividends paid
Balance at 31 December 2012
Net income
Dividends paid
Balance at 31 December 2013
Share capital
Capital surplus
reserves
Reserve for
treasury shares
52
–
–
–
52
–
–
52
–
–
52
255
–
(234)
–
21
–
–
21
–
–
21
1
–
–
(1)
–
–
–
–
–
–
–
Retained
earnings
4,841
474
(854)
1
4,462
1,749
(1,140)
5,071
239
(1,140)
4,170
Total
equity
5,149
474
(1,088)
–
4,535
1,749
(1,140)
5,144
239
(1,140)
4,243
On 20 April 2011 the Annual General Meeting approved the conversion of CHF 466 million of capital
contribution reserves to free reserves and the payment of these together with other free reserves
of CHF 622 million as a dividend. The dividend for the 2010 financial year was set at CHF 21 per
share, with CHF 9 paid from capital contribution reserves and CHF 12 from free reserves. The
Annual General Meetings held on 4 April 2012 and 4 April 2013 approved an ordinary dividend of
CHF 22 per share respectively.
2.4 Shares, participation certificates
Each registered share of Swisscom Ltd has a par value of CHF 1. Each share entitles the holder to one
vote. Voting rights can only be exercised if the shareholder has been entered with voting rights in
the share register of Swisscom Ltd. All registered shares with the exception of treasury shares held
by Swisscom are eligible for a dividend. There are no preferential rights. For further details, see
Section 6 “Shareholders’ participation rights”.
Registered shares of Swisscom Ltd are not issued in certificate form, but are held as book-entry secu-
rities in the holdings of SIX SIS AG, up to a maximum limit determined by the Swiss Confederation.
Shareholders may at any time request confirmation of their shareholdings. However, they have no
right to request the printing and delivery of certificates for their shares (registered shares with no
right to printed certificates).
Swisscom Ltd has issued no participation certificates.
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2.5 Profit-sharing certificates
Swisscom Ltd has issued no profit-sharing certificates.
2.6 Limitations on transferability and nominee registrations
Swisscom shares are freely transferable, and the voting rights of the shares registered in the share
register in accordance with the Articles of Incorporation are not subject to any special restrictions.
Swisscom has issued special regulations governing the registration of trustees and nominees in the
share register. To facilitate tradability of the company’s shares on the stock exchange, the Articles
of Incorporation allow the Board of Directors, by means of regulations or agreements, to permit the
fiduciary entry of registered shares with voting rights by trustees and nominees exceeding the
threshold of 5%, provided they disclose their trustee capacity. In addition, they must be subject to
supervision by a banking or financial market supervisory authority or otherwise provide the neces-
sary assurance of acting for the account of one or more unrelated parties. They must also be able
to provide evidence of the names, addresses and holdings of the beneficial owners of the shares. In
accordance with this provision in the Articles of Incorporation, which can be amended with an abso-
lute majority of the voting shares cast, the Board of Directors has issued regulations governing the
entry of trustees and nominees in the Swisscom share register. The entry of trustees and nominees
as shareholders with voting rights is subject to application and the conclusion of an agreement
specifying the entry restrictions and disclosure obligations of the trustee or nominee. In particular,
each trustee or nominee undertakes, within the limit of 5%, to request entry as a shareholder with
voting rights for the account of an individual beneficial owner for no more than 0.5% of the regis-
tered share capital of Swisscom Ltd entered in the commercial register.
No exceptions for the fiduciary entry of registered shares with voting rights above the afore-
mentioned percentage restriction were granted in the 2013 financial year.
2.7 Convertible bonds, debenture bonds and options
See Report
page 196
See Report
page 180
Swisscom has no convertible bonds outstanding. Details of the debenture bonds are given in Note 26
to the consolidated financial statements.
Swisscom does not issue options on registered shares of Swisscom Ltd to its employees. The
Management Incentive Plan of Swisscom Ltd is described in Note 11 to the consolidated financial
statements.
3 Board of Directors
3.1 Members of the Board of Directors
The Board of Directors of Swisscom Ltd currently comprises nine members, none of whom holds or
has held an executive role within the Swisscom Group in any of the three business years prior to the
period under review. The Board members have no significant commercial links with Swisscom Ltd or
the Swisscom Group. The Swiss Confederation, represented on the Board by Hans Werder, owns a
majority stake in Swisscom. Customer and supplier relationships exist between the Swiss
Confederation and Swisscom. Details of these are given in Note 37 to the consolidated financial
statements.
See Report
page 217
An overview of the composition of the Board of Directors at 31 December 2013, including the
functions of each member within the Board, the year they were first elected and their remaining
tenure, is given in the table below:
Name
Year of birth
Function
Hansueli Loosli 1, 2, 3, 4, 5
1955
Chairman
Barbara Frei 1
Hugo Gerber 2
Michel Gobet 1
1970 Member
1955 Member, representative of the employees
1954 Member, representative of the employees
Torsten G. Kreindl 3, 6
1963 Member
Catherine Mühlemann 1
1966 Member
Richard Roy 2, 7
1955
Deputy Chairman
Theophil Schlatter 3, 8
1951 Member
Hans Werder 1, 3, 9
1946 Member, representative of the Confederation.
Initial year of office
Appointed until
10
2009
2012
2006
2003
2003
2006
2003
2011
2011
2015
2014
2014
2015
2015
2014
2014
2015
2015
1 Member of the Finance Committee.
2 Member of the Audit Committee.
3 Member of the Compensation Committee (Hansueli Loosli without voting rights).
4 Since 21 April 2009 Member of the Board of Directors, since 1 September 2011 Chairman.
5 Chairman of Nomination Committee (ad hoc).
6 Chairman of Finance Committee.
7 Chairman of Remuneration Committee.
8 Chairman of Audit Committee.
9 Designated by the Swiss Confederation.
10 After the general meeting 2014 all members of the Board of Directors are elected for 1 year.
3.2 Education, professional activities and affiliations
Details of career and qualifications are provided below for each member of the Board of Directors.
Other activities and affiliations such as mandates in important companies, organisations and
foundations, and permanent functions in important interest groups are also shown.
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Hansueli Loosli
Swiss citizen
Education: Commercial apprenticeship; Swiss Certified Accountant and Controller
Career history: 1982–1985 Controller, Deputy Director, Mövenpick Produktions AG,
Adliswil; 1985–1992 latterly Managing Director, Waro AG, Volketswil; 1992–1996
Director of Non-Food Product Procurement, Coop Switzerland, Wangen; 1992–1997
Managing Director, Coop Zurich, Zurich; 1997–2000 Chairman of the Executive
Committee and Coop Group Executive Committee, Coop Switzerland, Basel; January
2001–August 2011 Chief Executive Officer and Chairman of the Executive Committee,
Coop Genossenschaft, Basel
Other mandates: Member of the Executive Committee, economiesuisse; Chairman
of the Board of Directors, Coop Gruppen Genossenschaft, Basel; Chairman of the
Board of Directors, Transgourmet Holding AG, Basel; Chairman of the Board of Direc-
tors, Bell AG, Basel; Chairman of the Board of Directors, Coop Mineraloel AG, Alls-
chwil; member of the Advisory Board of Deichmann SE, Essen, since September 2013
Barbara Frei
Swiss citizen
Education: Degree in mechanical engineering, ETH; doctorate (Dr. sc. techn.), ETH;
Master of Business Administration, IMD Lausanne
Career history: Since 1998 various managerial positions in the ABB Group; 2008–
2010 Country Manager, ABB s.r.o., Prague; 2010–2013 Country Manager, ABB S.p.A.,
Sesto San Giovanni, and Regional Manager Mediterranean; since November 2013
Global Business Unit Manager Drives and Control
Other mandates: Vice-Chairman, ABB SA Greece until October 2013; Chairman of
the Board of Directors, ABB SA France, until October 2013; Chairman of the Board of
Directors, ABB Holding SA Turkey, until October 2013; member of the Board of Direc-
tors, ASEA Brown Boveri S.A. Spain, until October 2013; member of the Board of
Directors of ABB Beijing Drive Systems Co. Ltd., Beijing, since December 2013
Hugo Gerber
Swiss citizen
Education: Diploma in postal services; IMAKA management programme; diploma in
personnel and organisational development, Solothurn University of Applied Sciences,
Northwestern Switzerland
Career history: 1986–1990 General Secretary ChPTT; 1991–1999 General Secretary,
Association of the unions of the Christian transport and government personnel
(VGCV); 2000–2003 General Secretary of the Transfair Union; 2003–2008 President
of the Transfair Union; since 2009 independent consultant
Other mandates: Member of SUVA Board of Directors until December 2013; mem-
ber of the Publica federal pensions commission until June 2013; RUAG Pension Fund
Board of Trustees, Berne; member of the Management Committee, Swiss Travel
Fund (Reka) Cooperative, until April 2013; member of the Board of Directors, Wor-
klink AG, Berne; member of the Board of Directors, KPT Versicherungen AG, until
April 2013; member of the Board of Directors and Secretary of POSCOM Ferien Hold-
ing AG, Berne, since April 2013
Michel Gobet
Swiss citizen
Education: Degree in history
Career history: General Secretary and Deputy General Secretary, PTT Union; since
1999 General Secretary of the syndicom trade union
Other mandates: Member of the World Executive Committee, UNI Global Union;
member of the European ICTS Steering Committee, UNI Global Union; member of
the Board of Directors, Swiss Post Ltd, Berne; member of the Board of Directors,
GDZ AG, Zurich, since March 2013
Torsten G. Kreindl
Austrian citizen
Education: Doctorate in industrial engineering (Dr. techn.)
Career history: Chemie Holding AG; W. L. Gore & Associates Inc.; member of the
Management Board, Booz Allen & Hamilton, Germany; 1996–1999 CEO, Broadband
Cable Business, Deutsche Telekom, and CEO, MSG Media Services; 1999–2005 part-
ner, Copan Inc.; since 2005 partner, Grazia Group Equity GmbH, Stuttgart, Germany
Other mandates: Member of the Supervisory Board, Pictet Digital Communications/
Pictet Fund Management, Geneva; member of the Board of Directors, XConnect
Global Networks Ltd., London, UK; member of the Board of Directors, Starboard
Storage Systems Inc., Boulder, Colorado, USA; Independent Director, Hays plc, London,
since June 2013
Catherine Mühlemann
Swiss citizen
Education: Lic. phil I; Swiss Certified PR Consultant
Career history: 1994–1997 Head of Media Research, Swiss Television DRS; 1997–
1999 programme researcher SF1 and SF2, 1999–2001 programme director TV3;
2001–2003 Managing Director, MTV Central; 2003–2005 Managing Director, MTV
Central & Emerging Markets; 2005–2008 Managing Director, MTV Central &
Emerging Markets and Viva Media AG (Viacom); 2008–2012 Andmann Media
Holding GmbH, Baar
Other mandates: Member of the Supervisory Board, Messe Berlin GmbH; member
of the Supervisory Board, Kabel Deutschland Holding AG; member of the Board,
Switzerland Tourism
Richard Roy
German citizen
Education: Degree in engineering (university of applied sciences)
Career history: 1991–1995 member of the Executive Board, Hewlett Packard GmbH;
1995–1997 member of the Management Board and Executive Vice President,
Siemens Nixdorf Informationssysteme AG; 1997–2001 CEO, Microsoft GmbH,
Germany; 2001–2002 Senior Vice President, Corporate Strategy, Microsoft EMEA,
Paris, France; since 2002 independent management consultant
Other mandates: Member of the Supervisory Board, Update Software AG, Vienna
Theophil Schlatter
Swiss citizen
Education: Degree in business administration (lic. oec. HSG); qualified Public
Accountant
Career history: 1979–1985 public accountant, STG Coopers & Lybrand; 1985–1991
controller, Holcim Management und Beratung AG; 1991–1995 CFO and member of
the Executive Committee, Sihl Papier AG; 1995–1997 Head of Finance/Administration
and member of the Executive Committee, Holcim (Switzerland) Ltd; 1997–
March 2011 CFO and member of the Group Executive Board, Holcim Ltd
Other mandates: Member of the Board of Directors, Implenia AG, until March 2013;
Chairman of the Board of Directors, PEKAM AG, Mägenwil; member of the Board of
Directors, Schweizerische Cement-Industrie-Aktiengesellschaft, Rapperswil-Jona
Hans Werder
Swiss citizen
Education: Dr. rer. soc.; lic. iur.
Career history: 1987–1996 General Secretary, Berne Directorate of Public Works,
Transport and Energy (BVE); 1996–2010 General Secretary, Federal Department of
the Environment, Transport, Energy and Communications (DETEC)
Other mandates: Member of the Board of Directors, BLS AG, Berne
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3.4 Composition, election and term of office
With the exception of the representative of the Swiss Confederation, the Board of Directors of
Swisscom Ltd is elected by shareholders at the Annual General Meeting. It currently comprises nine
members. However, under the terms of the Articles of Incorporation it may comprise between
seven and nine members and, if necessary, the number can be increased temporarily. Until now the
members have been elected individually for a term of two years. Members may retire or be dis-
charged prior to expiry of the term. As of 1 January 2014, the Annual General Meeting will elect the
members and the Chairman of the Board of Directors for one year in accordance with the Ordi-
nance Against Excessive Compensation in Listed Stock Companies (OaEC) of 20 November 2013.
The term of office runs until the conclusion of the following Annual General Meeting.
The maximum term of office for members elected by the Annual General Meeting is twelve years.
Members who reach the age of 70 retire from the Board as of the date of the next Annual General
Meeting.
Under the Articles of Incorporation of Swisscom Ltd, the Swiss Confederation is entitled to appoint
two representatives to the Board of Directors of Swisscom Ltd. Hans Werder is currently the sole
representative. The maximum term of office or age limit for the federal representative is deter-
mined by the Federal Council. Under the terms of the Telecommunications Enterprise Act (TEA),
employees must be granted appropriate representation on the Board of Directors of Swisscom Ltd.
The Articles of Incorporation also stipulate that the Board of Directors must include two employee
representatives. These are currently Hugo Gerber and Michel Gobet.
3.5
Internal organisation
The Board of Directors is convened by the Chairman and meets as often as business requires. If the
Chairman is unavailable, the meeting is convened by the Deputy Chairman. The CEO and CFO
Swisscom Ltd are regularly invited to the meetings of the Board of Directors. The Chairman sets the
agenda. Any Board member may request the inclusion of further items on the agenda. Board mem-
bers receive documents prior to the meeting to allow them to prepare for the items on the agenda.
The Board of Directors may invite members of the Group Executive Board, senior employees of
Swisscom, auditors or other experts to attend its meetings in order to ensure appropriate reporting
to members of the Board. Furthermore, the Chairman of the Board of Directors and the CEO report
to each meeting of the Board of Directors on particular events, on the general course of business
and major business transactions, as well as on any measures that have been implemented.
The Board of Directors has three standing committees and one ad-hoc committee tasked with car-
rying out detailed examinations of matters of importance. The committees consist of between
four and six members. Each member of the Board of Directors also sits on at least one of the stand-
ing committees. The Chairman is a member of all three standing committees; these are chaired by
other Board members. The latter brief the Board of Directors on the committee meetings held. All
members of the Board of Directors also receive copies of all Finance and Audit Committee meeting
minutes. The duties and responsibilities of the Board of Directors are defined in the Organisational
Regulations, those of the standing committees in the relevant committee regulations. The latest
version of these documents as well as revised or superseded versions can be viewed online on the
Swisscom website under “Basic Principles”.
The Board of Directors and the Audit Committee conduct self-assessments, usually once a year. The
Board of Directors also supports the ongoing education of this body. It held a training course at the
beginning of 2013. During the year various members also attended selected lectures and seminars.
Wherever possible, the Board of Directors also attends the Swisscom Group’s annual management
meeting.
See
www.swisscom.ch/
basicprinciples
The following table gives an overview of the Board of Directors’ meetings, conference calls and
circular resolutions taken in 2013 as well as the participation of the individual members.
Meetings
Conference calls
Circular resolutions
Total
Average duration (in hours)
Participation:
Hansueli Loosli, Chairman
Barbara Frei
Hugo Gerber
Michel Gobet
Torsten G. Kreindl
Catherine Mühlemann
Richard Roy
Theophil Schlatter
Hans Werder
10
9:45
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10
10
10
10
10
10
10
10
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1
1
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1
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3.6 Committees of the Board of Directors
The composition, tasks and powers of the Board of Directors’ committees as at 31 December 2013
are described below. Information is also provided on the frequency of the respective committee
meetings, the average duration of the meeting and the members’ attendance.
Finance Committee
This Committee is chaired by Torsten G. Kreindl; the other members are Barbara Frei (until the end
of 2013), Michel Gobet, Hansueli Loosli, Catherine Mühlemann and Hans Werder (until the end of
2013). The CEO, CFO and the CSO usually attend meetings of the Finance Committee. Depending
on the agenda, other members of the Group Executive Board, the Management Boards of the stra-
tegic Group companies or project managers are also called upon to attend the meetings. The Com-
mittee prepares materials for the attention of the Board of Directors on transaction-related mat-
ters, for example, in connection with establishing or dissolving important Group companies,
acquiring or disposing of significant shareholdings, or entering into or terminating strategic alli-
ances. The Committee also acts in an advisory capacity on matters relating to major investments
and divestments. The Finance Committee has the ultimate decision-making authority when it
comes to approving rules of procedure and directives in the areas of mergers and acquisitions and
corporate venturing. Details of the Committee’s activities are set out in the Finance Committee
rules of procedure. The latest version of these documents as well as revised or superseded versions
can be viewed online on the Swisscom website under “Basic Principles”.
The following table gives an overview of the Finance Committee meetings, conference calls and
circular resolutions taken in 2013, as well as the participation of the individual members.
Meetings
Conference calls
Circular resolutions
See
www.swisscom.ch/
basicprinciples
Total
Average duration (in hours)
Participation:
Torsten G. Kreindl, Chairman
Barbara Frei
Michel Gobet
Hansueli Loosli
Catherine Mühlemann
Hans Werder
4
4:05
4
3
4
4
4
4
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–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
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Audit Committee
This Committee is chaired by Theophil Schlatter, who is a financial expert; other members are Hugo
Gerber, Hansueli Loosli, Richard Roy and Hans Werder (from 2014). The CEO, CFO, Head of Account-
ing, Head of Internal Audit and the external auditors also attend the Audit Committee meetings.
Depending on the agenda, other management members are called upon to attend. All members
are independent, i.e. they neither work nor have worked for Swisscom in an executive capacity, nor
do they maintain any significant commercial links with Swisscom Ltd or the Swisscom Group. The
Audit Committee handles all financial management business (for example, accounting, financial
controlling, financial planning and financing), assurance (risk management, the internal control sys-
tem, compliance and the internal audit) and the external audit. It also handles matters dealt with
by the Board of Directors that call for specific financial expertise (dividend policy, for example). The
Committee is therefore the Board of Directors’ most important controlling instrument and is
responsible for monitoring the Group-wide assurance functions. It formulates positions on busi-
ness matters which lie within the decision-making authority of the Board of Directors and has the
final say on those business matters for which it has the corresponding competence. Details of the
Committee’s activities are set out in the Audit Committee rules of procedure. The latest version of
these documents as well as revised or superseded versions can be viewed online on the Swisscom
website under “Basic Principles”.
The following table gives an overview of the Audit Committee meetings, conference calls and
circular decisions taken in 2013, as well as the participation of the individual members.
See
www.swisscom.ch/
basicprinciples
Total
Average duration (in hours)
Participation:
Theophil Schlatter, Chairman
Hugo Gerber
Hansueli Loosli
Richard Roy
Meetings
Conference calls
Circular resolutions
5
5:30
5
5
5
5
–
–
–
–
–
–
1
–
1
1
1
1
See Report
page 137
Compensation Committee
For information on the Compensation Committee, refer to the section “Remuneration Report”.
Nomination Committee
This Committee is formed on an ad-hoc basis for the purpose of preparing the groundwork for
electing new members to the Board of Directors and the Group Executive Board. The Committee is
presided over by the Chairman and the composition of the Committee is determined on a case-by-
case basis. The Committee carries out its work based on a specific requirements profile defined by
the Board of Directors and presents suitable candidates to the Board of Directors. The Board of
Directors elects the members of the Group Executive Board and submits the proposal for presenta-
tion to the Annual General Meeting for the election and approval of members of the Board of Direc-
tors. Two Nomination Committees were formed in 2013: one to nominate a member of the Board
of Directors (members: Hansueli Loosli, Michel Gobet, Torsten G. Kreindl, Catherine Mühlemann,
Theophil Schlatter, Hans Werder) and one to nominate the CEO (members: Hansueli Loosli, Hugo
Gerber, Richard Roy, Theophil Schlatter, Hans Werder). The Committees convened on three occa-
sions; all members were present at the meetings, which lasted on average an hour.
3.7 Assignment of powers of authority
The Telecommunications Enterprise Act (TEA) makes reference to the Swiss Code of Obligations in
respect of the non-transferable and irrevocable duties of the Board of Directors of Swisscom Ltd.
Pursuant to Article 716a of the Code of Obligations, the Board of Directors is responsible first and
foremost for the overall management and supervision of persons entrusted with managing the
company’s operations.
It decides on the appointment and removal of members of the Group Executive Board of Swisscom
Ltd. It also determines the strategic, organisational, financial planning and accounting guidelines,
taking into account the four-year targets set by the Federal Council in accordance with the provi-
sions of the Telecommunications Enterprise Act (TEA) and the intentions of the Swiss Confedera-
tion in its role as principal shareholder.
The Board of Directors has delegated day-to-day business management to the CEO in accordance
with the TEA, the Articles of Incorporation and the Organisational Regulations. In addition to its
statutory duties, the Board of Directors decides on business transactions of major importance to
the Group, such as the acquisition or disposal of companies with a financial exposure in excess of
CHF 20 million, or investments or divestments with a financial exposure in excess of CHF 50 million.
The division of powers between the Board of Directors and the CEO is set out in Annex 2 to the
Organisational Regulations (see function table in Rules of Procedure and Accountability). The latest
version of these documents as well as revised or superseded versions can be viewed online on the
Swisscom website under “Basic Principles”.
See
www.swisscom.ch/
targets_2010-2013
See
www.swisscom.ch/
targets_2014-2017
See
www.swisscom.ch/
basicprinciples
3.8
Information instruments of the Board of Directors vis-à-vis the Group Executive Board
The Chairman of the Board of Directors and the CEO meet once or twice a month to discuss funda-
mental issues concerning Swisscom Ltd and its Group companies. The CEO also reports in detail at
each ordinary meeting of the Board of Directors on the general course of business, major events
and any measures taken. The Board of Directors also receives a monthly report on all key perfor-
mance indicators of the Group and all segments containing important Group companies. In addi-
tion, the Board of Directors receives quarterly detailed information on the course of business and
on the financial position, results of operations, cash flows and risk position of the Group and the
segments. It also receives projections for the income statement, cash flow statement and balance
sheet for the current financial year. Internal financial reporting is carried out in accordance with the
same accounting principles and standards as external reporting. Reporting also includes key non-
financial information for controlling and steering purposes. Each member of the Board of Directors
is entitled to request information on any matters relating to the Group at any time, provided this
does not conflict with any abstention provisions or confidentiality obligations. The Board of Direc-
tors is also informed immediately of any events of an exceptional nature.
The Board of Directors deals with the areas of risk management, the internal financial reporting
control system (ICS) and compliance management in detail once a year, on the basis of a written
and oral report. The Audit Committee examines risk management in detail four times a year, on the
basis of a report which includes all significant ICS and compliance risks. The Committee approves
the integrated strategic audit plan and examines the Internal Audit reports at least four times a
year. In urgent cases the Chairman of the Audit Committee is informed without delay about any
significant new risks. He is also informed in a timely manner if there is a significant change in
assessed compliance or ICS risks or if serious breaches in compliance (including violation of rules
that are designed to ensure reliable financial reporting) are detected or currently being examined.
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3.9 Controlling instruments of the Board of Directors vis-à-vis the Group Executive Board
The Board of Directors is responsible for establishing and monitoring the Group-wide assurance
functions of risk management, the internal control system, compliance and internal audit.
3.9.1 Risk Management
Swisscom’s approach to risk management complies with established risk management standards,
most notably COSO II and ISO 31000. The Group-wide risk management of Swisscom is aimed at
safeguarding the company’s enterprise value. This is assured by maintaining a recognised and
appropriate Group-wide risk management system as well as comprehensive, meaningful, level-
appropriate reporting, appropriate documentation and a risk-aware corporate culture. Risk man-
agement covers risks in the areas of strategy, operations, compliance and financial reporting.
The Board of Directors delegates responsibility for implementing the risk management system to
the CEO Swisscom Ltd. Risk Management reports to the CFO. It coordinates all organisational units
charged with risk management tasks and systematically manages them as required for reporting
purposes.
The main risks to which Swisscom Ltd and its Group companies are exposed are identified in a
comprehensive risk analysis. Each risk is assigned a risk owner. To enable the early identification,
assessment and management of risks and their inclusion in strategic planning, the central Risk
Management unit collaborates closely with the Controlling department, the Strategy department
and other departments concerned. The risks are assessed according to their probability of occur-
rence and their qualitative and quantitative effects in the event of occurrence, and managed on the
basis of a risk strategy. The risks are evaluated in terms of their impact on key performance indica-
tors reported by Swisscom. The risk profile is reviewed and updated quarterly. The Audit Commit-
tee and the Group Executive Board are informed about significant risks, their potential effects and
the status of corrective measures on a quarterly basis, and the Board of Directors on an annual
basis. The essential risk factors are described in the Risks section of the Management Commentary.
3.9.2 Internal control system
The internal control system (ICS) is designed, set up and maintained so as to ensure the reliability of
external financial reporting with sufficient assurance. The design of the ICS is based on the interna-
tionally recognised COSO II risk framework. The system encompasses the internal control compo-
nents: control environment, assessment of financial statement accounting risks, control activities,
monitoring activities, information and communication. The implementation and effectiveness of
the ICS is monitored periodically by a central ICS team and by Internal Audit. If any significant short-
comings in the ICS are detected during monitoring, the Audit Committee and the Board of Direc-
tors are notified in the periodic reports. Corrective action to remedy shortcomings is monitored
centrally. A report on the internal control system is drawn up quarterly for the Audit Committee
and once a year for the Board of Directors. The Audit Committee assesses the performance and
reliability of the ICS.
3.9.3 Compliance management
Based on guidelines and objectives issued by the Board of Directors, Swisscom operates a central
compliance system aimed at ensuring Group-wide compliance with legal requirements and other
external regulations with comparable legal implications. The Board of Directors receives a full
Group-wide compliance risk assessment report once a year. The Audit Committee receives a quarterly
report on significant compliance risks.
See Report
page 67–70
3.9.4 Internal auditing
Internal auditing is carried out by the Internal Audit unit. Internal Audit supports the Swisscom
Board of Directors and the Audit Committee in carrying out their statutory and regulatory super-
visory and controlling obligations. It draws the attention of management to potential areas where
business processes can be improved, documents audit findings and monitors any measures imple-
mented.
Internal Audit is responsible for planning and performing audits throughout the Group in compli-
ance with guidelines promulgated by the profession. It conducts an objective audit and evaluation
of the appropriateness, efficiency and effectiveness in particular of the governance and control
processes, the operational processes and the assurance functions of risk management, the internal
control system and compliance in all organisational units in the Swisscom Group.
Internal Audit possesses maximum independence. Organisationally it is under the control of the
Chairman of the Board of Directors and reports to the Audit Committee. At its meetings, the Audit
Committee is briefed on audit findings and the status of any corrective measures implemented. In
addition to ordinary reporting, Internal Audit informs the Audit Committee of any irregularities
which come to its attention.
Internal Audit liaises closely and exchanges information with the external auditors. The external
auditors have unrestricted access to the audit reports and audit documents of Internal Audit. Inter-
nal Audit closely coordinates audit planning with the external auditors. The integrated strategic
audit, which includes the coordinated annual plan of both the internal and external auditors, is
prepared annually on the basis of a risk analysis and presented to the Audit Committee for approval.
Independently of this audit, the Audit Committee can commission ad-hoc audits based on informa-
tion received on the whistle-blowing platform operated by Internal Audit. The reporting procedure
approved by the Audit Committee ensures the anonymous and confidential receipt and handling of
complaints relating to external reporting, financial reporting and assurance function issues. The
Chairman of the Board of Directors and the Chairman of the Audit Committee are informed of
notifications received and a report is drawn up at least once a year for the Audit Committee.
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4 Group Executive Board
4.1 Members of the Group Executive Board
In accordance with the Articles of Incorporation, the Group Executive Board must comprise one or
more members who may not simultaneously be members of the Board of Directors of Swisscom Ltd.
Temporary membership of the Board of Directors is only permitted in exceptional cases. Accordingly,
the Board of Directors has delegated responsibility for overall executive management of
Swisscom Ltd to the CEO. The CEO is entitled to delegate his powers to subordinates, in the first
instance to other members of the Group Executive Board. The members of the Group Executive
Board are appointed by the Board of Directors.
On 23 July 2013, the CEO of Swisscom Ltd, Carsten Schloter, passed away. Urs Schaeppi, CEO of
Swisscom (Switzerland) Ltd and deputy CEO Swisscom Ltd assumed control of the Group Executive
Board ad interim. On 7 November 2013, the Board of Directors appointed him as the new CEO of
Swisscom Ltd. Jürgen Galler, head of the Group division Group Strategy & Innovation left the Group
Executive Board as of 7 November 2013.
As part of the reorganisation as of 1 January 2014 the Group Executive Board was enlarged and was
composed of the CEO Swisscom Ltd, the heads of the Group divisions Group Business Steering
(CFO) and Group Human Resources (CPO) and the heads of the divisions Residential Customers,
Small and Medium-Sized Enterprises, Enterprise Customers and IT, Network & Innovation.
See Report
page 31
An overview of the composition of the Group Executive Board at 1 January 2014, including the
function of each member within the Group and the year of their appointment, is given below.
Name
Year of birth
Function
Urs Schaeppi 1
Mario Rossi 2
Hans C. Werner
Andreas König 3
1960 CEO Swisscom Ltd
1960 CFO Swisscom Ltd
1960 CPO Swisscom Ltd
1965 Head of the division Enterprise Customer
Roger Wüthrich-Hasenböhler 4 1961 Head of the division Small and Medium-Sized Enterprises
Heinz Herren 4
Marc Werner
1962 Head of the division IT, Network & Innovation
1967 Head of the division Residential Customers
1 Since 2006 member of the Group Executive Board, from July to November 2013 CEO ad interim.
2 From March 2006 to December 2007 CFO Swisscom Ltd and member of the Group Executive Board.
3 By the end of 2013 CEO of Swisscom IT Services.
4 In 2012 Member of the Swisscom Group Executive Board.
Appointed as of
November 2013
January 2013
September 2011
October 2012
January 2014
January 2014
January 2014
4.2 Education, professional activities and affiliations
Details of career and qualifications are provided below for each member of the Group Executive
Board. Other activities and affiliations such as mandates in important companies, organisations
and foundations, and permanent functions in important interest groups are also shown.
Urs Schaeppi
Swiss citizen
Education: Degree in engineering (Dipl. Ing. ETH) and business administration
(lic. oec. HSG).
Career history: 1987–1991 Iveco Motorenforschungs AG; 1991–1994 Head of Mar-
keting, Electronics Production, Ascom AG; 1994–1998 plant manager, Biberist paper
factory; 1998–2006 Head of Commercial Business and member of the Executive
Board, Swisscom Mobile Ltd; 2006–2007 CEO, Swisscom Solutions Ltd; 2007–August
2013 Head of Corporate Business, Swisscom (Switzerland) Ltd; January–December
2013 Head of Swisscom (Switzerland) Ltd; 23 July–6 November 2013 acting CEO
Swisscom Ltd ad interim; since 7 November 2013 CEO Swisscom Ltd
Since March 2006 member of the Swisscom Group Executive Board
Other mandates: Member of the Board of Directors, BV Group, Berne, until Decem-
ber 2013; deputy member of the Executive Board, Swiss Telecommunications Asso-
ciation (asut), since September 2013 (not yet formally elected)
Mario Rossi
Swiss citizen
Education: Certified public accountant
Career history: 1998–2002 Head of Group Controlling, Swisscom Ltd; 2002–2006
Chief Financial Officer (CFO), Swisscom Fixnet Ltd; 2006–2007 CFO and member of
the Group Executive Board, Swisscom Ltd; 2007–2009 CFO, Fastweb S.p.A.; 2009–
2012 CFO, Swisscom (Switzerland) Ltd; since January 2013 CFO Swisscom Ltd
Since January 2013 member of the Swisscom Group Executive Board
Other mandates: Member of the Sanctions Committee, SIX Swiss Exchange Ltd,
Zurich; Vice President of the Board of Trustees, comPlan, Baden
Hans C. Werner
Swiss citizen
Education: PhD in business administration, Dr oec.
Career history: 1997–1999 Rector, Kantonsschule Büelrain; 1999–2000 Head of
Technical Training and Business Training; 2001 Divisional Operation Officer,
Re insurance & Risk Division, Swiss Re; 2002–2003 Head of HR Corporate Centre and
HR Shared Services, Swiss Re; 2003–2007 Head of Global Human Resources, Swiss Re;
2007–2009 Head of HR and Training, Schindler Aufzüge AG; 2010–2011 HR Vice
President Europe North and East, Schindler; since September 2011 Chief Personnel
Officer (CPO) Swisscom Ltd
Since September 2011 member of the Swisscom Group Executive Board
Other mandates: Member of the Board of Trustees, comPlan, Baden; member of the
Board, Swiss Employer’s Association, Zurich; member of the Advisory Board of the
international institute of management in technology (iimt) at the University of Fri-
bourg, since June 2013
Andreas König
Austrian citizen
Education: Degree in mechanical engineering (Dipl. Ing. ETH)
Career history: 1989–1990 MacNeal-Schwendler; 1990–1996 Silicon Graphics,
1996–October 2012 various positions at NetApp, including as Vice President, Central
and Eastern Europe from 2001–2004; 2004–2007 Vice President, Sales, EMEA; 2007–
September 2012 Senior Vice President and General Manager EMEA; October 2012–
December 2013 CEO, Swisscom IT Services.; since 1 January 2014 Head of the divi-
sion Enterprise Customers Swisscom
Since October 2012 member of the Swisscom Group Executive Board
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Marc Werner
Swiss citizen
Education: Swiss certified marketing executive; Senior Executive Programme
(London Business School); Senior Management Programme (University of St. Gallen)
Career history: 1997–2000 Head of Marketing and Sales and member of the Board
of Directors, Minolta (Schweiz) AG; 2000–2004 Head of Marketing & Sales, member
of the Executive Board, Bluewin AG; 2005–2007 Head of Marketing & Sales Residential
Customers, Swisscom Fixnet Ltd; 2008–2011 Head of Marketing & Sales Residential
Customers and Deputy Head of Residential Customers, Swisscom (Switzerland) Ltd;
2012–2013 Head of Customer Service Residential Customers and Deputy Head of
Residential Customers, Swisscom (Switzerland) Ltd; since September 2013 Head of
the division Residential Customers Swisscom
Since January 2014, member of the Swisscom Group Executive Board
Other mandates: Member of the Board of Directors, Net-Metrix AG, Zurich; member
of the Executive Board, simsa (industry association of Swiss internet business),
Zurich; member of the Executive Board, IAA (International Advertising Association)
Swiss Chapter, Zurich
Roger Wüthrich-Hasenböhler
Swiss citizen
Education: Degree in electronic engineering (HTL), Executive MBA HSG
Career history: 2000–2005 Head of Business Customer Sales, Swisscom Mobile Ltd;
2006–2007 Head of Marketing and Sales, Swisscom Solutions Ltd; 2008–2010 Head
of Marketing and Sales, Swisscom Corporate Business, and CEO, Webcall GmbH;
2011–2013 Head of Small and Medium-Sized Enterprises, Swisscom (Switzerland)
Ltd; 2012 Member of the Swisscom Group Executive Board; since January 2014 Head
of the division Small and Medium-Sized Enterprises Swisscom
Since January 2014, member of the Swisscom Group Executive Board
Other mandates: Member of the Board of Directors, Raiffeisenbank am Ricken
Genossenschaft, Eschenbach
Heinz Herren
Swiss citizen
Education: Degree in electronic engineering (HTL)
Career history: 1986–1988 Hasler AG; 1988–1991 XMIT AG; 1991–1993 Ascom Tele-
matik AG; 1993–1994 Bedag Informatik; 1994–2000 3Com Corporation; 2000 Inalp
Networks Inc.; 2001–2005 Head of Wholesale Marketing, Swisscom Fixnet Ltd;
2005–2007 Head of Small and Medium-Sized Enterprises, Swisscom Fixnet AG;
2007-2010 Head of Small and Medium-Sized Enterprises, Swisscom (Switzerland)
Ltd; 2011–December 2013 Head of Network & IT, Swisscom (Switzerland) Ltd; 2012
member of the Swisscom Group Executive Board; since January 2014 Head of the
division IT, Network & Innovation Swisscom
Since January 2014, member of the Swisscom Group Executive Board
Other mandates: Member of the Board of Directors, Belgacom International Carrier
Services S.A., Brussels, since December 2013
4.4 Management agreements
Neither Swisscom Ltd nor any of the Group companies included in the scope of consolidation have
entered into management agreements with third parties.
5 Remuneration, shareholdings and loans
See Report
page 137
All information on the remuneration of the Board of Directors and the Group Executive Board of
Swisscom Ltd is provided in the separate Remuneration Report.
6 Shareholders’ participation rights
6.1 Voting rights and representation restrictions
Each registered share entitles the holder to one vote. Voting rights can only be exercised if the
shareholder is entered in the share register of Swisscom Ltd with voting rights. The Board of Direc-
tors may refuse to recognise an acquirer of shares as a shareholder or beneficial holder with voting
rights if the latter’s total holding, when the new shares are added to any voting shares already
registered in its name, would then exceed the limit of 5% of all registered shares entered in the
commercial register. The acquirer is entered in the register as a shareholder or beneficial holder
without voting rights for the remaining shares. This restriction on voting rights also applies to reg-
istered shares acquired through the exercise of subscription, option or conversion rights. A Group
clause applies to the calculation of the percentage restriction.
The 5% voting right restriction does not apply to the Swiss Confederation which, under the terms
of the Telecommunications Enterprise Act (TEA), holds the capital and voting majority.
The Board of Directors may recognise an acquirer of shares with more than 5% of all registered
shares as a shareholder or beneficial holder with voting rights, in particular in the following excep-
tional cases:
> Where shares are acquired as a result of a merger or business combination
> Where shares are acquired as a result of a non-cash contribution or an exchange of shares
> Where shares are acquired with a view to establishing a long-term partnership or strategic alliance
In addition to the percentage restriction on voting rights, the Board of Directors may refuse to rec-
ognise and enter as a shareholder or beneficial holder with voting rights any acquirer of shares who
fails to expressly declare upon request that it has acquired the shares in its own name and for its
own account or as beneficial holder. Should an acquirer of shares refuse to make such a declaration,
it will be entered as a shareholder without voting rights.
In addition, where an entry has been made on the basis of false statements by the acquirer, the
Board of Directors may, after consulting the party concerned, delete their share register entry as a
shareholder with voting rights and enter it as a shareholder without voting rights. The acquirer
must be notified of the deletion immediately.
The statutory restrictions on voting rights may be lifted by resolution by the Annual General Meet-
ing, for which an absolute majority of valid votes cast would be required.
6.2 Statutory quorum requirements
The Annual General Meeting of Shareholders of Swisscom Ltd adopts its resolutions and holds its
elections by absolute majority of valid votes cast. In addition to the specific quorum requirements
under the Swiss Code of Obligations, the Articles of Incorporation require a two-thirds majority of
the voting shares represented in the following cases:
> Introduction of restrictions on voting rights
> Conversion of registered shares to bearer shares and vice versa
> Change in the Articles of Incorporation concerning special quorums for resolutions
6.3 Convocation of the Annual General Meeting
The Board of Directors must convene the Annual General Meeting at least 20 days prior to the date
of the meeting by means of an announcement in the Swiss Commercial Gazette. The meeting can
also be convened by registered or unregistered letter to all registered shareholders.
6.4 Agenda items
Shareholders representing shares with a par value of at least CHF 40,000 may request that an item
be placed on the agenda. This request must be submitted in writing to the Board of Directors at
least 45 days prior to the Annual General Meeting, stating the agenda item and the proposal.
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6.5 Representation at the Annual General Meeting
Shareholders may be represented at the Annual General Meeting by another shareholder with vot-
ing rights who has a written power of attorney. Shareholders may also be represented by the cor-
porate proxy, an independent voting proxy, or a custody proxy (institutional proxies). Partnerships
and legal entities may also be represented by authorised signatories, while minors and wards may
be represented by their legal representative even if the latter are not shareholders. Shareholders
who are represented by a proxy may issue instructions for each agenda item and also for motions
not included in the invitation, stating whether they wish to vote for or against a motion or abstain.
The corporate proxy only represents shareholders who approve the motions of the Board of Direc-
tors. Powers of attorney with instructions to vote otherwise are passed on to the independent
voting proxy, who approves the motions of the Board of Directors unless express instructions to
the contrary are given. As of 1 January 2014, restrictions apply to institutional proxies in accordance
with the Ordinance Against Excessive Compensation in Listed Stock Companies (OaEC) of
20 November 2013. Shareholders may only be represented by the independent proxy elected by
the Annual General Meeting. Voting representation by the corporate proxy and/or custodians is not
permitted. The independent proxy for the first Annual General Meeting following entry into force
of the OaEC is to be chosen by the Board of Directors. The independent proxy is required to cast the
votes entrusted to him by shareholders according to their instructions.
6.6 Registrations in the share register
Shareholders entered in the share register with voting rights are entitled to vote at the Annual
General Meeting. As in previous years, the share register was not closed before the Annual General
Meeting for fiscal 2012 held on 4 April 2013. Shareholders registered in the share register with
voting rights by 4 p.m. on 28 March 2013 were entitled to vote.
7 Change of control and defensive measures
7.1 Duty to make an offer
Under the terms of the Telecommunications Enterprise Act (TEA), the Swiss Confederation must
hold the majority of the capital and voting rights in Swisscom Ltd. This requirement is also set out
in the Articles of Incorporation. There is no duty to submit a takeover bid as defined in the Federal
Act on Stock Exchanges and Securities Trading, since this would contradict the TEA.
7.2 Clause on change of control
See Report
page 146
Details of the clauses on change of control are given in the section “Remuneration Report”.
8 Statutory auditors
8.1 Duration and term of office of the auditor in charge
The statutory auditors are appointed annually by the Annual General Meeting. KPMG AG, Gümligen-
Berne, has acted as the statutory auditors of Swisscom Ltd and the Group companies (with the
exception of Fastweb, which is audited by PriceWaterhouseCoopers S.p.A.) since 1 January 2004.
Rolf Hauenstein of KPMG AG is responsible for the mandate as auditor-in-charge (since 2011).
8.2 Audit fees
Fees for auditing services provided by KPMG AG in 2013 amounted to CHF 3,315 thousand (prior
year: CHF 3,263 thousand). Fees for additional audit-related services amounted to CHF 675 thou-
sand (prior year: CHF 93 thousand). PricewaterhouseCoopers S.p.A. as auditors for Fastweb received
remuneration of CHF 881 thousand in 2013 (prior year: CHF 790 thousand) and fees for additional
audit-related services provided to Fastweb in the amount of CHF 228 thousand (prior year: CHF 626
thousand).
8.3 Supplementary fees
Supplementary fees of KPMG AG for non-audit services such as tax and other advisory services
(other services) amounted to CHF 583 thousand (prior year: CHF 892 thousand).
8.4 Supervision and controlling instruments vis-à-vis the auditors
The Audit Committee verifies the qualifications, independence and performance of the statutory
auditors as a licensed, state-supervised auditing firm on behalf of the Board of Directors and sub-
mits proposals to the Board of Directors concerning auditors to be appointed or discharged by the
Annual General Meeting. It is also responsible for observing the statutory rotation principle for the
auditor-in-charge. The Audit Committee approves the integrated strategic audit plan, which
includes the annual audit plan of both the internal and external auditors, and the annual fee for the
auditing services provided to the Group and Group companies. The Audit Committee has drawn up
guidelines for additional service mandates (including a list of prohibited services). To ensure inde-
pendence, additional service mandates have to be approved by the Audit Committee (where a fee
exceeds CHF 300,000) or the CFO of the local Group company. The Audit Committee reports quar-
terly and the auditors annually on current mandates being performed by the auditors, broken
down into audit services, audit-related services and non-audit services. The statutory auditors, rep-
resented by the auditor-in-charge and his deputy, usually attend all Audit Committee meetings.
They report to the Committee in detail on the performance and results of their work, in particular
regarding the annual financial statement audit. They submit a written report to the Board of Direc-
tors and the Audit Committee on the performance and results of the audit of the annual financial
statements, as well as on their findings with regard to accounting and the internal control system.
The Chairman of the Audit Committee also liaises closely with the auditor-in-charge outside the
meetings of the Audit Committee and regularly reports to the Board of Directors.
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9
Information policy
Swisscom pursues an open, active information policy vis-à-vis the general public and the financial
markets. It publishes comprehensive, consistent and transparent financial information on a quarterly
basis.
Swisscom therefore meets investors regularly throughout the year, presents its financial results at
analysts’ meetings and road shows, attends selected conferences for financial analysts and inves-
tors and keeps its shareholders regularly informed about its business through press releases and
shareholder letters.
9.1 The results for the 2014 financial year will be published on the following dates:
> Interim Report: 7 May 2014
> Interim Report: 20 August 2014
> Interim Report: 6 November 2014
> Annual Report: February 2015
9.2 The Annual General Meeting will be held on:
> 7 April 2014 in the Hallenstadion, Zurich Oerlikon
See
www.swisscom.ch/
financialreports
See
www.swisscom.ch/
adhoc
See
www.swisscom.ch/
generalmeeting
The Interim Reports and the Annual Report are available on the Swisscom website under Investor
Relations, or may be ordered directly from Swisscom. All press releases, presentations and the
latest financial calendar are also available on the Swisscom website under Investor Relations.
Push and pull links for the distribution of ad-hoc communications can also be found on the
Swisscom website.
A recording of the Annual General Meeting of 4 April 2013 is available as a webcast on the Swisscom
website.
Remuneration Report
Remuneration paid to the Board of Directors and the Group Executive
Board is tied to the generation of sustainable earnings and therefore
creates an incentive to achieve long-term corporate success as well as
added value for shareholders.
Introduction
This Remuneration Report outlines the principles behind, and the elements of, the remuneration
paid to the Board of Directors and Group Executive Board (Executive Board as defined in Article 4 of
the Articles of Incorporation) of Swisscom Ltd, and the decision-making powers. It discloses infor-
mation about the amount of remuneration paid to the Board of Directors and Group Executive
Board and the shares they hold in Swisscom Ltd. The Remuneration Report is based on Section 5 of
the Annex to the Corporate Governance Directive issued by the SIX Swiss Exchange. Swisscom also
complies with the recommendations of the Swiss Code of Best Practice for Corporate Governance
issued by economiesuisse, the umbrella organisation representing Swiss business. Information and
comments on remuneration and shareholdings pursuant to Article 663bbis and Article 663c para. 3
of the Swiss Code of Obligations can also be found in the financial statements of Swisscom Ltd. The
Remuneration Report will be put to a consultative vote at the Annual General Meeting on 7 April
2014.
All compensation was accrued in accordance with the International Financial Reporting Stand-
ards (IFRS).
See Report
page 229
Decision-making powers
Division of tasks between the Board of Directors and the Compensation Committee
The Board of Directors approves the personnel and remuneration policy for the entire Group, as
well as the general terms and conditions of employment for members of the Group Executive
Board. It also defines the remuneration for each member of the Board of Directors and the CEO as
well as the total remuneration for the Group Executive Board. The Compensation Committee han-
dles business matters of the Board of Directors concerning remuneration, submits proposals to the
Board of Directors in this context, and, within the framework of the approved total remuneration,
is empowered to decide upon the remuneration of the individual Group Executive Board members
(with the exception of the CEO). Neither the CEO nor the other members of the Group Executive
Board are entitled to participate in meetings at which their remuneration is discussed or decided.
The decision-making powers are defined in the Organisational Regulations of the Board of Direc-
tors and the regulations for the Compensation Committee. The latest versions of these documents
can be accessed on the Swisscom website under “Basic principles”. Revised or superseded docu-
ments can also be viewed there.
See
www.swisscom.ch/
basicprinciples
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The following table shows the division of tasks between the Board of Directors and the Compensation
Committee.
Subject
Personnel and remuneration policy
General terms and conditions of the Group Executive Board
Guidelines of variable performance-related compensation to the Group Executive Board
Equity participation schemes of the entire Group
Concept of Compensation to members of the Board of Directors
Compensation of the Board of Directors
Definition of the incentive targets
Compensation of CEO Swisscom Ltd
Total compensation to members of the Group Executive Board
Compensation to members of the Group Executive Board (excl. CEO)
1 A stands for approval.
2 P stands for proposal.
3 Within the framework of the total remuneration defined by the Board of Directors.
Compensation
Committee
Board
of Directors
–
P 2
P
P
P
P
P
P
P
A 3
A 1
A
A
A
A
A
A
A
A
–
Composition and modus operandi of the Compensation Committee
The Compensation Committee is chaired by the Deputy Chairman of the Board of Directors. The
other members are the Chairmen of the Finance Committee and the Audit Committee as well as
the representative of the Swiss Confederation. The Chairman of the Board of Directors attends
committee meetings but has no voting rights. The CEO and CPO (Chief Personnel Officer) attend
the meetings in an advisory capacity, unless the agenda items exclusively concern the Board of
Directors or the CEO and CPO themselves, in which case the CEO and CPO are not present. Other
members of the Board of Directors, auditors or experts may also be called upon to attend the
meetings in an advisory capacity. Minutes are kept of the meetings. The Chairman reports orally on
the activities of the Compensation Committee at the next meeting of the Board of Directors.
The following table gives an overview of the composition of the Committee, the Committee meet-
ings, conference calls and circular resolutions taken in 2013, as well as the participation of the indi-
vidual members:
Meetings
Conference calls
Circular resolutions
Total
Average duration (in hours)
Participation:
Richard Roy, Chairman
Torsten G. Kreindl
Theophil Schlatter
Hans Werder
Hansueli Loosli 1
Barbara Frei 2
1 Participation without voting rights.
2 2013 attendance by guest without voting rights.
4
1:35
4
4
4
4
4
4
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Remuneration paid to the Board of Directors
Principles
The remuneration system for the members of the Board of Directors is designed to attract and
retain experienced and motivated people for the board of directors’ function. It also seeks to align
the interests of the members of the Board of Directors with those of the shareholders. The remu-
neration reflects the level of responsibility and scope of activities performed by each member and
is commensurate with the normal market remuneration for comparable functions.
The remuneration is made up of a Director’s fee related to the member’s function, which consists
of a basic emolument and a functional allowance and meeting attendance fees. No variable profit-
related emoluments are paid. The members of the Board of Directors are obligated to draw a por-
tion of their fee in the form of equity shares and to comply with the new requirements on mini-
mum shareholdings which were introduced during the reporting year, so they directly participate
financially in the performance of Swisscom’s shares.
The remuneration is reviewed every December for the following year to ensure it is still appropriate.
In December 2012, the Board of Directors opted not to adjust its remuneration for the 2013 finan-
cial year. The Board of Directors judged the remuneration to be appropriate, taking into considera-
tion the following benchmarks: the study on remuneration for the 30 listed companies in the Swiss
Leader Index (SLI) for the 2011 business year, which was conducted by Towers Watson, a consulting
firm specialised in the field of top management remuneration, and the publicly accessible study by
ethos on management compensation at the 48 largest exchange-listed companies in Switzerland
(SMI and SMIM) in the 2011 business year.
Remuneration components
Function-dependent Director’s fee
The basic emolument for the Chairman of the Board of Directors is CHF 385,000 net, and
CHF 120,000 net for the other Board members. Additional fees are paid for specific duties (func-
tional allowances). Accordingly, each member of the standing Finance, Audit and Compensation
Committees is entitled to an allowance of CHF 10,000 net. In addition, the Vice Chairman and the
Chairman of the Finance and Compensation Committees are each entitled to an allowance of
CHF 20,000 net. The Chairman of the Audit Committee receives a net amount of CHF 50,000. The
representative of the Swiss Confederation receives a net amount of CHF 40,000 for the special
duties related to his function. The members of ad-hoc committees do not receive a functional
allowance, but meeting attendance fees.
Under the Management Incentive Plan, the members of the Board of Directors are obligated to
draw 25% of their basic emoluments including functional allowances in the form of shares, whereby
Swisscom increases the amount to be invested in shares by 50%. Two thirds of the remuneration
(excluding meeting attendance fees) thus take the form of cash and one third shares. The amount
of the share purchase obligation can vary in the case of members who join, leave, assume or give up
a function during the year. The shares are allocated on the basis of the tax value, rounded up to
whole numbers of shares, and are subject to a three-year blocking period. The shares which are
allocated in April of each reporting year are recorded at market value on the date of allocation.
Further information on the Management Incentive Plan can be found in Note 11 to the consoli-
dated financial statements. In April 2013, a total of 1,667 shares was allocated to the members of
the Board of Directors (prior year: 1,927 shares) with a tax value of CHF 371 per share (prior year:
CHF 310). The market value was CHF 442 per share (prior year: CHF 361).
Meeting attendance fees
For meetings, attendance fees of CHF 1,250 net are paid for each full day and CHF 750 net for each
half-day.
See Report
page 180
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Pension fund and other benefits
Swisscom assumes the full costs of social insurance, in particular old-age and survivors’ insurance
and unemployment insurance, for the members of the Board of Directors. The reported Board of
Directors remuneration includes the employee contributions to social insurance that are paid by
Swisscom. The employer contributions are reported separately, but are factored into the total com-
pensation sum.
With regards to the disclosure of service related and non-cash benefits and expenses, these are
dealt with from a tax point of view. No significant service-related and non-cash benefits are paid.
Out-of-pocket expenses are reimbursed on the basis of actual costs incurred. Accordingly, neither
service-related or non-cash benefits nor expenses are included in reported compensation.
Total remuneration
Total remuneration paid to the individual members of the Board of Directors for the financial years
2013 and 2012 is presented in the tables below, broken down into individual components. The
increase in remuneration in 2013 was due to changes in the assigned functions within committees
in 2012 and a higher number of meetings in 2013.
2013, in CHF thousand
Hansueli Loosli
Barbara Frei
Hugo Gerber 1
Michel Gobet
Torsten G. Kreindl
Catherine Mühlemann
Richard Roy
Theophil Schlatter
Hans Werder
Base salary
and functional allowances
Cash
compensation
Share-based
payment
Meeting
attendance fees
Employer
contributions
to social security
Total 2013
330
104
104
104
127
104
144
152
142
195
61
61
61
75
61
85
90
84
43
28
30
28
33
27
33
31
34
30
11
11
11
13
11
15
16
12
598
204
206
204
248
203
277
289
272
Total compensation to members
of the Board of Directors
1,311
773
287
130
2,501
1 In addition, a cash compensation (including meeting attendance fees) of CHF 9,000 was paid as member of the Board of Directors of Worklink AG.
2012, in CHF thousand
Hansueli Loosli
Barbara Frei 1
Hugo Gerber 2
Michel Gobet
Torsten G. Kreindl
Catherine Mühlemann
Richard Roy
Theophil Schlatter
Othmar Vock 3
Hans Werder
Base salary
and functional allowances
Cash
compensation
Share-based
payment
Meeting
attendance fees
Employer
contributions
to social security
Total 2012
330
69
104
104
128
104
144
136
50
142
195
59
61
61
75
61
85
61
4
84
38
23
24
26
32
25
26
31
7
32
30
9
11
11
13
11
14
13
3
12
593
160
200
202
248
201
269
241
64
270
Total compensation to members
of the Board of Directors
1,311
746
264
127
2,448
1 Resigned as of 4 April 2012.
2 In addition, a cash compensation (including meeting attendance fees) of CHF 9,500 was paid as member of the Board of Directors of Worklink AG.
3 Resigned as of 4 April 2012.
Shareholding requirement
Starting in 2013, the members of the Board of Directors are required to maintain a minimum share-
holding equivalent to one annual emolument (basic emolument plus functional allowance). The
members of the Board of Directors have four years to build up the required minimum shareholding,
in the form of the blocked shares paid as part of remuneration and, if necessary, through share
purchases on the open market. Compliance with the shareholding requirement is reviewed annu-
ally by the Compensation Committee. If a member’s shareholding falls below the minimum
requirement due to a drop in the share price, the difference must be compensated for by no later
than the time the Compensation Committee performs its next review. The Chairman of the Board
can approve exceptions in an individual case for justified reasons such as personal hardship or the
fulfilment of legal obligations.
Shareholdings of the members of the Board of Directors
Blocked and non-blocked shares held by members of the Board of Directors and/or related parties
as at 31 December 2013 and 2012 are listed in the table below:
Number
Hansueli Loosli
Barbara Frei 1
Hugo Gerber
Michel Gobet
Torsten G. Kreindl
Catherine Mühlemann
Richard Roy
Theophil Schlatter
Hans Werder
Total shares of the members of the Group Executive Board
1 Resigned as of 4 April 2012.
31.12.2013
31.12.2012
1,335
283
1,020
1,387
1,061
1,010
1,269
711
688
8,764
915
151
888
1,255
899
878
1,087
518
506
7,097
The voting rights of any person subject to the disclosure obligation do not exceed 0.1% of the share
capital.
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Remuneration paid to the Group Executive Board
Principles
The remuneration policy of Swisscom applicable to the Group Executive Board is designed to retain
highly skilled and motivated specialists and executive staff over the long term and provide an
incentive to achieve a lasting increase in the enterprise value. It is systematic, transparent and long-
term oriented and is predicated on the following principles:
> Total remuneration is competitive and is in an appropriate relation to the market as well as the
internal salary structure.
> Remuneration is based on performance in line with the results achieved by Swisscom and the
contribution made to results by the area for which the member of the Group Executive Board is
responsible.
> Through direct financial participation in the performance of Swisscom’s shares, the interests of
management are aligned with the interests of shareholders.
The remuneration of the Group Executive Board is a balanced mix of fixed and variable salary com-
ponents. The fixed component is made up of a base salary, other benefits (primarily use of a com-
pany car) and pension benefits. The variable remuneration includes a performance-related compo-
nent settled in cash and shares. In addition, the Board of Directors may recognise exceptional
individual performance by means of a discretionary premium settled in cash or shares.
In the year under review the remuneration system for the Group Executive Board was amended.
Group Executive Board members are now required to maintain a minimum shareholding, which
strengthens their direct financial participation in the medium-term performance of Swisscom’s
share and thus aligns their interests with those of shareholders. To facilitate compliance with the
shareholding requirement, Group Executive Board members now have the opportunity to draw up
to 50% of the variable performance-related component of their salary in shares. Starting from the
reporting year the payout of the variable performance-related component is capped at 130% (pre-
viously 200%) of the target performance-related component.
Remuneration
Assets
Instruments
Fixed remuneration
Base salary
Pension benefits
Fringe benefits
Shares
Variable remuneration
Performance-related
component in cash
and shares
Shareholding
requirement
Requirement to hold
a minimum amount
of Swisscom shares
Determining factors
Function, experience
and qualifications,
Market
Achievement of
annual performance
objectives
Long-term
growth of
enterprise value
Purpose
Employee attraction
& retention and
risk protection
Focus on annual
objectives and long-term
business success
Alignment with
shareholder interests
As a rule, the Compensation Committee reviews individual remuneration paid to members of the
Group Executive Board every three years of employment. The Compensation Committee decides at
its discretion on the level of remuneration, taking into consideration the external market value of
the function in question, the internal salary structure and individual performance.
Swisscom regularly takes part in market comparisons for the purpose of assessing market values. In
the year under review, Swisscom referred to the following three comparative studies carried out by
recognised consulting firms: The “Top Executive Compensation Survey” conducted by Towers Watson
covers 20 companies in various sectors, with headquarters in Switzerland. More than half are
represented in the SMI and have average revenues of CHF 20 billion and an average workforce of
26,000 (FTEs). The “Swiss Headquarters Executive Total Compensation Measurement Study” by
Aon Hewitt covers 82 Swiss companies and international groups in all sectors, with global or
regional headquarters in Switzerland, average revenues of CHF 3.3 billion and an average workforce
of 9,000. The international “European Executive Survey”, also produced by Aon Hewitt, covers
33 European groups, mainly telecommunications companies, with average revenues of CHF 30 bil-
lion and an average workforce of 78,000 (FTEs). Due to their numerous reference companies, these
studies provide the basis for a representative comparison. In the evaluation of these studies,
Swisscom took into account the sector as well as the extent of responsibility in terms of revenue,
number of employees and international scope. During the reporting year the remuneration of two
Group Executive Board members was adjusted to reflect these benchmarks and to bring the salary
for a new function into line with the market.
Remuneration components
Base salary
The base salary is the remuneration paid according to the function, qualifications and performance
of the individual member of the Group Executive Board. It is determined based on a discretionary
decision taking into account the external market value for the function and the salary structure for
the Group’s executive management. The base salary is paid in cash.
Variable performance-related salary component
The members of the Group Executive Board are entitled to a variable, performance-related salary
component which represents 70–117% of the base salary and is based on the individual function
and the achievement of objectives. The amount of the performance-related component paid out
depends on the extent to which the targets set by the Compensation Committee are achieved,
taking into account the performance evaluation by the CEO. If targets are exceeded, additional
remuneration up to a maximum of 130% of the targeted performance-related component may be
paid. The maximum performance-related salary component is thus limited to 91–152% of the base
salary, depending on the function.
Targets for the variable performance-related component
The targets underlying the variable performance-related component are reviewed annually in
December for the following year by the Board of Directors following a proposal submitted by the
Compensation Committee. The relevant targets set for the reporting year are based on the
Swisscom Group’s budget figures for 2013.
Three target levels are defined: “Group”, “Customers” and “Segments”. All Group Executive Board
members are assessed according to Group and customer targets. The Group targets are based on
financial objectives. For the first time, the customer targets for the reporting year are measured
using the Net Promotor Score – a recognised indicator of customer loyalty – taking into considera-
tion the customer group for which the Group Executive Board member is responsible. The segment
targets are tailored to the relevant function of each Group Executive Board member and consist of
financial and non-financial targets.
Swisscom’s target structure aims to strike a balance between financial performance and market
performance, taking into account the specific area of responsibility of the individual Group
Executive Board member.
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The following table illustrates the target structure valid for Group Executive Board members in the
year under review, showing the three target levels, individual targets and the respective weighting.
Target levels
Group
Customers
Segments
Total
Weighting of targets level
40–70%
25–30%
0–35%
100%
Objectives
Net revenue
EBITDA margin
Operating free cash flow
Net Promoter Score
Targets of segments
Total
Weighting
of targets
0–35%
0–35%
16–28%
25–30%
0–35%
100%
Achievement of targets
The Compensation Committee determines the level of target achievement in the following year
once the consolidated financial statements become available, taking into consideration the calcu-
lated degree of target achievement and the level of achievement (from overachievement to under-
achievement of target values) based on the defined sensitivities for the individual measurements.
In determining the level of target achievement, the Compensation Committee also has a degree of
discretion in assessing the effective management performance. Special factors can thus also be
taken into account such as fluctuations in exchange rates. Based on the level of target achieve-
ment, the Compensation Committee submits a proposal for approval to the Board of Directors for
the amount of the performance-related salary component to be paid to the Group Executive Board
and the CEO.
Group targets were overall slightly exceeded in the year under review. Customer targets in the
individual segments were largely achieved and exceeded. The other targets of the segments were
also achieved and partially exceeded.
Payment of the variable performance-related component
The variable performance-related component is paid in April of the following year, with a minimum
of 25% being paid in the form of Swisscom shares, in accordance with the Management Incentive
Plan. The members of the Group Executive Board have the option of increasing this proportion up
to a maximum of 50%. The remainder of the variable performance-related salary component is
paid in cash. The decision of what percentage of the variable performance-related salary compo-
nent is to be drawn in the form of shares must be communicated prior to the end of the reporting
year, but no later than in November following publication of the third-quarter results. Two mem-
bers of the Group Executive Board receive in addition a certain part of the performance-related
salary component exclusively in shares, making the respective total proportion of shares at least
34% and at most 57%. The shares are allocated on the basis of the tax value, rounded up to whole
numbers of shares, and are subject to a three-year blocking period. The share-based compensation
for the reporting period is augmented by a factor of 1.19 in order to take account of the difference
between the market value and the tax value. The market value is determined as of the date of allo-
cation. Shares in respect of the current year are allocated in April 2014. Further information on the
Management Incentive Plan can be found in Note 11 to the consolidated financial statements.
In April 2013, a total of 2,707 shares (2011: 3,170 shares) with a tax value of CHF 371 (2011: CHF 310)
per share and a market value of CHF 442 (2011: CHF 361) per share were allocated for the 2012
financial year to the members of the Group Executive Board in office in the previous year.
During the reporting year Urs Schaeppi was awarded a premium settled in cash for outstanding
individual services in his role as acting CEO ad interim.
See Report
page 180
Pension fund and other benefits
The members of the Group Executive Board, like all eligible employees in Switzerland, are insured
against the risks of old age, death and disability through the comPlan pension plan (see pension
fund regulations at www.pk-complan.ch). Reported pension benefits (amounts which give rise to
pension entitlements or increase pension benefits) encompass all savings, guarantee and risk
contributions paid by the employer to the fund. This includes the premium for supplementary life
insurance concluded for swisscom management staff in Switzerland.
With regard to the disclosure of non-cash benefits and expenses, these are dealt with from a tax point
of view. The members of the Group Executive Board are entitled to the use of a company car. The dis-
closed service-related and non-cash benefits therefore include an amount for private use of the com-
pany car. Incidental expenses are reimbursed at the per diem rate approved by the tax authorities
while other expenses are reimbursed at cost. These expenses are not added to remuneration.
Total remuneration
The following table shows total remuneration paid to the members of the Group Executive Board
for the accounting years 2013 and 2012, broken down into individual components and including
the highest amount paid to one member. Any remuneration paid to those stepping down from the
Group Executive Board includes the respective maximum remuneration up to the end of the notice
period in the year under review or previous year. Two members of the Group Executive Board
stepped down in the year under review. No termination benefits were paid. The variable perfor-
mance-related salary component due to members of the Group Executive Board who are stepping
down is paid completely in cash. In the year under review the ratio of the base salary (total CHF 3.183
million) to the variable performance-related bonus (total CHF 3.493 million) was 47.7% to 52.3%.
The total remuneration paid to the highest-earning member of the Group Executive Board
decreased by 12.3% compared to the prior year. This is due to the death of the CEO in July 2013, the
interim situation it created and the appointment of a new CEO in November. The decrease in the
remuneration of the Group Executive Board is mainly attributable to the reduction in the number
of board members from ten to six as of 1 January 2013 and the absence of two further board mem-
bers in 2013. The decrease was only minor as a result of benefits paid following retirement from
Group Executive Board.
In CHF thousand
Fixed base salary paid in cash
Variable earnings-related compensation paid in cash
Service-related and non-cash benefits
Share-based payments fixed 1
Share-based payments variable 2
Employer contributions to social security 3
Benefits paid following retirement from Group Executive Board 4
Retirement benefits 5
Benefits paid to former Members of the Group Executive Board 6
Severance payments
Total
Group
Executive Board
2013
Total
Group
Executive Board
2012
Thereof
Urs Schaeppi
2013
Thereof
Carsten Schloter
2012
3,183
2,640
45
–
853
488
1,481
738
–
–
4,353
3,092
108
35
1,191
645
–
1,064
80
–
622
566
16
–
298
105
–
106
–
–
830
635
8
–
252
122
–
106
–
–
Total compensation to members of the Group Executive Board
9,428
10,568
1,713
1,953
1 The shares are recorded at their market value and are blocked for three years.
2 The shares are recorded at their market value and are blocked for three years.
3 As from 2013, employer contributions to social insurance (AHV, IV, EO and FAK including administrative costs, sick pay allowance and accident
insurance) are now included as part of total remuneration.
4 This amount consists of employer social security contributions as well as retirement benefits for 2014 (for forfeited entitlements to share and
option plans).
5 During 2012 and 2013 CHF 170,000 or 165,000, respectively was paid to one Group Executive Board member for retirement benefits as
compensation for forfeited entitlements to share and option plans. He was awarded a total amount of CHF 500,000 spread over 2012-2014.
6 In 2012, CHF 80,000 was paid to one retired Group Executive Board member for advisory services in respect of support for the interim solution.
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Shareholding requirement
From 2013, the members of the Group Executive Board are required to hold a minimum amount of
Swisscom shares. The minimum shareholding to be held by the CEO shall be equivalent to two
years’ base salary. The remaining members shall maintain a shareholding equivalent to one year’s
base salary. The members of the Group Executive Board have four years to build up the required
minimum shareholding, in the form of the blocked shares paid as part of remuneration and, if nec-
essary, through share purchases on the open market. Compliance with the shareholding require-
ment is reviewed annually by the Compensation Committee. If a member’s shareholding falls
below the minimum requirement due to a drop in the share price or a salary adjustment, the differ-
ence must be made up by no later than the time the Compensation Committee performs its next
review. At his own discretion, the Chairman of the Board can approve exceptions in an individual
case for justified reasons such as personal hardship or the fulfilment of legal obligations.
Shareholdings of the members of the Group Executive Board
Blocked and non-blocked shares held by current members of the Group Executive Board or related
parties as at 31 December 2013 are listed in the table below:
Number
Urs Schaeppi (CEO) 1
Mario Rossi 2
Hans C. Werner
Andreas König 3
31.12.2013
31.12.2012
1,716
1,441
383
257
170
–
49
–
Total shares of the members of the Board of Directors
2,526
1,490
1 From 23 July to 6 November 2013 CEO ad interim and from 7 November 2013 CEO.
2 Entered as of 1 January 2013.
3 Entered as of 1 October 2012.
The voting rights of any person subject to the disclosure obligation do not exceed 0.1% of the share
capital.
Employment contracts
The employment contracts of the members of the Group Executive Board are subject to a twelve-
month notice period. No termination benefits are payable in addition to the salary payable for a
maximum of twelve months. They do not contain a clause relating to change of control.
Planned adjustments to the remuneration system for Executive Board members as of 2014
Effective as of 2014, the variable component of the total remuneration of Executive Board members
will be reduced, so that it may not exceed one year’s base salary, even if the targets are exceeded.
This adjustment does not change the total remuneration of each individual Executive Board mem-
ber. The targeted variable component for Executive Board members now amounts up to 70% of the
adjusted annual base salary, depending on the function.
Other remuneration
Additional remuneration
The members of the Group Executive Board are not entitled to separate remuneration if they hold
any Board of Director mandates either within or outside the Swisscom Group. With the exception
of Hugo Gerber, who received remuneration for his mandate as a member of the Board of Directors
of the Swisscom Group company Worklink AG, no other members of the Board of Directors or the
Group Executive Board received any additional remuneration for mandates performed for
Swisscom Ltd or any of its subsidiaries.
Remuneration for former members of the Board of Directors or Group Executive Board
and related parties
During the reporting year, no compensation was paid to former members of the Board of Directors
or the Group Executive Board in connection with their earlier activities as a member of a governing
body of the Company and/or which are not at arm’s length.
Related parties are spouses and common-law spouses, close relatives who are financially dependent
on the member of the governing body or live in the same household, other persons who are finan-
cially dependent on such individuals as well as partnerships or corporate entities that are controlled
by the member of the governing body or over which the individual exercises a significant influence.
Parents, siblings and children are also considered to be related parties. During the reporting year, no
payments were made to individuals who are closely related to any member of the Board of Directors
or the Group Executive Board which are not at arm’s length.
Loans and credits granted
In the 2013 financial year, Swisscom Ltd provided no guarantees, loans, advances or credit facilities
of any kind either to former or current members of the Board of Directors or Group Executive Board
or related parties. Nor are there any receivables of any kind outstanding.
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Implementation of the Ordinance Against Excessive Compensation
in Listed Stock Companies (OaEC)
Implementation of the OaEC has resulted in a number of changes. The Annual General Meeting is
required each year to individually elect the Chairman as well as the members of the Board of
Directors and the Compensation Committee as well as the independent proxy. Voting representation
by the corporate proxy and/or custodian is no longer permitted. Swisscom intends to continue
putting the Compensation Report to a consultative vote. In addition, shareholders will be given the
possibility of electronically issuing powers of attorney and instructions to the independent proxy via
the “Sherpany“ platform. Swisscom intends to present proposals covering various amendments to
the Articles of Incorporation for approval by shareholders at the 2014 Annual General Meeting. Key
provisions of the Articles of Incorporation concern approval of the compensation budget for the
Board of Directors and the Group Executive Board for the next financial year; duties and powers of
the Compensation Committee; rules governing the acceptance of third-party mandates; and the
payment of an additional amount for new members appointed to the Group Executive Board during
the course of the year after the compensation budget has been approved.
Financial Statements
With the best products
and services which create
added value for clients
and shareholders.
Net revenue in CHF mio.
Others
9%
1,032
Fastweb
18%
2,013
Swisscom
Switzerland
73%
Inhalt
Consolidated financial statements
Financial statements of Swisscom Ltd
151 Consolidated income statement
152 Consolidated statement of comprehensive income
153 Consolidated balance sheet
154 Consolidated statement of cash flows
155 Consolidated statement of changes in equity
156 Notes to the consolidated financial statements
1 General information
2 Basis of preparation
3 Summary of significant accounting policies
4 Significant accounting judgments, estimates
and assumptions in applying accounting policies
Goods and services purchased
5 Business combinations
6 Segment information
7 Net revenue
8
9 Personnel expense
10 Post-employment benefits
11 Share-based payments
12 Other operating expense
13 Capitalised costs of self-constructed assets and other income
14 Financial income and financial expense
15 Income taxes
16 Earnings per share
17 Cash and cash equivalents
18 Trade and other receivables
19 Other financial assets
20 Inventories
21 Other non-financial assets
22 Non-current assets held for sale
23 Property, plant and equipment
24 Goodwill and other intangible assets
25 Investments in associates
26 Financial liabilities
27 Trade and other payables
28 Provisions
29 Contingent liabilities
30 Other non-financial liabilities
31 Additional information concerning equity
32 Dividends
33 Financial risk management and supplementary disclosures
regarding financial instruments
34 Supplementary information on the statement of cash flows
35 Future commitments
36 Research and development
37 Related parties
38 Service concession agreements
39 Risk assessment process
40 Events after the balance sheet date
41 List of Group companies
222 Report of the Statutory Auditor
224 Income statement
225 Balance sheet
226 Notes to the financial statements
1 General information
2 Contingent liabilities
3 Fire insurance values of property, plant and equipment
4 Amounts payable to pension funds
5 Debenture bonds issued
6 Treasury shares
7 Equity
8 Significant shareholders
9 Participations and recording of dividends from subsidiaries
10 Assets subject to restriction
11 Information on risk assessment process
12 Net release of hidden reserves
13 Management compensation
14 Shareholdings of the members of the Board of Directors
and the Group Executive Board
234 Proposed appropriation of retained earnings
235 Report of the Statutory Auditor
Consolidated financial statements
Consolidated income statement
In CHF million, except for per share amounts
Net revenue
Goods and services purchased
Personnel expense
Other operating expense
Capitalised self-constructed assets and other income
Note
6, 7
8
9, 10, 11
12
13
Operating income before depreciation, amortisation and impairment losses (EBITDA)
Depreciation, amortisation and impairment losses on tangible and intangible assets
23, 24
Operating income (EBIT)
Financial income
Financial expense
Share of results of associates
Income before income taxes
Income tax expense
Net income
Share of net income attributable to equity holders of Swisscom Ltd
Share of net income attributable to non-controlling interests
Basic and diluted earnings per share (in CHF)
1 See Note 3.23, New and amended Standards and Interpretations.
14
14
25
15
16
2013
2012
restated 1
11,434
11,384
(2,338)
(2,706)
(2,476)
388
4,302
(2,044)
2,258
81
(340)
30
2,029
(334)
1,695
1,685
10
32.53
(2,399)
(2,485)
(2,396)
373
4,477
(1,950)
2,527
29
(355)
32
2,233
(418)
1,815
1,808
7
34.90
1
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Consolidated statement
of comprehensive income
In CHF million
Net income
Note
2013
2012
restated 1
1,695
1,815
Other comprehensive income
Actuarial gains and losses from defined benefit pension plans
Income tax expense
Items that will not be reclassified to income statement, net of tax
Foreign currency translation adjustments of foreign subsidiaries
Change in fair value of available-for-sale financial assets
Gains and losses from available-for-sale financial assets transferred to income statement
Change in fair value of cash flow hedges
Gains and losses from cash flow hedges transferred to income statement
Income tax expense
Items that are or may be reclassified subsequently to income statement, net of tax
Other comprehensive income
Comprehensive income
Share of comprehensive income attributable to equity holders of Swisscom Ltd
Share of comprehensive income attributable to non-controlling interests
1 See Note 3.23, New and amended Standards and Interpretations.
10, 31
15, 31
31
31
31
31
31
15, 31
847
(169)
678
63
1
–
7
6
(15)
62
740
2,435
2,423
12
(769)
151
(618)
(26)
–
5
(5)
8
6
(12)
(630)
1,185
1,181
4
Consolidated balance sheet
In CHF million
Assets
Cash and cash equivalents
Trade and other receivables
Other financial assets
Inventories
Current income tax assets
Other non-financial assets
Non-current assets held for sale
Total current assets
Property, plant and equipment
Goodwill
Other intangible assets
Investments in associates
Other financial assets
Deferred tax assets
Other non-financial assets
Total non-current assets
Total assets
Liabilities and equity
Financial liabilities
Trade and other payables
Current income tax liabilities
Provisions
Other non-financial liabilities
Total current liabilities
Financial liabilities
Defined benefit obligations
Provisions
Deferred tax liabilities
Other non-financial liabilities
Total non-current liabilities
Total liabilities
Share capital
Capital reserves
Retained earnings
Other reserves
Share of equity attributable to equity holders of Swisscom Ltd
Share of equity attributable to non-controlling interests
Total equity
Total liabilities and equity
1 See Note 3.23, New and amended Standards and Interpretations.
Note
31.12.2013
31.12.2012
restated 1
1.1.2012,
restated 1
17
18
19
20
15
21
22
23
24
24
25
19
15
21
26
27
15
28
30
26
10
28
15
30
31
31
723
2,516
160
152
22
210
13
3,796
9,156
4,809
2,053
153
193
279
57
538
2,658
40
160
55
220
1
3,672
8,549
4,662
2,121
268
197
285
42
314
2,745
73
144
45
334
1
3,656
8,222
4,664
1,879
233
196
223
56
16,700
20,496
16,124
19,796
15,473
19,129
1,656
1,870
184
132
759
4,601
7,167
1,293
667
456
310
9,893
14,494
52
136
7,356
(1,571)
5,973
29
6,002
20,496
1,053
1,993
189
154
643
4,032
7,730
2,108
686
236
287
11,047
15,079
52
136
6,135
(1,633)
4,690
27
4,717
19,796
804
1,957
37
148
676
3,622
8,027
1,489
755
247
296
10,814
14,436
52
136
6,098
(1,620)
4,666
27
4,693
19,129
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Consolidated statement of cash flows
In CHF million
Net income
Share of results of associates
Income tax expense
Depreciation, amortisation and impairment losses
Expense for share-based payments
Gain on sale of property, plant and equipment
Loss on disposal of property, plant and equipment
Financial income
Financial expense
Change in net operating assets and liabilities
Income taxes paid
Cash flow provided by operating activities
Note
25
15
23, 24
11
13
12
14
14
34
15
Capital expenditure for tangible and other intangible assets
23, 24, 34
Proceeds from sale of tangible and other intangible assets
Proceeds from sale of non-current assets held for sale
Acquisition of subsidiaries, net of cash and cash equivalents acquired
Investments in associates
Purchase of other financial assets
Proceeds from other financial assets
Interest received
Dividends received
Cash flow used in investing activities
Issuance of financial liabilities
Repayment of financial liabilities
Interest paid
Dividends paid to equity holders of Swisscom Ltd
Dividends paid to non-controlling interests
Purchase of treasury shares for share-based payments
Other cash flows from financing activities
Cash flow used in financing activities
Net increase in cash and cash equivalents
Cash and cash equivalents at 1 January
Foreign currency translation adjustments in respect of cash and cash equivalents
Cash and cash equivalents at 31 December
1 See Note 3.23, New and amended Standards and Interpretations.
22
5
25
25
26
26
32
11, 31
34
2013
1,695
(30)
334
2,044
6
(16)
13
(81)
340
104
(278)
4,131
(2,445)
23
5
(60)
(1)
(158)
24
10
43
2012
restated 1
1,815
(32)
418
1,950
6
(16)
7
(29)
355
(39)
(190)
4,245
(2,561)
13
12
(17)
(48)
(12)
37
14
38
(2,559)
(2,524)
993
(956)
(253)
651
(726)
(250)
(1,140)
(1,140)
(14)
(6)
(12)
(14)
(6)
(12)
(1,388)
(1,497)
184
538
1
723
224
314
–
538
Consolidated statement
of changes in equity
In CHF million
Share
capital
Capital
reserves
Retained
earnings
Treasury
shares
Equity
attributable
to equity
holders of
Swisscom
Other
reserves
Non-
controlling
interests
Balance at 31 December 2011, reported 52
136
5,704
Change in accounting policies 3.23
Balance at 1 January 2012, restated
Net income
Other comprehensive income
Comprehensive income
Dividends paid 32
–
52
–
–
–
–
Transactions with non-controlling interests –
Share of equity transactions of associates 25 –
Purchase of treasury shares
for share-based payments 31
Allocation of treasury shares
for share-based payments 11,31
–
–
–
136
–
–
–
–
–
–
–
–
Balance at 31 December 2012, restated 52
136
Net income
Other comprehensive income
Comprehensive income
Dividends paid 32
–
–
–
–
Additions from acquisition of subsidiaries 5 –
Transactions with non-controlling interests –
Purchase of treasury shares
for share-based payments 31
Allocation of treasury shares
for share-based payments 11,31
Balance at 31 December 2013
–
–
52
–
–
–
–
–
–
–
–
394
6,098
1,808
(614)
1,194
(1,140)
(10)
(7)
–
–
6,135
1,685
676
2,361
(1,140)
–
–
–
–
–
–
–
–
–
–
–
–
–
(6)
6
–
–
–
–
–
–
–
(6)
6
–
(1,620)
4,272
–
(1,620)
–
(13)
(13)
–
–
–
–
–
(1,633)
–
62
62
–
–
–
–
–
394
4,666
1,808
(627)
1,181
(1,140)
(10)
(7)
(6)
6
4,690
1,685
738
2,423
(1,140)
–
–
(6)
6
(1,571)
5,973
24
3
27
7
(3)
4
(14)
10
–
–
–
27
10
2
12
(14)
19
(15)
–
–
29
Reference numbers relate to the notes to the consolidated financial statements.
136
7,356
Total
equity
4,296
397
4,693
1,815
(630)
1,185
(1,154)
–
(7)
(6)
6
4,717
1,695
740
2,435
(1,154)
19
(15)
(6)
6
6,002
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Notes to the consolidated
financial statements
This financial report is a translation from the original German version. In case of any inconsistency
the German version shall prevail.
1 General information
The Swisscom Group (hereinafter referred to as “ Swisscom”) provides telecommunication services
and is active primarily in Switzerland and Italy. A more detailed description of Swisscom’s business
activities is to be found in Notes 3.16 and 6. The consolidated financial statements as of and for the
year ended 31 December 2013 comprise Swisscom Ltd, the parent company, and its subsidiaries.
A table of the Group subsidiaries is set out in Note 41. Swisscom Ltd is a limited-liability company
incorporated in Switzerland under a private statute and has its registered office in Ittigen (Berne).
Its address is: Swisscom Ltd, Alte Tiefenaustrasse 6, 3048 Worblaufen. Swisscom Ltd is listed on
the SIX Swiss Exchange. As of 31 December 2013, the Swiss Confederation (“Confederation”), as
majority shareholder, held 51.2% of the voting rights and issued capital of Swisscom Ltd. The Confed-
eration is obligated by current law to hold the majority of the capital and voting rights. The Board
of Directors of Swisscom has approved the issuance of these consolidated financial statements on
5 February 2014. The consolidated financial statements must be approved at the Annual General
Meeting of Shareholders of Swisscom Ltd to be held on 7 April 2014.
2 Basis of preparation
The consolidated financial statements of Swisscom have been prepared in accordance with Inter-
national Financial Reporting Standards (IFRS) and in compliance with the provisions of Swiss law.
The reporting period covers twelve months. The consolidated financial statements are presented
in Swiss francs (CHF). Unless otherwise indicated, all amounts are stated in millions of Swiss francs.
The balance sheet is classified according to maturities. Assets and liabilities due within one year
are classified as current. The income statement is classified based upon the nature of the income/
expense. The consolidated financial statements have been prepared on the historical cost basis,
unless a Standard or Interpretation prescribes another measurement basis for a particular caption
in the consolidated financial statements.
3 Summary of significant accounting policies
3.1 Consolidation
Subsidiaries
Subsidiaries are all companies over which Swisscom Ltd has the effective ability of controlling their
financial and business policies. Control is generally presumed where Swisscom Ltd directly or indi-
rectly holds the majority of the voting rights or potential voting rights of the company. Subsidiar-
ies are included in consolidation from the date on which they are acquired and deconsolidated
from the date they are disposed of. Intercompany balances and transactions, income and expenses,
shareholdings and dividends as well as unrealised gains and losses are fully eliminated. Unrealised
losses on an asset which has been transferred within the Group may be an indication of an impair-
ment in value and triggers an impairment test. Non-controlling interests in subsidiary companies
are reported within equity separately from that attributable to the shareholders of Swisscom Ltd.
The non-controlling interests in net income or loss are shown in the consolidated income state-
ment as a component of the consolidated net income or loss. Movements in shareholdings of sub-
sidiary companies are reported as transactions within equity insofar as control existed previously
and continues to exist. Written put options to owners of non-controlling interests are disclosed as
financial liabilities. The balance sheet date for all consolidated subsidiaries is 31 December. There
are no material restrictions on the transfer of funds from the subsidiaries to the parent company.
Investments in associates
Shareholdings in associates over which Swisscom exercises significant influence but does not have
control are accounted for using the equity method. A significant influence is generally assumed
to exist whenever between 20% and 50% of the voting rights are held. Under the equity method,
investments in associates are initially recognised at their purchase cost at the date of acquisition.
Purchase cost comprises the share of net assets acquired and any applicable goodwill arising. In
subsequent accounting periods, the carrying amount of the investment is adjusted by the share of
current profits and losses together with the share of movements in other equity captions, less the
share of dividends distributed. Unrealised gains and losses from transactions with associates are
eliminated on a pro-rata basis.
3.2 Foreign currency translation
Foreign currency transactions which are not denominated in the functional currency are translated
into the functional currency using the exchange rates prevailing at the dates of the transactions.
Monetary items as of the balance sheet date are translated into the functional currency at the
exchange rate prevailing at the balance sheet date and non-monetary items are translated using
the exchange rate on the date of the transaction. Translation differences are recognised in the
income statement. The consolidated financial statements are presented in Swiss francs. Assets and
liabilities of subsidiaries and associates reporting in a different functional currency are translated
at the exchange rates prevailing on the balance sheet date whereas the income statement and the
cash flow statement are translated at average exchange rates. Translation differences arising from
the translation of net assets and income statements are not taken to income but recorded directly
in equity as part of other comprehensive income. Upon sale of a foreign Group company, the cumu-
lative foreign exchange differences previously included in the foreign currency translation reserve
under equity are taken to income as part of the gain or loss on disposal.
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For the consolidated financial statements, the most significant foreign currencies during the
reporting years were translated at the following exchange rates:
Currency
1 EUR
1 USD
Closing rate
Average rate
31.12.2013
31.12.2012
31.12.2011
1.228
0.890
1.207
0.915
1.216
0.939
2013
1.229
0.924
2012
1.204
0.932
3.3 Cash and cash equivalents
Cash and cash equivalents include cash on hand, sight balances and time deposits with financial insti-
tutions with a maximum term of three months from the acquisition date. This definition is equally
applied for the cash flow statement. Cash and cash equivalents are accounted for at amortised cost.
3.4 Trade and other receivables
Trade and other receivables are measured at amortised cost less impairment losses. Any impair-
ment losses are recorded through the use of valuation allowance accounts. All realised losses lead
to the derecognition of the related receivable.
Receivables and payables are netted whenever Swisscom has a legal right of set-off as of the bal-
ance-sheet date and intends to either settle on a net basis or realise the asset and settle the liability
simultaneously. The right of set-off must exist as of the balance-sheet date and it shall be legally
enforceable both in the ordinary course of business as well as in the case of the insolvency of the
contracting party.
3.5 Other financial assets
Other financial assets are classified either as “at fair value through profit or loss”, “loans and
receivables”, “held-to-maturity” or “available-for-sale”. The classification depends on the purpose
for which the financial asset was acquired. Management determines the classification of finan-
cial assets at the time of acquisition and reviews the classification as of each balance sheet date.
Trade date accounting is applied for routine purchases and sales of financial assets. Financial assets
are initially recognised at their fair values, including directly related transaction costs. Transaction
costs relating to financial assets at fair value through profit or loss are not capitalised on acqui-
sition but expensed immediately as incurred. Financial assets are partially or fully derecognised
if Swisscom’s rights to the cash flows arising therefrom have either elapsed or were transferred
and Swisscom is neither exposed to any risks arising from these assets nor has any entitlement to
income from them.
Financial assets at fair value through profit or loss
Financial assets valued at fair value through profit or loss are either held for trading purposes or are
classified as such upon initial recording. They are measured at their fair value. Any gains or losses
resulting from subsequent measurement are taken to income. Swisscom classifies only derivative
financial instruments in this category.
Financial assets held to maturity
Held-to-maturity financial assets are fixed-term financial assets for which Swisscom has the ability
and intention to hold to maturity. After their initial recognition at amortised cost, financial assets
are accounted for using the effective interest method less provisions for impairment. Foreign
exchange gains and losses are taken to income. Swisscom has not classified any financial assets in
this category.
Loans and receivables
After their initial recognition at amortised cost, loans and receivables are measured using the effec-
tive interest method. Foreign exchange gains and losses are taken to income. The caption loans and
receivables primarily reflects term deposits with original maturities exceeding three months which
Swisscom places directly, or through an agent, with the borrower.
Available-for-sale financial assets
All other financial assets are classified as available-for-sale financial assets. Available-for-sale finan-
cial assets are accounted for at fair value and all unrealised changes in fair value are recorded in
equity. Foreign exchange gains and losses on available-for-sale debt instruments are recognised in
the income statement. When available-for-sale financial assets are sold, impaired or otherwise dis-
posed of, the cumulative gains and losses since acquisition that had been recognised in equity are
reclassified from equity and recorded as financial income or expense. If the fair value of an unlisted
equity instrument cannot be reliably determined, the instruments are accounted for at cost less
provisions for impairment.
3.6
Inventories
Inventories are measured at the lower of cost and net realisable value. The cost of inventories
includes all costs of acquisition and manufacture as well as other costs incurred in order to bring
the inventories to their present location and condition as intended by management. The cost of
inventories is determined using the weighted average cost method. Write-downs are raised for
inventories that are difficult to sell. Unsalable inventories are fully written off.
3.7 Property, plant and equipment
Property, plant and equipment is recorded at cost less accumulated depreciation and impairment
losses. In addition to the purchase cost and the costs directly attributable to bringing the asset
to the location and condition necessary for it to be capable of operating in the manner intended
by management, purchase or manufacturing cost also includes the estimated costs for disman-
tling and restoration of the site. The construction costs of self-constructed assets include directly
attributable costs as well as indirect costs of material, manufacture and administration. Borrowing
costs are capitalised insofar as they can be allocated directly to the acquisition or production of a
qualifying asset. Costs of replacement, renewal or renovation of property, plant and equipment
are capitalised as replacement investments if a future inflow of economic benefits is probable and
the purchase or manufacturing costs can be measured reliably. The carrying amount of the parts
replaced is de-recognised. Maintenance costs and repairs which are not capable of being capital-
ised are expensed. Systematic depreciation is calculated using the straight-line method with the
exception of land, which is not depreciated. The estimated useful lives for the main categories of
property, plant and equipment are:
Category
Buildings and leasehold improvements
Cables 1
Ducts 1
Transmission and switching equipment 1
Other technical installations 1
Other installations
1 Technical installations.
Years
10 to 40
30
40
4 to 15
3 to 15
3 to 15
When significant parts of an item of property, plant and equipment comprise individual compo-
nents with differing useful lives, each component is depreciated separately. The estimated useful
lives and residual values are reviewed at least annually as of the balance sheet date and, if nec-
essary, adjusted. Leasehold improvements and installations in leased premises are amortised on
a straight-line basis over the shorter of their estimated useful lives and the remaining minimum
lease term. The carrying amount of an item of property, plant and equipment is written off on
disposal or whenever no future economic benefits are expected from its use. Gains and losses aris-
ing on the disposal of property, plant and equipment are calculated as the difference between the
disposal proceeds and the carrying amount of the item of property, plant and equipment. They are
taken to income and recorded as other income or other operating expenses.
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3.8 Business combinations and goodwill
Business combinations are accounted for using the acquisition method. As of the date of acquisi-
tion, the consideration transferred in a business combination is recognised at fair value. The con-
sideration includes the amount of cash paid as well as the fair value of the assets ceded, liabili-
ties incurred or assumed as well as own equity instruments ceded. Liabilities depending on future
events based upon contractual agreements are recognised at fair value. At the time of acquisi-
tion, all identifiable assets and liabilities that satisfy the recognition criteria are recognised at their
fair values. The difference between the cost of acquisition and the fair value of the identifiable
assets and liabilities acquired or assumed is accounted for as goodwill after taking account of any
non-controlling interests. Any negative difference, after further review, is expensed directly.
Goodwill acquired in connection with a business combination is recognised under intangible assets.
The goodwill is not amortised but reviewed for impairment at least annually. When an entity is dis-
posed of, the carrying amount of the goodwill is derecognised and recorded as a component of the
gain or loss on disposal.
3.9 Other intangible assets
Research and development costs
Research costs are not capitalised but expensed as incurred. Development costs are capitalised
under intangible assets only if they can be identified as an intangible asset which will generate
future economic benefits and the costs of this asset can be determined reliably.
Other intangible assets
Mobile phone licenses, self-developed software as well as other intangible assets are recorded at
purchase or manufacturing cost less accumulated amortisation. Intangible assets resulting from
business combinations, such as brands and customer relationships, are recorded at acquisition cost
corresponding to fair value as of the date of acquisition, less accumulated amortisation. Systematic
amortisation of mobile phone licenses is based on the term of the contract. It begins as soon as the
related network is operational, unless other information is at hand which would suggest the need
to modify the useful life.
Useful lives of other intangible assets
Systematic amortisation is computed using the straight-line method based on the following
estimated useful lives:
Category
Software internally generated and purchased
Customer relationships
Brands
Other intangible assets
Years
3 to 7
7 to 11
5 to 10
3 to 16
The estimated useful lives are reviewed at least once annually as of the balance sheet date and,
where necessary, adjusted.
3.10 Non-current assets held for sale
A non-current asset or a disposal group is classified as being held for sale if its carrying amount
will be recovered mainly as a result of a sales transaction and not through continued use.
Non-current assets or disposal groups that are held for sale are reported in the balance sheet
separately under current assets and liabilities. The assets or asset groups are valued at the lower
of their carrying amount and fair value less costs of disposal and any applicable impairment losses
resulting from the initial classification are recorded in the income statement. Assets classified as
held for sale and disposal groups are no longer depreciated and amortised.
3.11 Impairment losses
Impairment of financial assets
As of each balance sheet date, the carrying amounts of those financial assets for which changes
in fair value are not recognised in the income statement are reviewed for any objective indica-
tions of impairment in value. An impairment loss is recognised where there is objective evidence of
impairment, such as where the borrower is in bankruptcy, in default or other significant financial
difficulties. The impairment of a financial asset which is recorded at amortised cost is calculated
as the difference between its carrying amount and the present value of estimated future cash
flows, discounted at the asset’s original effective interest rate. Available-for-sale financial assets
whose fair value is less than their acquisition cost for a prolonged period or to a significant degree
are considered to be value impaired. In the event of impairment, the losses are reclassified out
of equity and recognised as financial expense. As of each balance sheet date, significant financial
assets are individually reviewed for impairment. The recording of impairment losses on trade and
other receivables varies as a function of the nature of the underlying transaction either in the form
of specific valuation allowances or as portfolio-based lump-sum valuation allowances which cover
the anticipated default risk. As regards portfolio-based lump-sum valuation allowances, financial
assets are regrouped on the basis of similar credit risk characteristics and reviewed on a collective
basis for impairment in value; where applicable, an allowance is raised. In determining the antici-
pated future cash flows of the portfolio, historic default rates are taken into account in addition to
the contractually agreed payment conditions. Impairment losses on trade and other receivables are
recognised as other operating expenses. Impairment losses on other financial assets are recorded
as financial expense.
Impairment of goodwill
For the purposes of the impairment test, goodwill is allocated to cash-generating units. The impair-
ment test is performed in the fourth quarter after completion of business planning. If there is any
indication during the year that goodwill may be impaired, the cash-generating unit is tested for
impairment at that time. An impairment loss is recognised if the recoverable amount of a cash-
generating unit is lower than its carrying amount. The recoverable amount is the greater of the
fair value less costs to sell and the value in use. The method used to test impairment is described
in Note 24. Any impairment loss on goodwill recognised in prior periods may not be reversed in
subsequent periods.
Impairment of property, plant and equipment and other intangible assets
If indications exist that the value of an asset may be impaired, the recoverable amount of the asset
is determined. If the recoverable amount of the asset, which is the greater of the fair value less cost
to sell and the value in use, is less than its carrying amount, the carrying amount is reduced to the
recoverable amount.
3.12 Leases
Finance leases
A lease is recorded as a finance lease when substantially all of the risks and rewards incidental to
ownership of an asset are transferred. The asset is initially recorded at the lower of its fair value and
the present value of the minimum lease payments and is amortised over the lesser of the asset’s
useful life and the lease term. The interest component of the lease payments is recognised as inter-
est expense over the lease term using the effective interest method. Leases for land and buildings
are recorded separately if the lease payments can be reliably allocated. Gains on sale-and-leaseback
transactions are deferred and released on a straight-line basis over the lease term as other income.
Losses on sale-and-leaseback transactions are recognised immediately.
Operating leases
Lease arrangements which do not transfer all the significant risks and rewards of ownership
are classified as operating leases. Payments are recorded as other operating expense using the
straight-line method over the lease period. Gains and losses on sale-and-leaseback transactions are
recorded directly in the income statement.
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3.13 Financial liabilities
Financial liabilities are initially measured at fair value less direct transaction costs. In subsequent
accounting periods, they are re-measured at amortised cost using the effective interest method.
3.14 Trade and other payables
Trade and other payables are recorded at amortised cost.
3.15 Provisions
Provisions for termination benefits
Costs relating to the implementation of personnel downsizing programmes are expensed in the
period when management commits itself to a downsizing plan, it is probable that a liability has
been incurred, the amount thereof can be reliably estimated and if the implementation of the pro-
gramme has begun or the individuals involved have been advised in sufficient detail as to the main
terms of the downsizing programme. A public announcement and/or communication to personnel
organisations are deemed to be equivalent to commencing the implementation of the programme.
Provisions for dismantling and restoration costs
Swisscom is legally obligated to dismantle transmitter stations and telecommunication instal-
lations located on land belonging to third parties following decommissioning and to restore the
property owned by third parties in the locations where these installations are located to its original
state. The costs of dismantling are capitalised as part of the acquisition cost of the installations
and are amortised over the useful lives of the installations. The provisions are recorded at the pre-
sent value of the aggregate future costs and are reported under long-term provisions. Whenever
the provision is remeasured, the present value of the changes in the liability are either added to or
deducted from the cost of the related capitalised asset. The amount deducted from the cost of the
related capitalised asset shall not exceed its carrying amount. Any excess is taken directly to the
income statement.
Other provisions
Provisions are raised whenever a legal or de facto liability exists as a result of an occurrence in the
past, an outflow of resources to settle the liability is probable and the amount of the liability can be
estimated reliably. Provisions are discounted if the effect is material.
3.16 Segmentation and revenue recognition
General
Net revenue is measured at the fair value of the consideration received less value-added taxes, price
reductions, volume rebates and other reductions in sales proceeds. Revenues are recognised when
it is probable that a future benefit from the transaction will accrue to Swisscom and the amount
can be reliably estimated. When Swisscom acts as principal, revenues are recorded gross. How-
ever, when, from an economic point of view, Swisscom acts only as a broker or agent, revenues are
reported net of related costs. In multi-component contracts, revenue is determined and reported
separately for each identifiable component part. Total consideration for a multi-component con-
tract is distributed over the various component parts at fair value on a pro-rata basis.
Services by segments
Residential Customers
The segment Residential Customers comprises mainly connection fees for broadband services,
fixed-network and mobile phone subscriptions as well as national and international telephone and
data traffic for residential customers. The segment also includes value-added services, TV offer-
ings, the sale of terminal equipment and the operation of a directories database.
Small and Medium-Sized Enterprises
The segment Small and Medium-Sized Enterprises primarily comprises connection fees for broad-
band services, fixed-network and mobile phone subscriptions as well as national and international
telephone and data traffic for small and medium-sized enterprises.
Enterprise Customers
The Enterprise Customer segment focuses on complete communication solutions for large busi-
ness customers. The product offerings in the field of business ICT infrastructure cover everything
from individual products through to complete solutions.
Wholesale
Wholesale comprises mainly the use of Swisscom fixed and mobile networks by other telecom-
munication service providers and the use of third-party networks by Swisscom. It also consists
of roaming with foreign operators whose customers use Swisscom’s mobile networks, as well as
broadband services and regulated products as a result of the unbundling of the local loop for other
telecommunication service providers.
Network & IT
Network & IT encompasses primarily the planning, operation and maintenance of Swisscom’s
network infrastructure and related IT systems, both for fixed and mobile phone networks. Net-
work & IT also includes support functions for Swisscom Switzerland in the fields of finance, human
resources, and strategy.
Fastweb
Fastweb is one of the largest providers of broadband services in Italy. Its product portfolio com-
prises voice, data, Internet and IP-TV services as well as video-on-demand for residential and cor-
porate customers. In addition, Fastweb offers mobile phone services on the basis of an MVNO
contract (as a virtual network operator). It also provides comprehensive network services and cus-
tomised solutions.
Other Operating Segments
Other Operating Segments mainly comprise Swisscom IT Services, Group Related Businesses,
Swisscom Real Estate and Swisscom Hospitality Services. Swisscom IT Services is a provider of infor-
mation technology services. Its core business consists of the integration and operation of complex
IT infrastructures. In addition, Swisscom IT Services provides comprehensive services to the finan-
cial industry in the area of system integration and business process outsourcing. Furthermore,
Swisscom IT Services offers a full range of SAP services. Group Related Businesses is sub-divided
into the areas Participations and Health and Connected Living. To this purpose, Group Related
Businesses maintains a portfolio of small- and medium-size companies whose activities to a large
degree closely follow or support the core business of Swisscom. In addition, it offers solutions in
the fields of eHealth and Connected Living. Group Related Businesses comprises mainly Alphapay
Ltd, Billag Ltd, Business Fleet Management Ltd, cablex Ltd, Datasport Ltd, Swisscom Broadcast Ltd
as well as the Sicap Group. Alphapay Ltd is active as a debt collection agent and is specialised in
receivables management for third parties. Billag Ltd collects radio and TV license fees on behalf
of the Swiss Confederation. Business Fleet Management Ltd offers mobility services. cablex Ltd
operates in the field of construction and maintenance of wired and wireless networks in Switzer-
land, primarily in the field of telecommunication. Datasport Ltd is a service provider for recreational
and mass sporting events. The Sicap Group develops and operates applications for mobile phone
operators. Swisscom Broadcast Ltd is the leading provider in Switzerland of radio services, of cross-
platform services for clients in the media field and of securitised radio transmissions. Swisscom
Hospitality Services offers Internet-based services to guests and customers in the hotel and con-
gress sector in Europe and North America.
Revenue generated from services
Fixed networks
Fixed network services encompass primarily connection fees to residential and corporate custom-
ers, national and international telephony traffic for residential and business customers, leased lines,
the use of Swisscom’s fixed network by other telecommunication service providers, payphone ser-
vices, operator services as well as prepaid calling cards and the sale of terminal equipment. Instal-
lation and connection fees are deferred and released to income over the minimum term of the
contract on a straight-line basis. If no minimum contract term has been agreed, the revenue is
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recorded on the date of installation or connection. Revenue from telephony services is recorded at
the time the calls are made. Revenue from the sale of prepaid call cards is deferred and released to
income as and when actual minutes are used or when the cards expire. Revenue from leased lines
is recorded on a straight-line basis over the duration of the contract. Revenue arising from the sale
of equipment is recorded at the time of delivery.
Mobile
Mobile-phone services encompass mainly basic subscription charges, domestic and international
mobile phone traffic for calls made by Swisscom customers in Switzerland or abroad and roam-
ing by foreign operators whose customers use Swisscom’s networks. Mobile services also include
value-added services, data traffic as well as the sale of mobile handsets. Revenue from mobile
telephony is recorded on the basis of the actual minutes used. In part, subscriptions with a fixed
monthly flat-rate fee are offered, the revenue from which is recognised on a straight-line basis over
the term of the contract. Connection fees are deferred and released to income over the minimum
term of the contract on a straight-line basis. If no minimum contract term has been agreed, reve-
nue is recognised on the date of connection. Roaming services are recorded as revenue on the basis
of the minutes used or the agreed contractual rates at the time the service is provided. Revenue
from roaming services with other telecommunication service providers is recorded gross. Value-
added services as well as text or multimedia news and the sale of mobile handsets are recognised
as revenue at the time the service is provided.
Broadband
Internet services include the range of broadband access lines offered to residential and corporate
customers as well as broadband access lines for wholesale customers. Revenues in connection with
the provision of these services are deferred and released to income over the minimum contract
term on a straight-line basis. If no minimum contract term has been agreed, the revenue is recog-
nised on the date of installation or connection.
Digital TV
In the TV sector, revenue is generated from the range of digital TV services and video-on-demand
offered for residential and corporate customers. Revenue from TV services contains non-recurring
installation and connection charges and recurring subscription fees. Installation and connection
fees related to installation are deferred and released to income over the minimum contract term on
a straight-line basis. If no minimum contract term has been agreed upon, the revenue is recorded
on the date of installation or connection.
Communication and IT solutions
Services in the field of communication and IT solutions primarily include consultancy services as
well as the implementation and maintenance and operation of communication infrastructures.
Furthermore, they include applications and services as well as the integration, operation and main-
tenance of data networks and outsourcing services. Revenues from customer-specific construc-
tion contracts are accounted for using the percentage-of-completion method which is based on
the ratio of costs incurred to-date to the estimated total costs. Revenue for long-term outsourcing
contracts is recorded based on the volume of services provided to the customer. Start-up costs and
integration of new outsourcing transactions are capitalised as other assets and amortised over
the duration of the contract. Revenue from maintenance is recorded evenly over the term of the
maintenance contracts.
3.17 Subscriber acquisition and loyalty-programme costs
Swisscom pays commissions to dealers for the acquisition and retention of Swisscom customers.
The commission payable is dependent on the type of subscription. Subscriber acquisition and loy-
alty-programme costs are expensed immediately, since these costs do not meet the criteria for the
definition of an intangible asset.
3.18 Post-employment benefits
Defined benefit obligations and the related pension expense are determined on an actuarial basis
using the projected unit credit method. This reflects the number of years of service completed by
employees through the date of measurement and the assumptions made concerning future sal-
ary growth. The latest actuarial valuation was undertaken using data as at 31 October 2013 with
a roll-forward of plan assets to 31 December 2013. Current pension entitlements are charged to
income in the period in which they arise. Actuarial gains and losses are recorded in full under other
comprehensive income in the reporting period in which they arise.
3.19 Share-based payments
The cost of shares issued to employees, members of the Group Executive Board and of the Board of
Directors is equal to the excess of the fair value of the shares at the date of issuance over the issue
price. The related costs are recorded as personnel expense in the period in which the entitlement
arose.
3.20 Income taxes
Income taxes include all current and deferred taxes which are based on income. Taxes which are
not based on income, such as taxes on real estate and on capital are recorded as other operating
expenses. Deferred taxes are computed using the balance sheet liability method whereby deferred
tax is recognised in principle on all temporary differences. Temporary differences arise between
the value of an asset or liability reported for tax purposes and its carrying amount in the financial
statements and which will reverse in future periods. Deferred tax assets and liabilities are deter-
mined using the tax rates that are expected to apply when the temporary difference reverses and
based on the tax rates which are in force or announced as of the balance sheet date. Deferred
tax assets are only recognised as assets to the extent that it is probable that they can be offset
against future taxable income. Income tax liabilities on undistributed profits of Group companies
are only recorded if the distribution of profits is to be made in the foreseeable future. Current and
deferred tax assets and liabilities are offset when they relate to the same taxing authority and
taxable entity.
3.21 Derivative financial instruments
Derivative financial instruments are initially recorded at fair value and subsequently measured at
fair value. The method of recording the fluctuations in fair value is dependent on the underlying
transaction and the intention with regards thereto upon purchase or issuance of this underlying
transaction. On the date a derivative contract is entered into, management designates the purpose
of the hedging relationship: hedge of the fair value of an asset or liability (“fair value hedge”) or
a hedge of future cash flows in the case of future transactions (“cash flow hedge”). Changes in
the fair value of derivative financial instruments that were designated as hedging instruments for
“fair value hedges” are recognised in the income statement. Changes in the fair value of derivative
financial instruments that were designated as “cash flow hedges” are recognised in the hedging
reserve as part of equity. If the recognition of a non-financial asset or non-financial liability results
from an anticipated future transaction, the cumulative revaluation gains and losses are reclassified
from equity and included in the acquisition cost of the asset or liability. If a hedge of a future trans-
action later results in the recording of a financial asset or financial liability, the amount included in
equity is transferred to the income statement in the same period in which the financial asset or
financial liability impacts the result. Otherwise, the amounts recorded in equity are recognised in
the income statement as income or expense in the same period the cash flows of the intended or
agreed future transaction occur. Changes in the fair value of derivative financial instruments that
are not designated as hedging instruments are taken immediately to income.
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3.22 Fair value
The fair value is defined as the amount for which an asset could be exchanged, or a liability or
financial instrument settled, between knowledgeable, willing and unrelated business partners.
The fair value is determined based on stock exchange quotations or by using recognised valuation
techniques such as the discounting of estimated future cash flows. If the notes to the consolidated
financial statements do not specify otherwise, the fair values at the time of recording correspond
approximately to the carrying amounts reported in the balance sheet.
3.23 New and amended Standards and Interpretations
Amended International Financial Reporting Standards and Interpretations
which are to be applied for the first time in the accounting period
As from 1 January 2013 onwards, Swisscom adopted various amendments to existing International
Financial Reporting Standards (IFRS) and Interpretations, which – with the exception of the amend-
ments described below – have no material impact on the results or financial position of the Group.
Standard
IFRS 10
IFRS 11
IFRS 12
IFRS 13
IFRIC 20
Name
Consolidated Financial Statements
Joint Arrangements
Disclosure of Interests in Other Entities
Fair Value Measurement
Stripping Costs in the Production Phase of a Surface Mine
Amendements to IAS 1
Presentation of Financial Statements
Amendments to IAS 19
Employee Benefits
Amendments to IAS 27
Separate Financial Statements
Amendments to IAS 28
Investments in Associates and Joint Ventures
Amendments to IFRS 7
Amendments to IFRS 10,
IFRS 11 and IFRS 12
Financial Instruments Disclosures:
Offsetting Financial Assets and Financial Liabilities
Transition Guidance Amendments
Various
Improvements to IFRS 2009–2011
As a result of the amendments contained in IAS 19 “Employee Benefits”, actuarial gains and losses
are to be reported directly in other comprehensive income. The previous accounting option to
either record them immediately in the income statement or under other comprehensive income
or defer recording them in accordance with the so-called corridor method is eliminated. Until now,
Swisscom already recorded actuarial gains and losses under other comprehensive income. Further-
more, the amendments of IAS 19 provide that management shall no longer estimate the return on
the pension fund’s assets in accordance with anticipated income interest on the basis of the alloca-
tion of assets, but the expected interest income on the pension fund assets may only be recorded
to the extent of the discount rate. As regards disability benefits, Swisscom now takes into account
actual disability cases and not as previously the anticipated number in accordance with technical
bases (BVG 2010). Furthermore, Swisscom now takes into account future employee contributions
(risk sharing) for IAS 19 computations. In addition, the amended IAS 19 requires more extensive
note disclosures. Entities must henceforth provide disclosures as to the financing strategy of their
pension plans and not only describe but also quantify the financing risks inherent in their pension
plans. Amongst other things, a sensitivity analysis is required showing to what degree pension obli-
gations fluctuate depending on changes in significant measurement assumptions. In future, the
average remaining duration of employment benefit obligations must also be disclosed. Swisscom
has implemented the amendments retroactively.
The impact on the consolidated balance sheet, the consolidated income statement and the consoli-
dated statement of comprehensive income may be analysed as follows:
In CHF million, except where indicated
Balance sheet at 1 January 2012
Deferred tax assets
Defined benefit obligations
Equity
Share of equity attributable to equity holders of Swisscom Ltd
Share of equity attributable to non-controlling interests
Balance sheet at 31 December 2012
Deferred tax assets
Defined benefit obligations
Equity
Share of equity attributable to equity holders of Swisscom Ltd
Share of equity attributable to non-controlling interests
Income statement 2012
Personnel expense
Financial expense
Income tax expense
Net income
Share of net income attributable to equity holders of Swisscom Ltd
Share of net income attributable to non-controlling interests
Earnings per share (in CHF)
Statement of comprehensive income 2012
Net income
Actuarial gains and losses from defined benefit pension plans
Income tax expense
Other comprehensive income
Comprehensive income
Share of comprehensive income attributable to equity holders of Swisscom Ltd
Share of comprehensive income attributable to non-controlling interests
Reported
Adjustment
Restated
311
1,977
4,296
4,272
24
417
2,801
4,156
4,132
24
(2,581)
(325)
(405)
1,762
1,755
7
33.88
1,762
(908)
185
(741)
1,021
1,017
4
(88)
(485)
397
394
3
(132)
(693)
561
558
3
96
(30)
(13)
53
53
–
1.02
53
139
(28)
111
164
164
–
223
1,492
4,693
4,666
27
285
2,108
4,717
4,690
27
(2,485)
(355)
(418)
1,815
1,808
7
34.90
1,815
(769)
157
(630)
1,185
1,181
4
Early Application of International Financial Reporting Standards and Interpretations, whose
application is not yet mandatory
Swisscom has made early application of the amendments of IAS 32 “Rules concerning the Offset-
ting of Financial Assets and Financial Liabilities” as from 2013. The amendments in principle leave
the offset rules contained in IAS 32 untouched. Accordingly, financial assets and financial liabilities
are only to be offset whenever a company has a legally enforceable right of offset as of the balance-
sheet date and intends to either settle on a net basis or realise the asset and settle the liability
simultaneously. The amendments clarify the situation that the right of set-off must exist as of the
balance-sheet date i.e. it shall not depend on a future event. Furthermore, it shall be legally enforce-
able for both contracting parties both in the ordinary course of business as well as in the case of the
insolvency of one of the contracting parties. As a consequence of the amendments, Swisscom has
revised its assessment of its contracts in the field of roaming charges and has concluded that the
former fulfil the concrete criteria for set-off and a large part of the related balances may be offset.
The effect of offsetting other assets and liabilities as of 1 January 2012 and 31 December 2012 was
CHF 233 million and CHF 166 million, respectively.
In addition, Swisscom has also made early application of the amendments to IAS 36 “Impairment
of Assets: Disclosures regarding Recoverable Amount for Non-Financial Assets” as from the 2013
accounting period onwards. As a result of the amendment, the obligation to disclose the recover-
able amount of each cash-generating unit as part of the goodwill impairment test is dropped.
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Amended International Financial Reporting Standards and Interpretations, whose application is
not yet mandatory
The following Standards and Interpretations published up to the end of 2013 are mandatory for
accounting periods beginning on or after 1 January 2014:.
Standard
Name
Amendments to IFRS 10
Consolidated Financial Statements: Investment Property
Amendments to IFRS 12
Disclosure of Interests in Other Entities:
Investment Property
Amendments to IAS 27
Separate Financial Statements: Investment Entities
Amendments to IAS 39
Financial Instruments: Recognition and Measurement Novation
of Derivatives and Continuing Designation for Hedge Accounting
IFRIC 21
Levies
Amendments to IAS 19
Employee Benefits: Employee Contributions
IFRS 9
Financial instruments
Amendments to IFRS 9, IFRS 7
and IAS 39
Financial Instruments: Hedge Accounting
Various
Various
Improvements to IFRS 2010–2012
Improvements to IFRS 2011–2013
Effective from
1 January 2014
1 January 2014
1 January 2014
1 January 2014
1 January 2014
1 January 2015
no earlier than
1 January 2017
no earlier than
1 January 2017
1 January 2015
1 January 2015
Swisscom will review its financial reporting for the new and amended Standards which take effect
on or following 1 January 2014 and for which Swisscom did not make voluntary early application. At
present, Swisscom anticipates no material impact on consolidated financial reporting.
4 Significant accounting judgments, estimates and assumptions
in applying accounting policies
The preparation of consolidated financial statements is dependent upon estimates and assump-
tions being made in applying the accounting policies for which management can exercise a cer-
tain degree of judgment. In applying the relevant accounting policies to the consolidated financial
statements, certain assumptions and estimates must be made about the future that may have a
critical influence on the amount and presentation of assets and liabilities, revenues and expenses
as well as the disclosures in the Notes. The estimates used in drawing up the consolidated finan-
cial statements and valuations are based on empirical values and other factors which are deemed
appropriate in the given circumstances. The following estimates used and assumptions made in
applying the accounting policies have a critical influence on the consolidated financial statements.
Goodwill
As of 31 December 2013, the carrying amount of goodwill from acquisitions totalled CHF 4,809
million. The recoverability of goodwill is tested for impairment annually during the fourth quarter.
In addition, an extraordinary review is undertaken if there are indications that impairment has
occurred. The value of goodwill is primarily dependent upon projected cash flows, the discount rate
(WACC) and long-term growth rate. The significant assumptions are disclosed in Note 24. Changes
to these assumptions may result in an impairment loss in the following year.
Post-employment benefits
Defined benefit obligations are calculated on the basis of various financial and demographic
assumptions. The key assumptions for valuing the retirement-benefit obligations are the discount
rate, future salary and pension increases, interest on pension plan savings as well as life expec-
tancy. As of 31 December 2013, the funding deficit amounted to CHF 1,293 million which was rec-
ognised as a liability in the consolidated balance sheet. Changes in estimates can impact recorded
defined benefit obligations. See Note 10.
Provisions for dismantling and restoration costs
Provisions are raised for costs incurred in connection with dismantling and restoring telecommu-
nication installations and transmitter stations. As of 31 December 2013, the carrying amount of
these provisions totalled CHF 481 million. The level of the provisions is primarily determined by
estimates of future costs for dismantling and restoration and the timing of the dismantling. An
increase in the estimated costs by 10% would result in an increase in the provision of CHF 45 mil-
lion. A postponement of the date of dismantling by ten years would lead to a decrease in the provi-
sions of CHF 71 million. See Note 28.
Provisions for regulatory proceedings
Various proceedings are in course in connection with the setting of prices for regulated access
services. Swisscom has raised provisions on the basis of its own estimate of the expected financial
outcome thereof. As of 31 December 2013, the provisions for regulatory proceedings aggregated
CHF 118 million. Further developments in the proceedings or a decision by the competent court
may result in a revised assessment of the financial outcome in subsequent years, thereby leading
to an increase or decrease of the recorded provisions. See Note 28.
Proceedings conducted by the Competition Commission
The Competition Commission (ComCo) is conducting an investigation into ADSL prices against
Swisscom. The proceeding is described in Note 29. In the event that Swisscom is deemed to have
violated Antitrust Law, ComCo is entitled to impose sanctions. On the basis of a legal opinion,
Swisscom considers it unlikely that ComCo will impose direct sanctions. Accordingly, no provisions
were recognised in the 2013 consolidated financial statements in connection with these proceed-
ings. Further developments in the proceeding may result in a revised assessment of the financial
outcome in subsequent years and lead to the need to record provisions.
Allowances for doubtful receivables
Allowances for doubtful receivables are recorded in order to cover foreseeable losses arising from
a customer’s inability to pay. As of 31 December 2013, the carrying value of allowances for trade
and other receivables totalled CHF 180 million. In determining the appropriateness of the allow-
ance, several factors are considered. These include the ageing of receivables, the current financial
solvency of the customer and the historical experience with receivable losses. The actual level of
receivable losses may be higher than the amount recognised if the actual financial situation of the
customers is worse than originally expected. See Note 18.
Deferred taxes
The recognition of deferred tax assets and liabilities is based on the judgment of management.
Deferred tax assets on tax loss carry-forwards are only recognised if it is probable that they can
be used. Whether or not they can be used depends on whether taxable profits can be achieved
which can be offset against the available tax loss carry-forwards. In order to assess the probability
of their future use, estimates must be made of various factors such as future profitability. If the
actual amounts differ from the estimates, this can lead to a change in the assessment of recover-
ability of the deferred tax assets. On 31 December 2013, recognised deferred tax assets amounted
to CHF 619 million. See Note 15.
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Useful lives of property, plant and equipment
As of 31 December 2013, the carrying amount of property, plant and equipment totalled CHF 9,156
million. In assessing the useful life of an item of property, plant and equipment, the expected use
of the asset by the company, expected physical wear and tear, technological developments as well
as past experience with comparable assets are considered. The assessment of useful lives is based
upon the judgment of management. A change in the useful lives may impact the future level of
depreciation and amortisation recorded. See Notes 3.7 and 23.
5 Business combinations
Business combinations in 2013
Payments totalling CHF 60 million were made in 2013 for the acquisition of Group companies. Of this
amount, CHF 3 million relates to deferred consideration for business combinations in prior years and
CHF 57 million for businesses acquired in 2013. The newly acquired companies in 2013 are viewed
individually as non-significant business combinations and are thus reported on an aggregate basis.
In February 2013, Hospitality Services acquired the operating business of Deuromedia. Deuromedia
provides IP-based infotainment solutions for the hospitality market.
At the end of March 2013, Datasport Ltd acquired the entire share capital of Abavent GmbH. Abavent
GmbH is a German provider of sporting events. In April 2013, Swisscom IT Services acquired the busi-
ness platform from Entris Banking and in doing so, the entire capital of Entris Integrator AG. Using
the business platform of Entris Integrator AG, banks execute their banking activities such as the
processing of payment transactions, credit and security settlements or e-banking. Following acqui-
sition, the investee changed its name to Swisscom Banking Provider Ltd. In addition, in June 2013,
Swisscom IT Services Ltd acquired the entire share capital of Entris Operations AG. Entris Operations
AG processes primarily the cash and securities settlement operations for some 50 banks. Following
acquisition, Entris Operations AG was merged into Swisscom Banking Provider Ltd.
Furthermore, Swisscom increased its shareholding in CT Cinetrade AG (Cinetrade) from 49% to 75%
in April 2013. Cinetrade offers TV-related services, pay TV, transmissions of sporting events and
video-on-demand. Cinetrade additionally operates one of leading cinema chains in Switzerland.
In December, Swisscom Switzerland acquired a 67% equity holding in DL-Groupe GMG AG, which
provides services in the field of IP-based managed unified communication and collaboration.
The aggregate allocation of acquisition costs to the net assets may be analysed as follows:
In CHF million
Cash and cash equivalents
Property, plant and equipment
Other intangible assets
Other current and non-current assets
Deferred tax liabilities
Other current and non-current liabilities
Identifiable assets and liabilities
Share of identifiable net assets attributable to non-controlling interests
Goodwill
Purchase consideration
Cash and cash equivalents acquired
Investments in associates. See Note 25.
Option from business combinations. See Note 33.
Cash outflow from business combinations of the current year
Cash outflow from business combinations of prior years
Total cash outflow from business combinations
2013
55
32
66
43
(15)
(84)
97
(19)
159
237
(55)
(105)
(20)
57
3
60
The main reasons for the recognition of goodwill are the future anticipated synergies and addi-
tional market shares as well as the qualified workforce. In the 2013 consolidated financial state-
ments, additional net revenues of CHF 172 million and net income of CHF 17 million were gener-
ated from these business combinations. Assuming that the subsidiary companies acquired in 2013
had been included in the consolidated financial statements as from 1 January 2013, there would
have resulted consolidated pro-forma net revenues of CHF 11,529 million and a consolidated pro-
forma net income of CHF 1,700 million.
Business combinations in 2012
Payments totalling CHF 17 million were made in 2012 for the acquisition of Group companies. Of
this amount, CHF 5 million relates to deferred consideration for business combinations in prior years
and CHF 12 million for businesses acquired in 2012. The newly acquired companies in 2012 are
viewed each as non-significant business combinations and are thus reported on an aggregate basis.
On 1 March 2012, Swisscom Broadcast Ltd acquired the entire share capital of Datasport Ltd. Data-
sport Ltd is a service provider for popular and mass sporting events. On 26 June 2012, Swisscom Ltd
acquired 100% of the capital of Treufida Treuhand & Beratungs GmbH. Treufida provides trustee,
bookkeeping and advisory services for service providers in the field of healthcare. Following acqui-
sition, Treufida changed its name to Curabill Treuhand GmbH. On 21 June 2012, Swisscom Direc-
tories Ltd purchased the entire share capital of localina Ltd. localina sells an iPad-based reservation
system for restaurant and catering operations. Following acquisition, localina Ltd was merged with
local.ch Ltd.
The aggregate allocation of acquisition costs to the net assets may be analysed as follows:
In CHF million
Cash and cash equivalents
Property, plant and equipment
Other intangible assets
Deferred tax liabilities
Other current and non-current liabilities
Identifiable assets and liabilities
Goodwill
Purchase costs
Cash and cash equivalents acquired
Deferred payment of purchase price
Cash outflow from business combinations of the current year
Cash outflow from business combinations of prior years
Total cash outflow from business combinations
2012
3
6
12
(2)
(2)
17
3
20
(3)
(5)
12
5
17
The main reasons for the recognition of goodwill are the additional market shares expected in future
and the qualified workforce. In the 2012 consolidated financial statements, additional net revenues
of CHF 8 million and a net income of CHF 3 million arose from these business combinations. Assum-
ing that the subsidiary companies acquired in 2012 had been included in the consolidated financial
statements as from 1 January 2012, there would have resulted consolidated pro-forma net revenues
of CHF 11,385 million and a consolidated pro-forma net income of CHF 1,762 million.
6 Segment information
Operating segments requiring to be reported are determined on the basis of a management
approach. Accordingly, external segment reporting reflects the internal organisational and man-
agement structure used within the Group as well as internal financial reporting to the Chief Oper-
ating Decision Maker. The segment information disclosed is in line with to that of the internal
reporting systems. Reporting is divided into the segments “Residential Customers”, “Small and
1
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Medium-Sized Enterprises”, “Enterprise Customers”, “Wholesale”, and “Network & IT” which are
grouped under Swisscom Switzerland, “Fastweb”, and “Other Operating Segments”. In addition,
unallocated costs are reported separately under “Group Headquarters”.
In segment reporting, the business divisions of Swisscom Switzerland are reported as individual
segments. The support functions of finance, human resources and strategy of Swisscom Switzer-
land are embedded in the division Network & IT. No network costs are recharged for the financial
management of customer segments. The results of the customer segments Residential Custom-
ers, Small and Medium-Sized Enterprises, Enterprise Customers and the segment Wholesale thus
report their contribution margins prior to network costs. Network costs are planned, monitored
and controlled by the business division Network & IT. The business division Network & IT is man-
aged as a cost centre. For this reason, no revenue is credited to the Network & IT division within
segment reporting. The segment results of Network & IT consist of operating expenses and depre-
ciation and amortisation less capitalised self-constructed assets and other income. The sum of
the segment results of Swisscom Switzerland corresponds in aggregate to the operating results
(EBIT) of Swisscom Switzerland. Fastweb is one of the largest fixed-network operator and a lead-
ing provider of IP-based services in Italy. It is reported in the consolidated financial statements as
a separate segment. Other Operating Segments principally comprise Swisscom IT Services, Group
Related Businesses, Swisscom Real Estate Ltd and Swisscom Hospitality Services. Group Headquar-
ters which includes unallocated costs, comprises mainly the Group central divisions of Swisscom,
Swisscom Re Ltd and the employment company Worklink AG.
The services offered by each operating segment are described in Note 3.16. The segment results
of the segments Fastweb and Other Operating Segments correspond to the operating result (EBIT)
of these units. The latter reflects the net revenues from external customers and other segments
less segment expenses and depreciation, amortisation and impairment losses on property, plant
and equipment and intangible assets. Segment expenses include the costs of materials and ser-
vices, personnel costs and other operating costs less capitalised self-constructed assets and other
income. Swisscom has amended its disclosure of retirement-benefit expense retrospectively. The
segment expense includes ordinary employer contributions as retirement-benefit expense. The
difference between the ordinary employer contributions and the retirement-benefit expense as
provided for under IAS 19 is reported in the column “Eliminations”. In 2013, costs of CHF 17 million
are included in the column “Eliminations” as a reconciling item to retirement-benefit expense in
accordance with IAS 19 (prior year: gain of CHF 179 million).
Group Headquarters charges no management fees to other segments for its financial management
services; similarly, the segment Network & IT recharges no network costs. Other inter-segment ser-
vices are recharged at market prices. Unrealised gains and losses may arise as a result of recharging
services and sales of assets between the segments. These are eliminated and are reported in the
segment information in the column “Eliminations”. Capital expenditures by segment include addi-
tions to property, plant and equipment and other intangible assets.
As of 1 January 2013, Swisscom simplified its management structure, thereby striving to strengthen
the management of its Swiss business and enhance efficiency within the Group. Accordingly, as of
1 January 2013, several organisation units were transferred between the segments. The prior year’s
comparative figures were restated accordingly.
Segment information 2013 of Swisscom is to be analysed as follows:
2013, in CHF million
Swisscom
Switzerland
Fastweb
Other
operating
segments
Group
Head-
quarters
Net revenue from external customers
8,389
2,013
1,032
Net revenue with other segments
Net revenue
Segment result
Financial income and financial expense, net
Share of results of associates
Income before income taxes
Income tax expense
Net income
Associates
Assets held for sale
Capital expenditure in property, plant and
equipment and other intangible assets
Depreciation, amortisation and impairment losses
Gain (loss) on disposal of property,
plant and equipment, net
Share of results of associates
60
8,449
2,443
93
–
1,516
1,104
(10)
30
5
787
2,018
1,819
(120)
108
(135)
–
1
1
Elimi-
nation
Total
–
11,434
(853)
(853)
(38)
–
11,434
2,258
(259)
30
2,029
(334)
1,695
153
13
2,445
2,044
3
30
49
–
695
740
–
–
11
13
244
195
13
–
–
–
–
8
–
–
–
–
(10)
(3)
–
–
Segment information 2013 of Swisscom Switzerland is to be analysed as follows:
2013, in CHF million
Small and
Medium-
Sized
Enterprises
Residential
Customers
Corporate
Business
Whole-
sale
Network
& IT
Elimi-
nation
Total
Swisscom
Switzer-
land
Net revenue from external customers
4,985
1,128
1,688
Net revenue with other segments
Net revenue
Segment result
Associates
Capital expenditure in property, plant and
equipment and other intangible assets
160
5,145
2,790
29
199
Depreciation, amortisation and impairment losses
108
Gain (loss) on disposal of property,
plant and equipment, net
Share of results of associates
–
9
23
99
1,151
1,787
859
832
–
17
5
–
–
–
92
75
(1)
–
588
378
966
384
63
–
–
–
21
–
–
–
(2,423)
1
1,208
917
(9)
–
–
8,389
(600)
(600)
1
–
–
(1)
–
–
60
8,449
2,443
93
1,516
1,104
(10)
30
3
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Segment information 2012 of Swisscom is to be analysed as follows:
2012, in CHF million
restated
Net revenue from external customers
Net revenue with other segments
Net revenue
Segment result
Financial income and financial expense, net
Share of results of associates
Income before income taxes
Income tax expense
Net income
Associates
Assets held for sale
Capital expenditure in property, plant and
equipment and other intangible assets
Depreciation, amortisation and impairment losses
Gain (loss) on disposal of property,
plant and equipment, net
Share of results of associates
54
8,461
2,504
207
–
1,852
1,053
(2)
33
Swisscom
Switzerland
Fastweb
8,407
2,040
Other
operating
segments
Group
Head-
quarters
936
792
8
2,048
1,728
1
1
2
(113)
97
(122)
Elimi-
nation
Total
–
11,384
(855)
(855)
161
–
11,384
2,527
(326)
32
2,233
(418)
1,815
268
1
2,561
1,950
9
32
50
–
531
715
–
–
11
1
199
177
11
–
–
–
1
12
–
(1)
–
–
(22)
(7)
–
–
Segment information 2012 of Swisscom Switzerland is to be analysed as follows:
2012, in CHF million
restated
Small and
Medium-
Sized
Enterprises
Residential
Customers
Corporate
Business
Whole-
sale
Network
& IT
Elimi-
nation
Total
Swisscom
Switzer-
land
Net revenue from external customers
4,939
1,135
1,739
Net revenue with other segments
Net revenue
Segment result
Associates
Capital expenditure in property, plant and
equipment and other intangible assets
174
5,113
2,794
141
162
Depreciation, amortisation and impairment losses
92
Gain (loss) on disposal of property,
plant and equipment, net
Share of results of associates
–
15
26
96
1,161
1,835
878
875
–
17
4
–
–
–
88
70
–
–
594
372
966
367
66
–
–
–
18
–
–
–
(2,409)
–
1,585
886
(2)
–
–
8,407
(614)
(614)
(1)
–
–
1
–
–
54
8,461
2,504
207
1,852
1,053
(2)
33
Disclosures by geographical regions
Swisscom’s operations are conducted mainly in Switzerland where it provides a comprehensive
range of telecommunication services. Business activities abroad mainly relate to Fastweb and
Swisscom Hospitality Services. Fastweb primarily provides fixed-network and IP-based products
in Italy. Swisscom Hospitality Services is a provider of broadband and Internet-based solutions for
hotel guests in virtually all of Europe, the United States and Asia. Net revenues and assets are allo-
cated to regions. Net revenues and assets are allocated according to the registered office of the
related Group company.
In CHF million
Switzerland
Italy
Other countries in Europe
Other countries outside Europe
Not allocated/reconciliation
Total
Disclosures by products and services
In CHF million
Mobile access lines single subscriptions
Fixed access lines single subscriptions
Bundles
Other
Not allocated
Total net revenue
Net
revenue
9,358
2,020
48
8
–
2013
Non-current
assets
12,726
3,414
87
1
472
Net
revenue
9,268
2,049
58
8
1
2012
Non-current
assets
12,053
3,391
189
9
482
11,434
16,700
11,384
16,124
2013
2,874
4,027
1,576
2,956
1
2012
3,027
4,337
1,172
2,847
1
11,434
11,384
The products and services offered by each operating segment are described in Note 3.16.
Significant customers
Swisscom has a large number of customers. No individual customers accounted for more than 10%
of segment revenue in 2012 and 2013.
7 Net revenue
In CHF million
Net revenue from services
Net revenue from sale of merchandise
Net revenue from the right of use of intangible assets
Total net revenue
2013
10,556
875
3
2012
10,493
888
3
11,434
11,384
Further information on Swisscom’s business activities is set out in Notes 3.16 and 6.
8
Goods and services purchased
In CHF million
Raw materials and supplies
Services purchased
Customer premises equipment and merchandise
National traffic fees
International traffic fees
Traffic fees of foreign subsidiaries
Total goods and services purchased
2013
24
502
1,022
180
265
345
2012
25
451
1,036
171
279
437
2,338
2,399
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9 Personnel expense
In CHF million
Salary and wage costs
Social security expenses
Expense of defined benefit plans. See Note 10.
Expense of defined contribution plans. See Note 10.
Expense of share-based payments. See Note 11.
Salary and wage costs of the employment company Worklink
Termination benefits
Other personnel expense
Total personnel expense
Termination benefit programmes
2013
2,132
224
258
11
6
2
6
67
2012
restated
2,058
222
50
12
6
4
68
65
2,706
2,485
Swisscom supports employees affected by downsizing through a social plan. Depending on the
relevant social plan as well as age and length of service, certain employees affected by downsizing
may transfer to the employment company Worklink AG. The employment company Worklink AG
hires out participating employees to third parties on a temporary basis.
In 2013, Swisscom recognised expenses for personnel downsizing measures aggregating CHF 6
million (prior year: CHF 68 million). On 31 October 2012 as a result of an efficiency programme,
Swisscom announced a redundancy programme involving some 400 positions with the objective
of securing the Group’s long-term competitiveness. The costs of this redundancy programme were
estimated at CHF 50 million which were recognised in the fourth quarter of 2012. For further infor-
mation see Note 28.
10 Post-employment benefits
Defined benefit plans
Swisscom maintains several pension plans for employees in Switzerland and Italy. Expenses of
defined benefit plans totalled CHF 295 million in 2013 (prior year: CHF 80 million). Of this amount,
CHF 258 million (prior year: CHF 50 million) was recorded as personnel expense and CHF 37 million
(prior year: CHF 30 million) as finance expense.
comPlan
The majority of Swisscom’s employees are insured for the risks of old age, death and disability by
the independent pension plan, comPlan. The benefits of comPlan exceed the minimum laid down
in the Federal Law on Occupational Retirement, Survivors’ and Disability Insurance (“BVG”). The
ordinary employer contributions encompass risk contributions of 3.35% and contributions vary-
ing with age of 5-13% of the insured salary to be credited to the individual retirement savings’
accounts. The standard retirement age is 65. Employees qualify for early retirement at the earliest
on their 58th birthday, whereby the rate of conversion is reduced in line with the longer expected
duration of pension payments. Furthermore, employees may choose to take their entire pension
or part thereof in the form of a capital payment. The amount of the pension paid results from the
conversion rate which is applied to the accumulated savings of the individuals concerned in the
case of retirement. For individuals retiring at the age of 65, the rate of conversion is 6.4% up to
the end of 2013. From 2014 onwards, the conversion rate was reduced to 6.11%. The accumulated
savings result from employee and employer contributions which are paid into the individual sav-
ings account of each individual insured person as well as the interest accruing on the accumulated
savings. The interest rate to be applied to the accumulated pension savings is laid down annually
by the Foundation Council of comPlan. The legal form of comPlan is that of a foundation. The Foun-
dation Council, which is constituted by a equal number of representatives of the employer and
employees, is responsible for the management of the Foundation. The duties of the Foundation
Council are laid down in the BVG and the Pension Fund Rules. In accordance with BVG, a tempo-
rary funding deficit is permitted. The Foundation Council must take appropriate measures in order
to rectify the funding deficit within a reasonable time. Pursuant to BVG, additional employer and
employee contributions may be incurred whenever a significant funding deficit in accordance with
BVG arises. In such cases, the risk is split between the employer and employees and the employer is
not legally obligated to assume more than 50% of the additional contributions. As of 31 December
2013, the funding ratio as defined by BVG of comPlan was approx. 106% (prior year: 103.4%). The
Investment Commission is the central management, coordination and monitoring body for the
management of the pension plan assets. The pension plan assets are administered using man-
dated, independent financial service providers. Monitoring is assumed by an external investment
controller. The Foundation Council determines the investment strategy within the framework of
the legal provisions. Within its terms of reference, the Investment Commission may undertake the
asset allocation.
In 2012, the Foundation Council resolved to make various amendments to the pension plan which
are designed to ensure long-term financial stability considering the low interest rates and growing
life expectancy. The amendments will take effect in 2014 and encompass measures affecting pen-
sion benefits. In particular, the rate of conversion and thus the level of future retirement benefits
for new pensioners was lowered. The amendments to the pension plan led to a reduction in defined
benefit obligations of CHF 157 million which was taken to income in the fourth quarter of 2012.
Other pension plans
In addition to various smaller pension plans in Switzerland, other plans include the pension plan
for Fastweb employees. Employees of the Italian subsidiary Fastweb have acquired a title in future
pension benefits up to the end of 2006. These benefits are recorded in the balance sheet as defined
benefit obligations.
Pension cost
In CHF million
Current service cost
Plan amendments
Administration expense
Employment termination benefits
Total recognised in personnel expense
Interest cost on net defined benefit obligations
Total recognised in financial expense
Total expense of defined benefit plans
recognised in income statement
comPlan Other plans
2013
comPlan Other plans
244
–
3
6
253
37
37
290
7
(3)
1
–
5
–
–
5
251
(3)
4
6
258
37
37
295
200
(157)
3
1
47
29
29
76
2
–
1
–
3
1
1
4
2012
restated
202
(157)
4
1
50
30
30
80
In addition, other comprehensive income includes an actuarial gain of CHF 847 million (prior year:
actuarial loss of CHF 769 million) which is recorded as a gain. This may be analysed as follows:
In CHF million
comPlan Other plans
2013
comPlan Other plans
Actuarial gains and losses from:
Change of the demographic estimates
Change of the financial estimates
Experience adjustments to defined benefit obligations
Return on plan assets excluding the
recognised part of financial result
Total (income) expense of defined benefit plans
recognised in other comprehensive income
2012
restated
540
522
141
–
(384)
(165)
–
(24)
2
–
(408)
(163)
533
521
140
7
1
1
(272)
(4)
(276)
(432)
(2)
(434)
(821)
(26)
(847)
762
7
769
Expenses in 2013 for defined contribution plans aggregated CHF 11 million (prior year: CHF 12 million).
7
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6
7
1
s
t
n
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m
e
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a
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a
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a
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fi
d
e
t
a
d
i
l
o
s
n
o
C
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
c
e
h
t
o
t
s
e
t
o
N
Status of pension plans
In CHF million
comPlan Other plans
2013
comPlan Other plans
2012
restated
Defined benefit obligations
Balance at 1 January
Current service cost
Interest cost on defined benefit obligations
Employee contributions
Benefits paid
Actuarial (gains) losses
Additions from acquisition of subsidiaries
Plan amendments
Employment termination benefits
Transfer of pension plans to comPlan
Balance at 31 December
Plan assets
Balance at 1 January
Interest income on plan assets
Employer contributions
Employee contributions
Benefits paid
Return on plan assets excluding
the recognised part of financial result
Additions from acquisition of subsidiaries
Plan amendments
Administration expense
Transfer of pension plans to comPlan
Balance at 31 December
Net defined benefit obligations
9,823
107
9,930
8,559
120
8,679
244
188
152
(331)
(549)
–
–
6
–
7
2
2
(6)
(22)
85
(13)
–
251
190
154
(337)
(571)
85
(13)
6
–
200
197
144
(335)
1,194
–
(157)
1
20
9,533
162
9,695
9,823
2
2
1
(7)
9
–
–
–
(20)
107
202
199
145
(342)
1,203
–
(157)
1
–
9,930
7,772
50
7,822
7,129
61
7,190
151
273
152
(331)
272
–
–
(3)
–
2
3
2
(4)
4
70
(10)
(1)
–
153
276
154
(335)
276
70
(10)
(4)
–
168
224
144
(335)
432
–
–
(3)
13
8,286
116
8,402
7,772
1
4
1
(5)
2
–
–
(1)
(13)
50
169
228
145
(340)
434
–
–
(4)
–
7,822
Net defined benefit obligations recognised at 31 December
1,247
46
1,293
2,051
57
2,108
Movements in recognised defined benefit obligations are to be analysed as follows:
In CHF million
Balance at 1 January
Pension cost, net
Employer contributions and benefits paid
Additions from acquisition of subsidiaries
(Income) expense of defined benefit plans,
recognised in other comprehensive income
Transfer of pension plans to comPlan
Balance at 31 December
comPlan Other plans
2013
comPlan Other plans
2012
restated
2,051
290
(273)
–
(821)
–
1,247
57
5
(5)
15
(26)
–
46
2,108
1,430
59
1,489
295
(278)
15
(847)
–
76
(224)
–
762
7
1,293
2,051
4
(6)
–
7
(7)
57
80
(230)
–
769
–
2,108
The weighted average duration of the net present value of the recorded pension obligations is
16.9 years.
Breakdown of pension plan assets
The breakdown of the comPlan’s pension assets by the various investment categories and invest-
ment strategy is as follows:
Category
Government bonds Switzerland
Corporate bonds Switzerland
Investment
strategy
10.0%
8.0%
Government bonds World-developed markets
11.0%
Corporate bonds World-developed markets
Government bonds World-emerging markets
8.0%
6.0%
31.12.2013
31.12.2012
Quoted
10.7%
11.1%
10.1%
1.2%
5.4%
Not
quoted
8.3%
–
–
–
–
Total
Quoted
19.0%
11.1%
10.1%
1.2%
5.4%
12.3%
12.2%
10.7%
–
5.8%
Not
quoted
9.0%
–
–
–
–
Total
21.3%
12.2%
10.7%
–
5.8%
Third-party debt instruments
43.0%
38.5%
8.3%
46.8%
41.0%
9.0%
50.0%
Equity shares Switzerland
5.0%
7.9%
Equity shares foreign developed markets
12.0%
14.2%
Equity shares foreign emerging markets
8.0%
5.9%
25.0%
28.0%
11.0%
4.0%
6.6%
3.7%
1.0%
–
4.0%
5.0%
7.0%
3.0%
1.3%
0.6%
–
3.5%
–
–
–
–
–
7.9%
8.2%
14.2%
13.9%
5.9%
5.9%
28.0%
28.0%
7.6%
3.7%
7.1%
4.6%
3.0%
4.8%
0.6%
5.5%
2.8%
1.8%
–
–
–
–
–
–
–
–
–
–
2.7%
2.4%
0.6%
8.2%
13.9%
5.9%
28.0%
7.1%
4.6%
11.7%
2.8%
4.5%
2.4%
0.6%
15.0%
10.3%
1.0%
11.3%
11.7%
Equity instruments
Real estate Switzerland
Real estate World
Real estate
Commodities
Private markets
Hedge Funds
Cash and cash equivalents and other investments
1.0%
–
5.5%
Cash and cash equivalents and
alternative investments
17.0%
4.9%
9.0%
13.9%
4.6%
5.7%
10.3%
Total plan assets
100.0%
81.7%
18.3%
100.0%
85.3%
14.7%
100.0%
The investment strategy pursues the goal of achieving the highest possible return on assets within
the framework of its risk tolerance and thus of generating income on a long-term basis in order
to meet all financial obligations. This is done through a broad diversification of risks over various
investment categories, markets, currencies and industry segments in both developed and emerg-
ing markets. The interest-rate duration of interest-bearing investments is 4.74 years (prior year:
4.97 years) and the average rating of these investments is A+. Within the overall portfolio, all
foreign-currency positions are hedged against the Swiss franc following a currency strategy to the
extent necessary to meet a pre-determined ratio. Illiquid investments constitute a low percentage
of total plan assets. Following this investment strategy, comPlan anticipates a target value for the
value fluctuation reserve of 15.7% (basis: 2013 financial year).
Plan assets include 2,013 shares of Swisscom Ltd with a fair value of CHF 6 million (prior year:
CHF 6 million). The effective return on plan assets in 2013 amounted to CHF 429 million (prior year:
CHF 604 million).
In 2014, Swisscom expects to make payments to the pension funds for ordinary employee contri-
butions totalling CHF 231 million (excluding payments for early retirements and changes to the
pension plan).
9
7
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8
7
1
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
C
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
c
e
h
t
o
t
s
e
t
o
N
Actuarial assumptions
Assumptions
Discount rate at 31 December
Expected rate of salary increases
Expected rate of pension increases
Interest on old age savings accounts
Longevity at age of 65 – men (number of years)
Longevity at age of 65 – women (number of years)
2013
2012
comPlan
Other plans
comPlan
Other plans
2.30%
2.24%
0.10%
2.30%
21.29
23.76
2.85%
2.19%
0.10%
2.30%
21.29
23.76
1.94%
2.24%
0.10%
1.50%
21.18
23.66
2.44%
2.06%
0.10%
1.50%
21.18
23.66
The discount rate is based upon CHF-denominated corporate bonds with a AA rating issued by
domestic and foreign issuers and quoted on the Swiss Exchange. Future growth factors for salaries
corresponds to a long-term historical average value which is specific to Swisscom. Growth in pen-
sions reflects comPlan’s ability to meet future pension increases based on the assumptions made.
Interest accruing on the retirement savings equates the discount rate. From 2012 on, Swisscom
applies the BVG2010 generation tables for life-expectancy assumptions. The change from period
tables to generation tables resulted in an actuarial loss of CHF 534 million in 2012.
Sensitivity analysis
In CHF million
Discount rate (change +/–0.5%)
Expected rate of salary increases (changes +/– 0.5%)
Expected rate of pension increases (change +0.5%; –0.1%)
Interest on old age savings accounts (change +/– 0.5%)
Longevity at age of 65 – (change +/–1 year)
Defined benefit obligations
Current service cost 1
Increase
Assumption
Decrase
Assumption
Increase
Assumption
Decrase
Assumption
(654)
55
577
98
111
752
(51)
(109)
(89)
(113)
(26)
5
19
7
3
31
(5)
(3)
(6)
(3)
1 The sensitivity refers to the current service cost recorded in personnel expense.
The sensitivity analysis takes into consideration the movement in pension-fund obligations as well
as current service costs in adjusting the actuarial assumptions by half a percentage point and a
year, respectively. In the process, only one of the assumptions is adjusted each time, the remain-
ing parameters remaining unchanged. In the sensitivity analysis in view of a negative movement
in pension increases, only a change of -0.1% was made as the reduction in pension benefits is not
possible.
11 Share-based payments
In CHF million
Share-based payments Management Incentive Plan
Other share-based payments
Total expense of share-based payments
Management Incentive Plan
2013
2012
2
4
6
2
4
6
The Management Incentive Plan is an equity-share plan for members of the Group Executive Board
and Board of Directors. A part of the remuneration and of the variable earnings-related compensa-
tion of the members of the Board of Directors as well as the Group Executive Board, respectively, is
settled in the form of Swisscom shares. The shares are allocated based on their tax values. The level
of the earnings-related compensation and the number of shares allocated are determined in the
subsequent business year once the financial statements are finalised. The shares allocated to the
members of the Group Executive Board are based on the variable earnings-related compensation
of the prior year as reported. The tax value per share amounts to CHF 371 (prior year: CHF 310). The
shares are subject to a retention period of three years from the grant date. The shares are vested
immediately upon delivery.
The allocation and cost of share-based payments to the members of the Board of Directors and of
the Group Executive Board may be analysed as follows:
Allocation 2013
Members of the Board of Directors
Members of the Group Executive Board 1
Total 2013
1 Allocation for the financial year 2012.
Allocation 2012
Members of the Board of Directors
Members of the Group Executive Board 1
Total 2012
1 Allocation for the financial year 2011.
Number
of allocated
shares
1,667
2,707
4,374
Number
of allocated
shares
1,927
2,844
4,771
Market
price
in CHF
442
442
442
Market
price
in CHF
361
361
361
Expense in
CHF million
0.7
1.2
1.9
Expense in
CHF million
0.7
1.0
1.7
Other share-based payments plans
As recognition for exceptional services rendered during the financial year, equity share premiums
may be awarded to a maximum of 10% of managerial employees and those employees covered
by the collective employment agreement. In 2013, 10,270 shares with a market price of CHF 442
per share were issued gratuitously and an expense of CHF 4 million was recorded. In the prior year,
10,692 shares with a market price of CHF 361 were issued gratuitously for exceptional services
rendered and an expense of CHF 4 million was recorded.
12 Other operating expense
In CHF million
Rental expense
Maintenance expense
Loss on disposal of property, plant and equipment
Energy costs
Information technology cost
Advertising and selling expenses
Dealer commissions
Consultancy expenses and freelance employees
Allowances for receivables
Administration expense
Miscellaneous operating expenses
Total other operating expense
2013
334
312
13
102
221
215
364
201
83
161
470
2012
307
288
7
111
213
248
365
205
70
170
412
2,476
2,396
1
8
1
|
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8
1
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t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
C
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
c
e
h
t
o
t
s
e
t
o
N
13 Capitalised costs of self-constructed assets and other income
In CHF million
Capitalised self-constructed assets
Gain on sale of property, plant and equipment
Income from employment company Worklink (personnel hire)
Miscellaneous income
Total capitalised self-constructed assets and other income
2013
256
16
4
112
388
2012
265
16
4
88
373
Capitalised costs of self-constructed assets include personnel costs for the production of technical
installations, the construction of network infrastructures and the development of software for
internal use.
14 Financial income and financial expense
In CHF million
Interest income on financial assets
Change in fair value of interest hedging instruments
Capitalised borrowing costs
Adjustment to dismantlement and restoration costs. See note 28.
Foreign exchange gains
Other financial income
Total financial income
Interest expense on financial liabilities
Change in fair value of interest hedging instruments
Interest expense on defined benefit obligations. See note 10.
Present-value adjustments on provisions
Foreign exchange losses
Other financial expense
Total financial expense
Financial income and financial expense, net
2013
8
30
15
21
5
2
81
(259)
–
(37)
(15)
–
(29)
(340)
(259)
2012
restated
14
–
14
–
–
1
29
(263)
(4)
(30)
(15)
(11)
(32)
(355)
(326)
The net interest expense on financial assets and financial liabilities is to be analysed as follows:
In CHF million
Interest income on cash and cash equivalents
Interest income on other financial assets
Total interest income on financial assets
Interest expense on bank loans, debenture bonds and private placements
Interest expense on finance lease liabilities
Interest expense on other financial liabilities
Total interest expense on financial liabilities
Total financial income and financial expense, net
2013
1
7
8
(214)
(41)
(4)
(259)
(251)
2012
1
13
14
(220)
(42)
(1)
(263)
(249)
15 Income taxes
Income tax expense
In CHF million
Current income tax expense
Adjustments recognised for current tax of prior periods
Deferred tax expense
Total income tax expense recognised in income statement
Thereof Switzerland
Thereof foreign countries
2013
322
(20)
32
334
354
(20)
2012
restated
318
19
81
418
431
(13)
In addition, other comprehensive income reflects income taxes of CHF 184 million (prior year: gain
of CHF 157 million) which may be analysed as follows:
In CHF million
Foreign currency translation adjustments of foreign subsidiaries
Actuarial gains and losses from defined benefit pension plans
Change in fair value of cash flow hedges
Gains and losses from cash flow hedges transferred to income statement
Total income tax expense recognised in other comprehensive income
Thereof Switzerland
Thereof foreign countries
2013
(14)
(169)
–
(1)
(184)
(184)
–
2012
restated
6
151
1
(1)
157
157
–
In prior years, valuation allowances on investments were recognised in the separate financial state-
ments of Group subsidiaries and were deducted for tax purposes. The 2013 impairment tests led
to valuation results in excess of the net carrying amount of investments. In order for these results
to be reflected in taxable profits, these recoveries in value must be sustainable. This is not the case
shortly after recognition of an impairment loss as a longer period is required in order that a recov-
ery in value can be corroborated. For this reason, no tax effects were recognised on the difference
between the valuation results and the net carrying amount of the investments in the separate
financial statements for 2013. Should the recoveries in value be classified as sustainable at some
point in the future, this could result in a cash outflow of up to CHF 260 million.
3
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a
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fi
d
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t
a
d
i
l
o
s
n
o
C
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
c
e
h
t
o
t
s
e
t
o
N
Analysis of income taxes
The applicable income tax rate for the purposes of the following analysis of income tax expense is
the weighted average income tax rate calculated on the basis of the operating companies of the
Group in Switzerland. The applicable income tax rate amounts to an unchanged 20.6%.
In CHF million
Income before income taxes in Switzerland
Income before income taxes foreign countries
lncome before income taxes
Applicable income tax rate
Income tax expense at the applicable income tax rate
Reconciliation to reported income tax expense
Effect of share of results of associates
Effect of tax rate changes on deferred taxes
Effect of use of different income tax rates in Switzerland
Effect of use of different income tax rates in foreign countries
Effect of non-recognition of tax loss carry-forwards
Effect of recognition and offset of tax loss carry-forwards not recognised in prior years
Effect of deferred tax assets written off
Effect of impairment losses on goodwill
Effect of exclusively tax-deductible expenses and income
Effect of non-taxable income and non-deductible expenses
Effect of income tax of prior periods
Total income tax expense
Effective income tax rate
2013
2,149
(120)
2,029
20.6%
418
(6)
(2)
(7)
(12)
9
(47)
4
5
(20)
8
(16)
334
2012
restated
2,364
(131)
2,233
20.6%
460
(7)
1
(7)
(16)
17
(21)
–
–
(27)
(1)
19
418
16.5%
18.7%
In 2012 and 2013, previously unrecognised tax loss carry-forwards arising from mergers of Group
companies were claimed for tax purposes. The positive impact on income-tax expense in 2013
amounted to CHF 21 million (prior year: CHF 19 million).
Deferred tax assets and liabilities
Movements in current tax assets and liabilities are to be analysed as follows:
In CHF million
Current income (tax assets) tax liabilities at 1 January, net
Recognised in income statement
Recognised in other comprehensive income
Income taxes paid in Switzerland
Income taxes paid in foreign countries
Additions from acquisition of subsidiaries
Interest on arrears
Current income tax liabilities (income tax assets) at 31 December, net
Thereof current income tax assets
Thereof current income tax liabilities
Thereof Switzerland
Thereof foreign country
2013
134
302
3
(307)
29
1
–
162
(22)
184
168
(6)
2012
(8)
337
–
(145)
(45)
–
(5)
134
(55)
189
163
(29)
Recognised deferred tax assets and liabilities are to be analysed as follows:
In CHF million
Trade and other receivables
Property, plant and equipment
Intangible assets
Defined benefit obligations
Tax loss carry-forwards
Other
Total tax assets (tax liabilities)
Thereof deferred tax assets
Thereof deferred tax liabilities
Thereof Switzerland
Thereof foreign countries
Assets
Liabilities
31.12.2013
Net
amount
Assets
Liabilities
31.12.2012
restated
Net
amount
22
41
–
268
203
85
619
(23)
(342)
(364)
–
–
(67)
(796)
(1)
(301)
(364)
268
203
18
(177)
279
(456)
(328)
151
43
45
–
419
165
100
772
(22)
(288)
(380)
–
–
(33)
(723)
21
(243)
(380)
419
165
67
49
285
(236)
(46)
95
Deferred tax assets and liabilities have changed as follows:
In CHF million
Trade and other receivables
Property, plant and equipment
Intangible assets
Defined benefit obligations
Tax loss carry-forwards
Other
Total
In CHF million
Trade and other receivables
Property, plant and equipment
Intangible assets
Defined benefit obligations
Tax loss carry-forwards
Other
Total
Balance at Recognised
in income
31.12.2012
statement
restated
Recognised
in other
compre-
hensive
income
21
(243)
(380)
419
165
67
49
(22)
(57)
32
16
36
(37)
(32)
–
–
–
(169)
–
(12)
(181)
Balance at Recognised
in income
31.12.2011
statement
restated
Recognised
in other
compre-
hensive
income
31
(167)
(407)
301
139
79
(24)
(10)
(76)
27
(32)
27
(17)
(81)
–
–
–
151
–
6
157
Change
in scope
of consoli-
Foreign
currency
translation
Balance at
dation adjustments 31.12.2013
–
(4)
(13)
2
–
–
(15)
–
3
(3)
–
2
–
2
(1)
(301)
(364)
268
203
18
(177)
Change
in scope
of consoli-
Foreign
currency
Balance at
translation 31.12.2012
restated
dation adjustments
–
–
(2)
–
–
–
(2)
–
–
2
(1)
(1)
(1)
(1)
21
(243)
(380)
419
165
67
49
Deferred tax assets relating to unused tax loss carry-forwards and to deductible temporary differ-
ences are recognised if it is probable that they can be offset against future taxable profits or exist-
ing temporary differences. At as 31 December 2013, various subsidiaries recognised deferred tax
assets on tax loss carry-forwards and other temporary differences totalling CHF 619 million (prior
year: CHF 772 million) since it was foreseeable that tax loss carry-forwards could be offset against
future taxable profits. Of this amount, tax loss carry-forwards and other temporary differences
of CHF 247 million (prior year: CHF 301 million) were recognised by subsidiaries reporting a loss in
2012 or 2013. On the basis of the approved business plans of these subsidiaries, Swisscom consid-
ers it probable that the tax loss carry-forwards and temporary differences can be offset against
future taxable profits.
5
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a
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a
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fi
d
e
t
a
d
i
l
o
s
n
o
C
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
c
e
h
t
o
t
s
e
t
o
N
Tax loss carry-forwards and other temporary differences for which no deferred tax assets were
recorded, expire as follows:
In CHF million
Expiring within 1 year
Expiring within 1 to 2 years
Expiring within 2 to 3 years
Expiring within 3 to 4 years
Expiring within 4 to 5 years
Expiring within 5 to 6 years
Expiring within 6 to 7 years
No expiration
Total unrecognised tax loss carry-forwards
Thereof Switzerland
Thereof foreign country
31.12.2013
31.12.2012
1
1
–
–
8
8
23
134
175
23
152
2
9
38
5
14
27
43
220
358
125
233
Deferred tax liabilities of CHF 6 million (prior year: CHF none) were recognised on the undistributed
earnings of subsidiaries as of 31 December 2013. Temporary differences of subsidiary and associ-
ated companies, on which no deferred income taxes were recognised as of 31 December 2013,
amounted to CHF 1,264 million (prior year: CHF 534 million).
16 Earnings per share
Undiluted earnings per share are calculated by dividing net income attributable to shareholders
of Swisscom Ltd by the weighted average number of shares outstanding. Treasury shares are not
counted in the number of outstanding shares.
In CHF million, except where indicated
Share of net income attributable to equity holders of Swisscom Ltd
Weighted average number of shares outstanding (number)
Basic and diluted earnings per share (in CHF)
2013
1,685
2012
restated
1,808
51,800,666
51,800,729
32.53
34.90
Swisscom has no share options and share subscription rights outstanding which could lead to a
dilution of earnings per share.
17 Cash and cash equivalents
In CHF million
Cash and sight balances
Total cash and cash equivalents
31.12.2013
31.12.2012
723
723
538
538
As in the prior year, Swisscom had no term deposits outstanding in 2013.
18 Trade and other receivables
In CHF million
Billed revenue
Accrued revenue
Allowances
Total trade receivables, net
Accruals from international roaming traffic
Receivables from collection activities
Receivables from construction contracts
Other receivables
Allowances
Total other receivables, net
Total trade and other payables
31.12.2013
31.12.2012
restated
2,321
206
(164)
2,363
91
26
30
22
(16)
153
2,516
2,483
186
(209)
2,460
140
24
30
19
(15)
198
2,658
All trade and other receivables are due within one year. Trade receivables are the object of active
credit risk management which focuses on the assessment of country risks, on-going review of
credit risks and the monitoring of the receivables. Credit-risk concentrations in Swisscom are mini-
mised due to the large number of customers and their geographical spread. Risks are monitored by
country.
The geographical distribution of trade receivables is as follows:
In CHF million
Switzerland
Italy
Other countries
Total billed and accrued revenue
Switzerland
Italy
Other countries
Total allowance for receivables
Total trade receivables, net
31.12.2013
31.12.2012
1,701
809
17
2,527
(45)
(118)
(1)
(164)
2,363
1,635
1,017
17
2,669
(45)
(164)
–
(209)
2,460
Analysis of maturity and allowances
The due dates of trade receivables as well as the related allowances are to be analysed as follows:
In CHF million
Not overdue
Past due up to 3 months
Past due 4 to 6 months
Past due 7 to 12 months
Past due over 1 year
Total
Gross
amount
1,733
400
80
92
222
2,527
31.12.2013
Allowance
(8)
(6)
(4)
(15)
(131)
(164)
Gross
amount
1,683
427
84
180
295
2,669
31.12.2012
Allowance
(7)
(5)
(3)
(18)
(176)
(209)
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8
1
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t
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e
m
e
t
a
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s
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a
i
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a
n
fi
d
e
t
a
d
i
l
o
s
n
o
C
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
c
e
h
t
o
t
s
e
t
o
N
The table below presents the changes in allowances for trade and other receivables.
In CHF million
Balance at 31 December 2011
Additions to allowances
Write-off of irrecoverable receivables subject to allowance
Release of unused allowances
Foreign currency translation adjustments
Balance at 31 December 2012
Additions to allowances
Write-off of irrecoverable receivables subject to allowance
Release of unused allowances
Foreign currency translation adjustments
Balance at 31 December 2013
Construction contracts
Trade
receivables
Other
receivables
249
78
(107)
(9)
(2)
209
88
(131)
(5)
3
164
12
3
–
–
–
15
1
–
–
–
16
Information on uncompleted construction contracts as of the balance sheet date is as follows:
In CHF million
Contract costs of current projects
Recognised gains less losses
Contract costs including share of gains and losses, net
Less progress billings
Total net receivables from construction contracts
Thereof receivables from construction contracts
Thereof liabilities from construction contracts
Advance payments received
2013
108
3
111
(84)
27
29
(2)
61
2012
117
8
125
(100)
25
30
(5)
41
In 2013, construction contracts generated net revenues of CHF 295 million (prior year: CHF 290
million).
19 Other financial assets
In CHF million
Balance at 31 December 2011
Additions
Disposals
Change in fair value recognised in income statement
210
5
(38)
–
Foreign currency translation adjustments recognised in income statement
(4)
Balance at 31 December 2012
Additions
Disposals
Change in fair value recognised in income statement
Change in fair value recognised in equity
173
161
(25)
–
–
Foreign currency translation adjustments recognised in income statement
(4)
Balance at 31 December 2013
Thereof other current financial assets
Thereof other non-current financial assets
305
156
149
Loans and
receivables
Available-
for-sale
Derivative
financial
instruments
31
11
(1)
–
–
41
4
(3)
–
1
(1)
42
4
38
28
–
–
(5)
–
23
–
(20)
3
–
–
6
–
6
Total
269
16
(39)
(5)
(4)
237
165
(48)
3
1
(5)
353
160
193
Loans and receivables
As of 31 December 2013, term deposits totalled CHF 156 million (prior year: CHF 6 million). As of
31 December 2013, financial assets in the amount of CHF 135 million were not freely available.
These assets serve as security for bank loans.
Available-for-sale financial assets
Available-for-sale financial assets primarily include financial investments in equity instruments. As
a general rule, shares not quoted on stock exchanges are recorded at cost since their fair value can-
not be reliably determined. As of 31 December 2013, the carrying amount of investments in shares
recorded at cost totalled CHF 21 million (prior year: CHF 20 million).
Derivative financial instruments
As at 31 December 2013, derivative financial instruments with a positive market value of CHF 6 mil-
lion were recognised (prior year: CHF 23 million). Derivative financial instruments include foreign-
currency swaps and interest-rate swaps. In the prior year, options relating to company acquisitions
with a fair value of CHF 23 million were recorded. See Note 33.
9
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t
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a
d
i
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t
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N
20 Inventories
In CHF million
Raw material and supplies
Customer premises equipment and merchandise
Finished and semi-finished goods
Total inventories, gross
Allowances on inventories
Total inventories, net
31.12.2013
31.12.2012
6
147
6
159
(7)
152
5
157
4
166
(6)
160
In 2013, inventory-related costs amounting to CHF 1,046 million (prior year: CHF 1,061 million)
were recorded under the cost of goods and services purchased.
21 Other non-financial assets
In CHF million
Prepaid expenses
Value-added taxes receivable
Advance payments made
Other assets
Total other current non-financial assets
Prepaid expenses
Other assets
Total other non-current non-financial assets
31.12.2013
31.12.2012
148
14
29
19
210
12
45
57
119
48
28
25
220
3
39
42
22 Non-current assets held for sale
Non-current assets held for sale include real estate from the segment Other Operating Segments
in an amount of CHF 13 million (prior year: CHF 1 million). Disposal is anticipated within the next
twelve months. In 2013, non-current assets held for sale were sold for a total of CHF 5 million (prior
year: CHF 12 million). A gain on disposal of CHF 4 million (prior year: CHF 9 million) was recorded as
other income.
23 Property, plant and equipment
Land,
buildings and
leasehold
improvements
Technical
installations
Other
assets
Advances made
and assets
under
construction
In CHF million
Acquisition costs
Balance at 31 December 2011
Additions
Disposals
Additions from acquisition of subsidiaries
Adjustment to dismantlement and restoration costs
Reclassifications to non-current assets held for sale
Other reclassifications
Foreign currency translation adjustments
Balance at 31 December 2012
Additions
Disposals
Additions from acquisition of subsidiaries
Adjustment to dismantlement and restoration costs
Reclassifications to non-current assets held for sale
Other reclassifications
Foreign currency translation adjustments
2,974
6
(101)
5
–
(19)
8
(1)
2,872
11
(26)
2
–
(39)
12
–
23,547
1,091
(235)
–
(45)
–
237
(23)
24,572
1,318
(816)
–
(32)
–
135
58
3,216
223
(195)
1
3
–
72
–
3,320
219
(288)
30
13
–
109
–
Balance at 31 December 2013
2,832
25,235
3,403
Accumulated depreciation and impairment losses
Balance at 31 December 2011
Depreciation
Disposals
Reclassifications to non-current assets held for sale
Other reclassifications
Foreign currency translation adjustments
Balance at 31 December 2012
Depreciation
Disposals
Reclassifications to non-current assets held for sale
Foreign currency translation adjustments
2,131
29
(98)
(16)
–
–
2,046
29
(21)
(26)
–
17,746
1,016
(232)
–
(2)
(7)
18,521
1,047
(815)
–
25
2,228
259
(188)
–
(2)
–
2,297
263
(281)
–
–
Balance at 31 December 2013
2,028
18,778
2,279
590
382
–
–
–
–
(323)
–
649
379
–
–
–
–
(257)
–
771
–
–
–
–
–
–
–
–
–
–
–
–
Total
30,327
1,702
(531)
6
(42)
(19)
(6)
(24)
31,413
1,927
(1,130)
32
(19)
(39)
(1)
58
32,241
22,105
1,304
(518)
(16)
(4)
(7)
22,864
1,339
(1,117)
(26)
25
23,085
9,156
8,549
8,222
Net carrying amount
Net carrying amount at 31 December 2013
Net carrying amount at 31 December 2012
Net carrying amount at 31 December 2011
804
826
843
6,457
6,051
5,801
1,124
1,023
988
771
649
590
In 2013, borrowing costs amounting to CHF 15 million were capitalised (prior year: CHF 14 million).
The average interest rate used for the capitalisation of borrowing costs was 2.5% (prior year: 2.5%).
As of 31 December 2013, the carrying amount of property, plant and equipment acquired under
finance leases amounted to CHF 524 million (prior year: CHF 542 million). See Note 28 for further
information on the adjustments to the costs of dismantling and restoration.
1
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N
24 Goodwill and other intangible assets
In CHF million
Acquisition costs
Internally
generated
software
Goodwill
Purchased
Customer
software relationships
Brands
Other
intangible
assets
Total
Balance at 31 December 2011
6,227
1,167
1,544
1,095
268
Additions
Disposals
Reclassifications
Additions from acquisition of subsidiaries
–
–
–
3
Foreign-currency translation adjustments
(20)
88
(107)
69
3
(2)
167
(60)
46
–
(4)
–
(7)
–
9
(8)
–
–
–
–
(2)
Balance at 31 December 2012
6,210
1,218
1,693
1,089
266
Additions
Disposals
Reclassifications
Additions from acquisition of subsidiaries
Foreign-currency translation adjustments
–
–
–
159
38
127
(349)
137
2
2
196
(143)
52
–
15
–
(21)
–
51
18
–
–
–
7
5
473
626
(12)
(109)
–
–
978
220
(55)
(188)
6
1
10,774
881
(186)
6
15
(36)
11,454
543
(568)
1
225
79
Balance at 31 December 2013
6,407
1,137
1,813
1,137
278
962
11,734
Accumulated amortisation and impairment losses
Balance at 31 December 2011
1,563
Amortisation
Disposals
Reclassifications
Foreign-currency translation adjustments
Balance at 31 December 2012
Amortisation
Impairment losses
Disposals
Foreign-currency translation adjustments
–
–
–
(15)
1,548
–
23
–
27
769
175
(107)
2
(1)
838
202
1
(347)
2
1,044
260
(60)
2
(3)
1,243
230
1
(142)
11
Balance at 31 December 2013
1,598
696
1,343
Net carrying amount
Net carrying amount at 31 December 2013
Net carrying amount at 31 December 2012
Net carrying amount at 31 December 2011
4,809
4,662
4,664
441
380
398
470
450
500
583
125
(7)
–
(4)
697
130
–
(21)
11
817
320
392
512
123
26
–
–
(1)
148
28
–
–
3
149
60
(12)
–
–
4,231
646
(186)
4
(24)
197
4,671
88
2
(49)
1
678
27
(559)
55
179
239
4,872
99
118
145
723
781
324
6,862
6,783
6,543
As of 31 December 2013, other intangible assets included advance payments and uncompleted
development projects of CHF 190 million (prior year: CHF 223 million). Apart from goodwill, there
are no intangible assets with indefinite useful lives. As of 31 December 2013, accumulated impair-
ment losses on goodwill of CHF 1,598 million were recorded. Goodwill arising from investments in
associates is classified as part of the investments in associates.
Auctioning of mobile phone frequencies
The GSM and UMTS licences of Swisscom Switzerland expire at the end of 2013 and 2016, respec-
tively. In November 2010, the Federal Communication Committee (ComCom) delegated to the
Federal Office for Communication (Bakom) the task of granting all currently available licenses as
well as those which have or will become available at the end of 2013 and 2016, respectively. In the
first quarter of 2012, as part of the licence granting process, all mobile phone frequencies were
auctioned off with a uniform duration ending in 2028. Swisscom successfully participated in the
auction and acquired thereby mobile phone frequencies for a total value of CHF 360 million which
were recognised as other intangible assets. Settlement was made in the third quarter of 2012.
Goodwill impairment testing
Goodwill is allocated to the cash-generating units of Swisscom according to their business activities.
Goodwill acquired in a business combination is allocated to each cash-generating unit expected to
benefit from the synergies of the business combination. The allocation of the goodwill to the cash-
generating units is as follows:
In CHF million
Residential Customers
Small and Medium-Sized Enterprises
Corporate Business
Wholesale
Cash-generating units of Swisscom Switzerland
Fastweb
Other cash-generating units
Total goodwill
31.12.2013
31.12.2012
2,630
656
734
45
4,065
604
140
4,809
2,495
656
734
45
3,930
594
138
4,662
Goodwill was tested for impairment in the fourth quarter of 2013 after the business planning
had been completed. The recoverable amount of a cash-generating unit is determined based on
its value in use, using the discounted cash flow (DCF) method. The projected cash flows are esti-
mated on the basis of the business plans approved by management in general covering a three-
year period. A planning horizon of five years is used for the impairment test of Fastweb. For the
free cash flows extending beyond the detailed planning period, a terminal value was computed by
capitalising the normalised cash flows using a constant growth rate. The growth rates applied are
those customarily assumed for the country or market. The key assumptions underlying the calcula-
tions are as follows:
Disclosures in %
Residential Customers
Small and Medium-Sized Enterprises
Corporate Business
Wholesale
Fastweb
2013
2012
WACC
pre-tax
WACC
Long-term
post-tax growth rate
WACC
pre-tax
WACC
Long-term
post-tax growth rate
7.56
7.44
7.78
7.35
10.90
5.09
5.09
5.09
5.09
8.00
0
0
0
0
7.33
7.32
7.47
7.31
1.0
10.34
4.63
4.63
4.63
4.63
7.60
(1.0)
(1.1)
(0.9)
(1.2)
1.0
Other cash-generating units
6.3–11.9
5.2–9.7
0–1.5 6.9–11.8
5.7–9.7
0–1.5
The application of pre- or post-tax discount rates (WACC pre-tax and WACC post-tax) results in the
same value in use. The discount rates used take into consideration the specific risks relating to the
cash-generating unit being considered. The projected cash flows and management assumptions
are corroborated by external sources of information. The approach taken and assumptions made
for the impairment tests of Swisscom Switzerland and Fastweb are presented below.
Swisscom Switzerland
The cash-generating units of Swisscom Switzerland are the operating segments Residential Cus-
tomers, Small- and Medium-Sized Enterprises, Corporate Business and Wholesale. The impairment
test of goodwill is conducted on these cash-generating units. The recoverable amount was deter-
mined based on the value in use using the discounted cash flow (DCF) method. The forecast of
future cash flows is based upon the three-year business plan approved by management. For the
free cash flows extending beyond the detailed planning period, a long-term growth of zero was
assumed (prior year: -1.2% to -0.9%). The change from the prior year is a result of structural changes
in the telecommunications sector leading to improved growth prospects. As of the measurement
date, the recoverable amount at all cash-generating units, based on their value in use, was higher
3
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than the carrying amount relevant for the impairment test. Swisscom is of the opinion that none
of the anticipated changes in key assumptions which can be reasonably expected would cause the
carrying amount of the cash-generating units to exceed the recoverable amount.
Fastweb
The impairment test in Fastweb was undertaken in the fourth quarter of 2013. The recoverable
amount was determined on the basis of the value in use using the discounted cash flow method.
The basis for projecting future cash flows is the business plan prepared by management for the
five years 2014 to 2018. This plan takes into consideration historical empirical values and manage-
ment’s expectations regarding the future development of the relevant market. The impairment
test took into account the following assumptions:
Assumptions
Description
Average annual growth in revenue during
the detailed planning period
Projected EBITDA margin
(EBITDA as % of net revenue)
Projected capital expenditure rate
(capex as % of net revenue)
Post-tax discount rate
Long-term growth rate
In the business plan, an average annual growth in revenue of 4.1%
is expected for the detailed planning period up to 2018.
In the prior year, an average annual growth in revenue of 3.6%
had been expected for the detailed planning period 2013–2017.
The projected EBITDA margin in 2018 is 41%.
In the previous year, an EBITDA margin of 36% was assumed.
In the period up to 2018, it is anticipated that capital expenditure in relation to
net Revenue will decline to less than 17% (prior year: 16%) as a high Level
of capital expenditure in the Network infrastructure has already been made.
The post-tax discount rate is 8.00% (prior year: 7.60%) and
the related pre-tax discount rate is 10.90% (prior year: 10.34%).
The discount rate is calculated using the Capital Asset Pricing Model (CAPM).
This latter comprises the weighted cost of own equity and of external borrowing
costs. The risk free interest rate on which the discount rate is based on,
is derived from ten-year bonds issued by the German government with
a Zero interest rate. A premium for the country risk of Italy is then added.
The normalised free cash flows in the terminal value were capitalised with a
constant growth rate of 1.0% as in the prior year. The growth rate employed
corresponds to that customarily used for the Country and market based upon
experience values as well as future projections and which are corroborated
by external information sources. The growth rate employed does not exceed
the long-term average growth rate customarily used for the country and market.
As of the date of the impairment test, no impairment of goodwill resulted. The recoverable amount
exceeded the carrying amount by EUR 1,176 million (CHF 1,446 million). The following changes in
material assumptions lead to a situation where the value in use equals the carrying amount:
Average annual growth rate through 2018 with the same EBITDA margin as in the business plan
Projected EBITDA margin 2018
Capital expenditure rate 2018
Post-tax discount rate
Long-term growth rate
Assumptions
Sensitivity
4.1%
41%
17%
8.00%
1.0%
0.4%
33%
23%
10.53%
–2.5%
25 Investments in associates
In CHF million
Balance at 1 January
Additions
Disposals
Dividends
Share of net results
Share of equity transactions
Foreign currency translation adjustments
Balance at 31 December
2013
268
1
(105)
(43)
30
–
2
153
2012
233
49
–
(38)
32
(7)
(1)
268
The most significant participations classified as associates are LTV Yellow Pages, Cinetrade and
Belgacom International Carrier Services. Dividends received totalling CHF 43 million (prior year:
CHF 38 million) are attributable mainly to the dividends paid by LTV Yellow Pages, Cinetrade and
Belgacom International Carrier Services.
In 2013, Swisscom increased its shareholding in Cinetrade from 49% to 75%. As of the acquisition
date, there was a difference between the carrying value of Cinetrade and the fair value of the net
assets acquired of CHF 2 million, which was recognised as other financial income. On 21 March
2012, Swisscom acquired an 11.1% minority shareholding in the Italian company Metroweb for
a purchase price of EUR 37 million (CHF 45 million). Metroweb is the operator of the largest glass
fibre network in Milan and Lombardy. Through its representation on the Board of Directors of the
company, inter alia, Swisscom can exercise a significant influence over Metroweb. For this reason,
Metroweb is reflected in the consolidated financial statements of Swisscom as an associated com-
pany.
The following table provides selected summarised key financial data of the associates:
In CHF million
Income statement
Net revenue
Operating expense
Operating income
Net income
Balance sheet at 31 December
Current assets
Non-current assets
Current liabilities
Non-current liabilities
Equity
2013
2012
2,328
(2,174)
154
119
972
988
(876)
(352)
732
2,354
(2,170)
184
153
993
382
(858)
(48)
469
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t
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e
m
e
t
a
t
s
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a
i
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a
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fi
d
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a
d
i
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o
s
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o
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h
t
o
t
s
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t
o
N
26 Financial liabilities
In CHF million
Bank loans
Debenture bonds
Private placements
Finance lease liabilities
Other interest-bearing financial liabilities
Derivative financial instruments. See Note 33.
Other non-interest-bearing financial liabilities
Total current financial liabilities
Bank loans
Debenture bonds
Private placements
Finance lease liabilities
Other interest-bearing financial liabilities
Derivative financial instruments. See Note 33.
Other non-interest-bearing financial liabilities
Total non-current financial liabilities
Total financial liabilities
Bank loans and credit limit
In CHF million
Bank loans in CHF variable interest-bearing
Bank loans in CHF variable interest-bearing
Bank loans in CHF variable interest-bearing
Bank loans in EUR variable interest-bearing
Bank loans in EUR variable interest-bearing
Bank loans in USD fixed interest-bearing
Bank loans in USD fixed interest-bearing
Total
31.12.2013
31.12.2012
8
1,324
206
13
2
76
27
1,656
1,345
4,184
920
642
2
51
23
7,167
8,823
196
631
131
7
8
75
5
1,053
973
4,824
1,121
632
3
161
16
7,730
8,783
Due within
Par value
in CHF
31.12.2013
31.12.2012
Carrying amount
2013
2016
2017
2015
2020
2013
2028
150
300
130
430
368
38
85
–
300
130
430
368
–
125
1,353
150
300
130
422
–
38
129
1,169
In 2013, Swisscom took up bank loans in EUR. The newly taken up bank loan of EUR 300 million (CHF
368 million) carries variable interest rates and has a seven-year term. The EUR 300 million financing
was designated for hedge accounting of net investments in foreign operations. During the finan-
cial year, Swisscom repaid maturing bank loans amounting to CHF 150 million. As of 31 Decem-
ber 2013, no transaction costs were recognised in connection with the bank loans, as in the prior
year. The effective interest rate of the CHF denominated bank loans is 0.63%. For the bank loans in
USD and EUR, the rate is 4.62% and 0.53%, respectively. A portion of the EUR-denominated bank
loans totalling EUR 350 million was swapped into variable CHF financing through foreign-currency
swaps. The bank loans may become due for immediate repayment if the shareholding of the Swiss
Confederation in the capital of Swisscom falls below one third or if another shareholder can exer-
cise control over Swisscom.
Swisscom has a confirmed bank line of credit amounting to CHF 100 million maturing in 2016 and a
further confirmed line of credit of CHF 2,000 million from banks maturing in 2018. As of 31 Decem-
ber 2013, these lines of credit had not been drawn down, as in the prior year.
Debenture bonds
In CHF million
Debenture bond in CHF
Debenture bond in CHF
Debenture bond in CHF
Debenture bond in CHF
Debenture bond in CHF
Debenture bond in CHF
Debenture bond in CHF
Debenture bond in EUR
Total
Maturity years
2007–2013
2007–2017
2008–2015
2009–2014
2009–2018
2010–2022
2012–2024
2013–2020
Par value
in CHF
Nominal
interest rate
31.12.2013
31.12.2012
Carrying amount
550
600
500
1,250
1,500
500
500
614
3.50%
3.75%
4.00%
3.50%
3.25%
2.63%
1.75%
2.00%
–
610
505
1,282
1,502
497
503
609
560
611
504
1,280
1,500
497
503
–
5,508
5,455
In 2013, Swisscom took up a debenture bond in an amount of EUR 500 million (CHF 614 million).
The coupon rate was 2.00% with a term of seven years. The debenture bond was issued by Lunar
Funding V, an independent Irish multi purpose vehicle. It is secured by a loan note from Lunar V to
Swisscom in the same amount. The amount taken up was applied to refinance existing financial
loans. The EUR 500 million financing was designated for hedge accounting of net investments in
foreign operations. During the current financial year, Swisscom repaid a debenture bond totalling
CHF 550 million upon maturity. In the prior year, Swisscom took up a debenture bond totalling
CHF 500 million and redeemed a debenture bond totalling CHF 250 million upon maturity. The
effective interest rate on the Swiss-franc denominated debenture bonds is 3.22% and 2.15% for
those denominated in EUR. The investors are entitled to sell the debentures back to Swisscom and/
or Lunar V if a shareholder other than the Swiss Confederation gains a majority share in Swisscom
and at the same time, the company’s rating falls below BBB–/Baa3.
Private placements
In CHF million
Private placements in CHF domestic
Private placements in CHF abroad
Private placements in CHF abroad
Private placements in CHF abroad
Private placements in EUR abroad
Private placements in EUR abroad
Total
Due within
Par value
in CHF
31.12.2013
31.12.2012
Carrying amount
2016
2017
2018
2019
2013
2014
350
250
72
278
131
205
350
243
68
260
–
205
350
242
67
258
131
204
1,126
1,252
Swisscom repaid private placements amounting to EUR 108 million (CHF 133 million) in 2013 and
in the prior year, a private placement totalling CHF 150 million. The interest rate risk of private
placements maturing in 2016 is hedged with interest-rate swaps and was designated as cash flow
hedges for hedge accounting purposes. The duration of the hedges is identical to the duration of
the hedged private placements. The total EUR-denominated private placement was swapped to
variable CHF financing using foreign currency swaps. The swap of fixed interest-bearing EUR financ-
ing into variable CHF financing was designated as a fair value hedge. As in the prior year, no transac-
tion costs were recorded as of 31 December 2013 in connection with the private placements. The
effective interest rate on the private placements in CHF is 1.67%. For the EUR-denominated private
placements, the rate is 0.72%. The CHF private placements of CHF 600 million maturing in 2017
through 2019 may become due for immediate repayment if the shareholding of the Swiss Confed-
eration in the capital of Swisscom falls below 35% or if another shareholder can exercise control
over Swisscom. The investors in the remaining private placements are entitled to resell their invest-
ments to Swisscom should the Swiss Confederation permanently give up its majority shareholding
in Swisscom.
7
9
1
|
6
9
1
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
C
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
c
e
h
t
o
t
s
e
t
o
N
Liabilities arising from finance leases
Swisscom concluded two agreements in 2001 for the sale of real estate. At the same time, Swisscom
entered into long-term agreements to lease back part of the real estate sold which, in part, qualify
as finance leases. The gain realised on real estate classified as finance leases was deferred. As of
31 December 2013, the deferred gains totalled CHF 183 million (prior year: CHF 187 million). The
deferred gains are released to other income over the term of the individual leases. In 2013, CHF 4
million (prior year: CHF 4 million) of the deferred gains was released. The effective interest rate of
the finance lease liabilities was 6.5%. The minimum lease payments and financial liabilities relating
to these leaseback agreements are set out in the following table:
In CHF million
Within 1 year
Within 1 to 2 years
Within 2 to 3 years
Within 3 to 4 years
Within 4 to 5 years
After 5 years
Total future minimum lease payments
Less future financing costs
Total finance lease liabilities
Thereof current finance lease liabilities
Thereof non-current finance lease liabilities
31.12.2013
31.12.2012
54
54
53
48
48
1,564
1,821
(1,166)
655
13
642
48
47
47
47
47
1,611
1,847
(1,208)
639
7
632
The future payments of the liabilities arising under finance leases, expressed in terms of their
present value, as of 31 December 2012 and 2013 were as follows:
In CHF million
Within 1 year
Within 1 to 2 years
Within 2 to 3 years
Within 3 to 4 years
Within 4 to 5 years
After 5 years
Total present value of finance lease liabilities
31.12.2013
31.12.2012
13
14
13
9
8
598
655
7
6
7
7
7
605
639
In addition, operating lease arrangements exist for miscellaneous real estate with terms of 1 to
25 years. See note 35. In 2013, conditional rental payments of CHF 4 million were recorded as rental
expense (prior year: CHF 4 million).
27 Trade and other payables
In CHF million
Supplier invoices received
Goods and services received not yet invoiced
Total trade payables
Accruals from international roaming traffic
Liabilities from collection activities
Liabilities from construction contracts
Miscellaneous liabilities
Total other liabilities
Total trade and other payables
31.12.2013
31.12.2012
1,082
503
1,585
33
23
2
227
285
1,284
423
1,707
21
22
5
238
286
1,870
1,993
28 Provisions
In CHF million
Balance at 31 December 2011
Additions to provisions
Present-value adjustments
Release of unused provisions
Use of provisions
Foreign currency translation adjustments
Balance at 31 December 2012
Additions to provisions
Present-value adjustments
Release of unused provisions
Use of provisions
Balance at 31 December 2013
Thereof current provisions
Thereof non-current provisions
Termination
benefits
Dismantlement
and restoration
costs
Regulatory
proceedings
10
74
–
(8)
(10)
–
66
31
–
(31)
(21)
45
40
5
549
4
9
(49)
(1)
–
512
57
13
(100)
(1)
481
–
481
131
22
3
(3)
(49)
–
104
13
2
–
(1)
118
22
96
Other
213
33
3
(27)
(63)
(1)
158
46
–
(17)
(32)
155
70
85
Total
903
133
15
(87)
(123)
(1)
840
147
15
(148)
(55)
799
132
667
Provisions for termination benefits
In 2013, Swisscom recognised provisions of CHF 31 million for personnel reduction costs. This is
primarily the result of the new organisation announced in November 2013 of the segments Enter-
prise Customers and Swisscom IT Services, which, as from 1 January 2014, were merged into a new
business segment Enterprise Customers. On 31 October 2012, Swisscom announced a personnel
reduction plan involving some 400 positions as part of an efficiency programme with the objective
of securing the Group’s competitiveness. The costs for this personnel reduction plan were esti-
mated at CHF 50 million which was recognised in the fourth quarter of 2012. For further informa-
tion see Note 9.
Provisions for dismantling and restoration costs
The provisions for dismantling and restoration costs relate to the dismantling of telecommunica-
tion installations and transmitter stations and the restoration to its original state of the land owned
by third parties on which they are located. In 2013, as a result of new location and expansion strat-
egies, the costs of dismantling and restoration were subjected to review as a result of which the
provisions for dismantling and restoring telecommunication installations following reassessment
were increased by CHF 57 million. As regards transmitter stations, the reassessment resulted in a
decrease of provisions by CHF 79 million. The provisions are computed by reference to estimates
of future dismantling costs and are discounted using an average interest rate of 2.79% (prior year:
1.63%). The effect of using different interest rates amounted to CHF 21 million (prior year: CHF 18
million). In 2013, adjustments in the total amount of CHF 19 million (prior year: CHF 42 million) were
recorded under the dismantling costs capitalised as part of property, plant and equipment and
CHF 23 million (prior year: CHF 4 million) was recognised in the income statement. The non-current
portion of the provisions is expected to be settled after 2020.
Provisions for regulatory proceedings
In accordance with the revised Telecommunications Act, Swisscom provides interconnection
services and other access services to other telecommunication service providers in Switzerland.
In previous years, several telecommunication service providers demanded from the Federal
Communications Commission (ComCom) a reduction in the prices charged to them by Swisscom.
As a result of legal assessments, Swisscom raised provisions in prior years. The provisions recog-
nised in 2012 consolidated financial statements have not changed materially during the current
9
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8
9
1
s
t
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m
e
t
a
t
s
l
a
i
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a
n
fi
d
e
t
a
d
i
l
o
s
n
o
C
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
c
e
h
t
o
t
s
e
t
o
N
financial year. As of 31 December 2013, the provisions relating to the proceedings for intercon-
nection and other access services of Swisscom (Switzerland) Ltd amounted to CHF 118 million.
Settlements made in 2013 amounted to CHF 1 million. Settlements of the remaining claims are
dependent upon the date on which legally binding rulings and decisions are issued.
Other provisions
Other provisions include provisions for environmental, contractual and tax risks, as well as provi-
sions for insurance claims. The non-current portion of the provisions will most likely be settled
between 2015 and 2017.
29 Contingent liabilities
Proceedings conducted by the Competition Commission
The Competition Commission (ComCo) is currently investigating a number of companies in the
Swisscom Group. The investigation into the relationship of ADSL wholesale prices to the ADSL retail
prices is described below. If it is proven that Swisscom has infringed the rules of fair competition,
ComCo is entitled to impose sanctions pursuant to the Anti-Trust Law. This sanction depends on
the length and severity and nature of the violation and may amount to up to 10% of the revenue
generated by the company in question in the relevant markets in Switzerland over the last three
financial years.
On 20 October 2005, ComCo launched an investigation into Swisscom Ltd and Swisscom (Switzer-
land) Ltd into abuse of a dominant market position. The object of the investigation is the question
whether Swisscom has set the prices for ADSL pre-services for Internet service providers at such a
high level that no scope remains for these providers for an adequate profit margin in relation to the
end-customer prices charged by Swisscom itself (price squeezing). Swisscom contests the allega-
tion of market dominance and refutes the accusation of price squeezing. It is of the opinion that
the prices for its ADSL pre-services leave its ADSL competitors enough room for a reasonable profit
margin. With its decision of 5 November 2009, ComCo sanctioned Swisscom for abuse of a market-
dominant position in the case of ADSL services and levied a fine of CHF 220 million. Swisscom
appealed against the ruling at the Federal Administrative Court on 7 December 2009. On the basis
of a legal opinion, Swisscom concludes that, from the present-day perspective, it is not probable
that a court of final appeal will levy sanctions. It thus has raised no provisions in the consolidated
financial statements as of 31 December 2012 and 2013. In the event of a legally binding decision
on abuse, claims could be asserted against Swisscom under civil law. Swisscom considers it unlikely
that such civil claims can be enforced.
Regulatory proceedings
Swisscom provides interconnection and other access services for other telecommunication service
providers in Switzerland in accordance with the revised Swiss Federal Telecommunications Act
(TCA). Other access proceedings in accordance with the revised TCA are pending with ComCom
and the Federal Administrative Court.
Other contingent liabilities
In the second quarter of 2012, one competitor of Fastweb lodged a complaint against Fastweb in
connection with the invitation to tender for large customer contracts. Based upon a legal opinion,
Swisscom concluded that an outflow of resources as a result of the complaint is not probable.
Accordingly, no provision was established. In the first quarter of 2013, an out-of-court settlement
was reached and the complaint by the competitor of Fastweb was withdrawn.
30 Other non-financial liabilities
In CHF million
Deferred revenue
Value-added taxes payable
Advance payments received
Other current non-financial liabilities
Total other current non-financial liabilities
Deferred gain on sale and leaseback of real estate
Other non-current non-financial liabilities
Total other non-current non-financial liabilities
31.12.2013
31.12.2012
375
128
126
130
759
183
127
310
338
117
56
132
643
187
100
287
Deferred revenues mainly comprise deferred payments for prepaid cards and prepaid subscription
fees. The release of the deferred gain from the sale and leaseback of real estate is recorded in the
income statement under other income over the lease term. See Notes 13 and 26.
31 Additional information concerning equity
Share capital and treasury shares
As of 31 December 2013, the total number of shares issued remained unchanged from the prior
year at 51,801,943 shares. All shares have a par value of CHF 1 and are fully paid up. Each share enti-
tles the holder to one vote. Shares with a market value aggregating CHF 6 million (prior year: CHF 6
million) were allocated for share-based compensation plans. See Note 11. The holdings of treasury
shares have changed as follows:
Balance at 31 December 2011
Purchases on the market
Allocated for share-based compensation
Balance at 31 December 2012
Purchases on the market
Allocated for share-based compensation
Balance at 31 December 2013
Number
435
15,500
(15,489)
446
15,000
(14,644)
802
Average price
in CHF
In CHF million
404
361
361
361
435
442
435
–
6
(6)
–
6
(6)
–
After deducting 802 treasury shares (prior year: 446 shares), the balance of shares outstanding as
at 31 December 2013 totalled 51,801,141 (prior year: 51,801,497 shares).
1
0
2
|
0
0
2
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
C
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
c
e
h
t
o
t
s
e
t
o
N
Other reserves
In CHF million
Balance at 31 December 2011
Foreign currency translation adjustments of foreign subsidiaries
Gains and losses from available-for-sale
financial assets transferred to income statement
Change in fair value of cash flow hedges
Fair value losses of cash flow hedges transferred to income statement
Income tax expense
Balance at 31 December 2012
Foreign currency translation adjustments of foreign subsidiaries
Change in fair value of available-for-sale financial assets
Change in fair value of cash flow hedges
Fair value losses of cash flow hedges transferred to income statement
Income tax expense
Balance at 31 December 2013
Hedging
reserve
Fair value
reserve
(34)
–
–
(5)
8
–
(31)
–
–
7
6
(1)
(19)
2
–
5
–
–
(1)
6
–
1
–
–
–
7
Foreign
currency
translation
adjustments
(1,588)
(26)
–
–
–
6
Total
other
reserves
(1,620)
(26)
5
(5)
8
5
(1,608)
(1,633)
63
–
–
–
(14)
(1,559)
63
1
7
6
(15)
(1,571)
The hedging reserves comprise the changes in the fair value of hedging instruments which were
designated as cash flow hedges. Changes in the fair value of available-for-sale financial assets are
recognised in the fair value reserves. Reserves arising from foreign currency translation adjust-
ments comprise the differences from the foreign currency translation of the financial statements
of subsidiaries and associates from the functional currency into Swiss francs. In the third quarter
of 2013, Swisscom took up a debenture bond and a long-term bank loan aggregating EUR 800 mil-
lion (CHF 980 million), which were designated for hedge accounting in respect of net investments
in foreign subsidiaries. On 31 December 2013, cumulative foreign currency translation losses at
Fastweb amounted to CHF 1,917 million (prior year: CHF 1,978 million).
Other comprehensive income
Other comprehensive income in 2013 may be analysed as follows:
2013, in CHF million
Actuarial gains and losses from
defined benefit pension plans
Income tax expense
Items that will not be reclassified to
income statement, net of tax
Foreign currency translation adjustments
of foreign subsidiaries
Gains and losses from available-for-sale
financial assets transferred to income statement
Change in fair value of cash flow hedges
Fair value losses of cash flow hedges
transferred to income statement
Income tax expense
Items that are or may be reclassified subsequently
to income statement, net of tax
Retained
earnings
Hedging
reserve
Foreign
currency
translation
reserve adjustments
Fair value
Equity
holders of
Swisscom
Non-
controlling
interests
845
(169)
–
–
–
–
–
–
–
–
–
7
6
(1)
–
–
–
1
–
–
–
–
–
845
(169)
63
63
–
–
–
(14)
1
7
6
(15)
2
–
–
–
–
–
–
Total
other
compre-
hensive
income
847
(169)
63
1
7
6
(15)
Total other comprehensive income
676
12
1
49
738
2
740
Other comprehensive income in 2012 may be analysed as follows:
2012, in CHF million
restated
Actuarial gains and losses from
defined benefit pension plans
Income tax expense
Items that will not be reclassified to
income statement, net of tax
Foreign currency translation adjustments
of foreign subsidiaries
Gains and losses from available-for-sale
financial assets transferred to income statement
Change in fair value of cash flow hedges
Fair value losses of cash flow hedges
transferred to income statement
Income tax expense
Items that are or may be reclassified subsequently
to income statement, net of tax
Retained
earnings
Hedging
reserve
Foreign
currency
translation
reserve adjustments
Fair value
Equity
holders of
Swisscom
Non-
controlling
interests
(769)
151
–
–
–
–
–
–
–
–
(5)
8
–
–
–
–
5
–
–
–
–
–
(769)
151
(26)
(26)
–
–
–
6
5
(5)
8
6
–
–
–
–
–
–
–
Total
other
compre-
hensive
income
(769)
151
(26)
5
(5)
8
6
Total other comprehensive income restated
(618)
3
5
(20)
(630)
–
(630)
32 Dividends
Distributable reserves are determined on the basis of equity as reported in the statutory financial
statements of the parent company, Swisscom Ltd, and not on the equity as reported in the consoli-
dated financial statements. At 31 December 2013, Swisscom Ltd’s distributable reserves amounted
to CHF 4,180 million. The dividend is proposed by the Board of Directors and must be approved by
the Annual General Meeting of Shareholders. The dividend proposed for the 2013 financial year is
not recorded as a liability in these consolidated financial statements. Treasury shares are not enti-
tled to a dividend.
Swisscom paid the following dividends in 2012 and 2013:
In CHF million, except where indicated
Number of registered shares eligible for dividend (in millions of shares)
Ordinary dividend per share (in CHF)
Dividends paid
2013
51.801
22.00
1,140
2012
51.801
22.00
1,140
The dividend payments for the 2011 and 2012 financial years were funded entirely from retained
earnings. The Board of Directors proposes to the Annual Shareholders’ Meeting to be held on 7 April
2014 the payment of an ordinary dividend of CHF 22 per share in respect of the 2013 financial year.
This equates a total dividend distribution of CHF 1,140 million. The dividend payment is foreseen
on 14 April 2014.
3
0
2
|
2
0
2
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
C
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
c
e
h
t
o
t
s
e
t
o
N
33 Financial risk management and supplementary disclosures
regarding financial instruments
Swisscom is exposed to various financial risks resulting from its operating and financial activities.
The most significant financial risks arise from changes in foreign exchange rates, interest rates as
well as creditworthiness and the ability of counterparties to meet their payment obligations. A fur-
ther risk arises from the ability to ensure adequate liquidity. Swisscom’s financial risk management
is conducted in accordance with established guidelines with the aim of limiting potential adverse
effects on the financial situation of Swisscom. In particular, these guidelines contain risk limits for
approved financial instruments and specify risk monitoring processes. Financial risk management,
with the exception of the management of credit risks arising from business operations, is handled
by the central Treasury Department. It identifies, evaluates and hedges financial risks in close coop-
eration with the Group’s operating units. The implemented risk management process also requires
routine reports on the development of financial risks.
Market price risks
Foreign exchange risks
Swisscom is exposed to foreign exchange risks; these can impact the Group’s financial results and
consolidated equity. Foreign exchange risks which have an impact on cash flows (transaction risks)
are partially hedged by financial instruments and designated for hedge accounting. In addition, for-
eign exchange risks with an impact on equity (translation risks) are partially hedged through finan-
cial instruments and designated for hedge accounting. The aim of Swisscom’s foreign exchange
risk management policy is to limit the volatility of planned cash flows. Forward currency contracts,
currency options and currency swaps may be employed to hedge transaction risks. These hedging
measures concern principally the USD and EUR. EUR-denominated financing is employed in order
to hedge the translation risk of positions in EUR.
The following currency risks and hedging contracts for foreign currencies existed as of 31 Decem-
ber 2013:
In CHF million
At 31 December 2013
Cash and cash equivalents
Trade and other receivables
Other financial assets
Financial liabilities
Trade and other payables
Net exposure at carrying amounts
Net forecasted cash flows exposure in the next 12 months
Net exposure before hedges
Forward currency contracts
Foreign currency swaps
Currency swaps
Hedges
Net exposure
EUR
USD
Other
60
8
3
(1,721)
(59)
(1,709)
(367)
(2,076)
211
46
635
892
(1,184)
3
8
142
(130)
(54)
(31)
(343)
(374)
209
–
–
209
(165)
–
11
–
–
(13)
(2)
–
(2)
–
–
–
–
(2)
In 2013, Swisscom contracted financial liabilities totalling EUR 800 million (CHF 980 million) which
were designated for hedge accounting for net investments in foreign shareholdings.
The currency risks and hedging contracts for foreign currencies as of 31 December 2012 are to be
analysed as follows:
In CHF million
At 31 December 2012
Cash and cash equivalents
Trade and other receivables
Other financial assets
Financial liabilities
Trade and other payables
Net exposure at carrying amounts
Net forecasted cash flows exposure in the next 12 months
Net exposure before hedges
Forward currency contracts
Foreign currency swaps
Currency swaps
Hedges
Net exposure
EUR
USD
Other
59
14
2
(757)
(254)
(936)
(118)
(1,054)
–
83
755
838
(216)
2
5
146
(166)
(71)
(84)
(313)
(397)
146
18
–
164
(233)
–
11
–
–
(23)
(12)
–
(12)
–
–
–
–
(12)
Sensitivity analysis
The following sensitivity analysis shows the impact on the income statement should the EUR/
CHF and USD/CHF exchange rates change in line with their implicit volatility over the next twelve
months. This analysis assumes that all other variables, in particular the interest rate level, remain
constant.
In CHF million
31.12.2013
31.12.2012
Income impact on balance sheet items
EUR volatility of 4.93% (previous year: 4.85%)
USD volatility of 9.58% (previous year: 8.94%)
Hedges for balance sheet items
EUR volatility of 4.93% (previous year: 4.85%)
USD volatility of 9.58% (previous year: 8.94%)
Planned cash flows
EUR volatility of 4.93% (previous year: 4.85%)
USD volatility of 9.58% (previous year: 8.94%)
Hedges for planned cash flows
EUR volatility of 4.93% (previous year: 4.85%)
USD volatility of 9.58% (previous year: 8.94%)
84
3
(31)
–
18
33
(13)
(20)
45
8
(37)
(3)
6
28
(4)
(15)
The volatility of the balance sheet positions and planned cash flows is partially offset by the volatility
of the related hedging contracts.
Interest rate risks
Interest rate risks arise from fluctuations in interest rates which could have a negative impact on
the financial position of Swisscom. Fluctuations in interest rates lead to changes in interest income
and expense. Furthermore, they may impact the market value of certain financial assets, liabilities,
and hedging instruments. Swisscom actively manages interest rate risks. The main aim thereof is
to limit the volatility of planned cash flows. Swisscom employs interest rate swaps and options to
hedge its interest rate risk.
5
0
2
|
4
0
2
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
C
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
c
e
h
t
o
t
s
e
t
o
N
The structure of interest-bearing financial instruments at nominal values is as follows:
In CHF million
Fixed interest-bearing financial liabilities
Variable interest-bearing financial liabilities
Total interest-bearing financial liabilities
Fixed interest-bearing financial assets
Variable interest-bearing financial assets
Total interest-bearing financial assets
Total interest-bearing financial assets and liabilities, net
Variable interest-bearing
Fixed through interest rate swaps
Variable through interest rate swaps
Variable interest-bearing, net
Fixed interest-bearing
Fixed through interest rate swaps
Variable through interest rate swaps
Fixed interest-bearing, net
Total interest-bearing financial assets and liabilities, net
31.12.2013
31.12.2012
6,498
2,094
8,592
(231)
(753)
(984)
7,608
1,341
(350)
42
1,033
6,267
350
(42)
6,575
7,608
6,472
1,985
8,457
(93)
(572)
(665)
7,792
1,413
(350)
57
1,120
6,379
350
(57)
6,672
7,792
Sensitivity analysis
The following sensitivity analysis shows the effects on the income statement and equity if CHF
interest rates move by 100 base points. In computing sensitivity in equity, negative interest rates
are excluded.
In CHF million
At 31 December 2013
Variable financing
Interest rate swaps
Cash flow sensitivity, net
At 31 December 2012
Variable financing
Interest rate swaps
Cash flow sensitivity, net
Income statement
Equity
Increase
100 base points
Decrease
100 base points
Increase
100 base points
Decrease
100 base points
(13)
3
(10)
(14)
3
(11)
13
(3)
10
14
(3)
11
–
9
9
–
12
12
–
(2)
(2)
–
(2)
(2)
Credit risks
Credit risks from operating activities
Swisscom is exposed to credit risks arising from its operating activities. Swisscom has no signifi-
cant concentrations of credit risk. The Group has policies in place to ensure that products and ser-
vices are only sold to creditworthy customers. Furthermore, outstanding receivables are continually
monitored as part of its operating activities. Swisscom recognises credit risks through individual
and general lump-sum allowances. In addition, the danger of risk concentrations is minimised by
the large number of customers. Given that the financial assets as of the balance sheet date are nei-
ther impaired nor in default, there are no indications that the debtors will not be capable of meeting
their payment obligations. Further information on financial assets is set out in Notes 17, 18 and 19.
Credit risks from financial transactions
Swisscom is exposed to the risk of counterparty default through the use of derivative financial
instruments and financial investments. In business rules governing derivative financial instruments
and financial investments, requirements to be met by counterparties are defined. Furthermore,
individual limits by counterparty have been set. These limits and counterparty credit assessments
are reviewed regularly. Swisscom signs netting agreements as issued by ISDA (International Swaps
and Derivatives Association) with the respective counterparties in order to control the risk inherent
in derivative transactions. The carrying amount of financial assets corresponds to the credit risk
and is to be analysed as follows:
In CHF million
Cash and cash equivalents
Trade and other receivables
Loans and receivables
Derivative financial instruments
Total carrying amount of financial assets
Note
31.12.2013
31.12.2012
17
18
19
19
723
2,516
305
6
3,550
538
2,824
173
23
3,558
The carrying amounts of cash and cash equivalents and other financial assets and the related
Standard & Poor’s ratings of the counterparties are to be summarised as follows:
In CHF million
AAA
AA+
AA–
A+
A
A–
BBB+
BBB
Without rating, with government guarantee
Without rating
Total
Liquidity risk
31.12.2013
31.12.2012
422
149
135
136
151
3
–
16
–
22
1,034
28
–
139
150
99
9
8
–
234
67
734
Prudent liquidity management includes the holding of adequate reserves of cash and cash equiva-
lents and marketable securities as well as the provision of adequate financing. Swisscom has pro-
cesses and policies in place that guarantee sufficient liquidity in order to settle current and future
obligations. Swisscom has an confirmed line of credit of CHF 100 million maturing in 2016 from
banks and a further confirmed line of credit of CHF 2,000 million from banks maturing in 2018. As
of 31 December 2013, these lines of credit had not been drawn down, as in the prior year.
7
0
2
|
6
0
2
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
C
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
c
e
h
t
o
t
s
e
t
o
N
The contractual maturities of financial liabilities including estimated interest payments as of
31 December 2013 are as follows:
In CHF million
At 31 December 2013
Non-derivative financial liabilities
Bank loans
Debenture bonds
Private placements
Finance lease liabilities
Other interest-bearing financial liabilities
Other non-interest-bearing financial liabilities
Trade and other payables
Derivative financial liabilities
Derivative financial instruments
Total
Carrying Contractual Due within Due within Due within
1 year 1 to 2 years 3 to 5 years
amount
payments
Due after
5 years
1,353
5,508
1,126
655
4
50
1,455
6,184
1,192
1,821
3
50
14
1,419
217
54
1
27
1,870
1,870
1,870
442
626
7
54
1
8
–
677
2,395
687
149
1
–
–
127
180
81
44
10
322
1,744
281
1,564
–
15
–
45
10,693
12,755
3,683
1,182
3,919
3,971
The contractual maturities of financial liabilities including estimated interest payments as of
31 December 2012 are as follows:
In CHF million
At 31 December 2012
Non-derivative financial liabilities
Bank loans
Debenture bonds
Private placements
Finance lease liabilities
Other interest-bearing financial liabilities
Other non-interest-bearing financial liabilities
Trade and other payables
Derivative financial liabilities
Derivative financial instruments
Total
Estimation of fair values
Carrying Contractual Due within Due within Due within
1 year 1 to 2 years 3 to 5 years
amount
payments
Due after
5 years
1,169
5,455
1,252
639
11
21
1,271
6,211
1,338
1,847
11
21
199
727
145
48
8
5
1,993
1,993
1,993
11
877
1,407
1,400
214
47
1
16
–
622
141
1
–
–
184
2,677
357
1,611
1
–
–
236
313
81
83
65
84
10,776
13,005
3,206
1,779
3,106
4,914
The carrying amounts of trade receivables and payables as well as other receivables and payables
are a reasonable estimate of their fair value because of their short-term maturities. The carrying
amounts of cash and cash equivalents and current loans receivable correspond to the fair values.
The fair value of available-for-sale financial investments is based on quoted stock exchange prices
or equates their purchase cost. The fair values of other non-current financial assets are computed
on the basis of the maturing future payments, discounted at market interest rates. The fair value
of non-publicly traded interest-bearing financial liabilities is estimated on the basis of the maturing
future payments discounted at market interest rates. The fair value of publicly traded interest-
bearing liabilities is based upon stock-exchange quotations as at the balance-sheet date. The fair
value of finance lease obligations is estimated on the basis of the maturing future payments, dis-
counted at market interest rates. The fair value of publicly traded derivative financial instruments
as well as investments held for trading or for sale is based on quoted stock exchange prices as of
the balance sheet date. Interest rate swaps and currency swaps are discounted at market interest
rates. Foreign-currency forward contracts and foreign-currency swaps are valued by reference to
foreign exchange forward rates as of the balance sheet date.
Fair value hierarchy
The fair value hierarchy encompasses the following three levels:
> Level 1: stock-exchange quoted prices in active markets for identical assets or liabilities;
> Level 2: other factors which are observable on markets for assets and liabilities,
either directly or indirectly;
> Level 3: factors that are not based on observable market data.
Asset/liability valuation categories and fair value of financial instruments
The carrying values and fair values of financial assets and financial liabilities with their corresponding
valuation categories are summarised in accordance with the following table. Not reflected therein is
cash and cash equivalents, trade receivables and payables as well as miscellaneous receivables and
payables whose carrying value corresponds to a reasonable estimation of their fair value.
In CHF million
At 31 December 2013
Derivative financial instruments
Available-for-sale financial assets
Financial assets measured at fair value
Other loans and receivables
Financial assets not measured at fair value
Derivative financial instruments
Financial liabilities measured at fair value
Bank loans
Debenture bonds
Private placements
Finance lease liabilities
Other interest-bearing financial liabilities
Other non-interest-bearing financial liabilities
Financial liabilities not measured at fair value
Carrying amount
Fair Value
Loans and
receivables
Available-
At fair value
through
for-sale profit or loss
Financial
liabilities
Level 1
Level 2
Level 3
–
–
–
305
305
–
–
–
–
–
–
–
–
–
–
21
21
–
–
–
–
–
–
–
–
–
–
6
–
6
–
–
127
127
–
–
–
–
–
–
–
–
–
–
–
–
–
–
1,353
5,508
1,126
655
4
50
–
1
1
–
–
–
–
–
5,836
–
–
–
–
6
6
308
308
127
127
1,383
–
1,147
1,194
4
50
8,696
5,836
3,778
–
20
20
–
–
–
–
–
–
–
–
–
–
–
9
0
2
|
8
0
2
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
C
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
c
e
h
t
o
t
s
e
t
o
N
The carrying values and fair values of financial assets and financial liabilities with their corresponding
valuation categories are as of 31 December 2012 are as follows:
In CHF million
At 31 December 2012
Derivative financial instruments
Available-for-sale financial assets
Financial assets measured at fair value
Other loans and receivables
Financial assets not measured at fair value
Derivative financial instruments
Financial liabilities measured at fair value
Bank loans
Debenture bonds
Private placements
Finance lease liabilities
Other interest-bearing financial liabilities
Other non-interest-bearing financial liabilities
Financial liabilities not measured at fair value
Carrying amount
Fair Value
Loans and
receivables
Available-
At fair value
through
for-sale profit or loss
Financial
liabilities
Level 1
Level 2
Level 3
–
–
–
173
173
–
–
–
–
–
–
–
–
–
–
21
21
–
–
–
–
–
–
–
–
–
–
–
23
–
23
–
–
236
236
–
–
–
–
–
–
–
–
–
–
–
–
–
–
1,169
5,455
1,252
639
11
21
–
1
1
–
–
–
–
–
5,896
–
–
–
–
3
–
3
191
191
236
236
1,217
–
1,284
1,344
11
21
8,547
5,896
3,877
20
20
40
–
–
–
–
–
–
–
–
–
–
–
In addition, as of 31 December 2013, there were available-for-sale financial assets with a carrying
value of CHF 21 million (prior year: CHF 20 million) which are valued at acquisition cost.
Level 3 financial instruments developed as follows in 2012 and 2013:
In CHF million
Balance at 31 December 2011
Additions
Disposals
Change in fair value recognised in equity
Change in fair value recognised in income statement
Balance at 31 December 2012
Additions
Disposals
Change in fair value recognised in equity
Change in fair value recognised in income statement
Balance at 31 December 2013
Available-for-sale
financial assets
16
1
(1)
5
(1)
20
1
(1)
1
(1)
20
The level-3 assets consist of investments in various investment funds and individual companies.
The fair value was arrived at using a valuation model. In 2012 and 2013, there were no reclassifi-
cations between the various levels.
Asset/liability valuation categories and results of financial instruments
The results for each asset/liability valuation category are to be analysed as follows:
Loans and
receivables
Available-
for-sale
At fair value
through profit
or loss
Financial
liabilities
Hedging
transactions
In CHF million
2013
Interest income (interest expense)
Change in fair value
Foreign currency translation adjustments
Gains and losses transferred from equity
Net result recognised in income statement
Change in fair value
Gains and losses transferred to income statement
Net result recognised in other comprehensive income
Total net result by asset/liability category
8
–
8
–
16
–
–
–
16
–
–
(1)
–
(1)
1
–
1
–
(4)
30
4
–
30
–
–
–
30
(250)
–
(8)
–
(258)
–
–
–
(258)
(5)
–
–
(1)
(6)
7
6
13
7
In CHF million
2012
Loans and
receivables
Available-
for-sale
At fair value
through profit
or loss
Financial
liabilities
Hedging
transactions
Interest income (interest expense)
Foreign currency translation adjustments
Gains and losses transferred from equity
Net result recognised in income statement
Change in fair value
Gains and losses transferred to income statement
Net result recognised in other comprehensive income
Total net result by asset/liability category
14
(4)
–
10
–
–
–
10
–
–
(5)
(5)
–
5
5
–
(4)
(3)
–
(7)
–
–
–
(7)
(258)
6
–
(252)
–
–
–
(252)
(5)
–
(3)
(8)
(5)
8
3
(5)
In addition, in 2013, allowances for trade and other receivables amounting to CHF 83 million (prior
year: CHF 70 million) were recorded under other operating expenses.
1
1
2
|
0
1
2
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
C
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
c
e
h
t
o
t
s
e
t
o
N
Derivative financial instruments
At 31 December 2012 and 2013, the following derivative financial instruments were recorded:
In CHF million
Fair value hedges
Cash flow hedges
Other derivative financial instruments
Total derivative financial instruments
Thereof current derivative financial instruments
Thereof non-current derivative financial instruments
Contract value
Positive fair value
Negative fair value
31.12.2013 31.12.2012 31.12.2013 31.12.2012 31.12.2013 31.12.2012
42
728
911
1,681
58
533
1,215
1,806
–
–
6
6
–
6
–
–
23
23
23
–
(13)
(16)
(98)
(127)
(76)
(51)
(18)
(43)
(175)
(236)
(75)
(161)
Fair Value Hedges
In CHF million
Currency swaps in EUR
Total fair value hedges
Contract value
Positive fair value
Negative fair value
31.12.2013 31.12.2012 31.12.2013 31.12.2012 31.12.2013 31.12.2012
42
42
58
58
–
–
–
–
(13)
(13)
(18)
(18)
In 2007, for the purpose of hedging the foreign currency and interest rate risks of financing in EUR,
cross-currency swaps for EUR 48 million were entered into which were designated as fair value
hedges for hedge accounting. Of this amount, EUR 13 million matured in 2013. As of 31 December
2013, the instruments designated for hedge accounting had negative fair values of CHF 13 million
(prior year: CHF 18 million).
Cash Flow Hedges
In CHF million
Currency swaps in USD
Interest rate swaps in CHF
Forward currency contracts in USD
Forward currency contracts in EUR
Total cash flow hedges
Contract value
Positive fair value
Negative fair value
31.12.2013 31.12.2012 31.12.2013 31.12.2012 31.12.2013 31.12.2012
–
350
167
211
728
37
350
146
–
533
–
–
–
–
–
–
–
–
–
–
–
(13)
(2)
(1)
(16)
(23)
(17)
(3)
–
(43)
As of 31 December 2012, derivative financial instruments included cross-currency swaps which
matured at the end of 2013. The cross-currency swaps were entered into in order to hedge for-
eign exchange risks with respect to USD-denominated bank loans. These hedging instruments
were designated for hedge accounting purposes and had a negative fair value of CHF 23 million
at 31 December 2012. The hedging reserve as part of consolidated equity as of 31 December 2012
included an amount of CHF 2 million.
Swisscom entered into interest rate swaps with final maturities in 2016 in order to hedge inter-
est rate risks of CHF 350 million of the variable CHF-denominated interest-bearing private place-
ments. These hedges were designated as cash flow hedges for hedge accounting purposes. As of
31 December 2013, these interest rate swaps were recorded with a negative fair value of CHF 13
million (prior year: CHF 17 million). CHF 13 million was recognised in the hedging reserve within
consolidated equity for these hedging instruments (prior year: CHF 18 million). In 2009, interest
rate swaps designated for hedge accounting for the premature hedging of the interest rate risk for
the intended issuance of debenture loans totalling CHF 500 million were closed out. The effective
share of CHF 24 million was left in the other reserves and is being released to interest expense
over the hedged duration of debenture bonds issued in 2009. As of 31 December 2013, a negative
amount of CHF 5 million (prior year: CHF 10 million) is recognised in the hedging reserve as part of
consolidated equity.
As of 31 December 2013, derivative financial instruments include forward currency contracts of
USD 188 million and EUR 172 million which serve to hedge future purchases of goods and services in
the respective currencies. The hedges were designated for hedge accounting purposes. The hedges
disclose a negative fair value of CHF 3 million (prior year: negative market value of CHF 3 million). A
negative amount of CHF 4 million was recorded in the hedging reserve within consolidated equity
for these designated hedging instruments (prior year: negative amount of CHF 3 million).
Other derivative financial instruments
In CHF million
Currency swaps in EUR
Interest rate swaps in CHF
Currency swaps in USD
Currency swaps in EUR
Forward currency contracts in USD
Options related to business combinations
Contract value
Positive fair value
Negative fair value
31.12.2013 31.12.2012 31.12.2013 31.12.2012 31.12.2013 31.12.2012
592
200
2
75
42
–
697
200
42
226
–
50
–
6
–
–
–
–
6
–
–
–
–
–
23
23
(96)
(1)
–
–
(1)
–
(150)
(25)
–
–
–
–
(98)
(175)
Total other derivative finanicial instruments
911
1,215
In 2010 and in order to hedge currency and interest rate risks arising in connection with EUR-
denominated financing, interest rate swaps were entered into covering EUR 350 million with a
duration of up to five years. These hedges were not designated for hedge accounting. Already in
2007, interest rate swaps for EUR 228 million had been entered into in order to hedge currency and
interest rate risks arising in connection with EUR-denominated financing and which had not been
designated for hedge accounting. Of this amount, EUR 95 million matured in 2013.
Furthermore, derivative financial instruments as at 31 December 2013 include interest rate swaps
covering CHF 200 million with maturities ending in 2040 with a positive market value of CHF 6 mil-
lion (prior year: zero) and a negative market value of CHF 1 million (prior year: CHF 25 million) which
were not designated for hedge accounting.
In addition, foreign currency forward contracts and currency swaps for EUR and USD which serve
to hedge future transactions in connection with Swisscom’s operating activities and which were
not designated for hedge accounting purposes are included in derivative financial instruments.
In the prior year, derivative financial instruments also included options in connection with com-
pany acquisitions with a positive market value of CHF 23 million. In 2013, the related company was
acquired and the market value of the option was recognised as part of the acquisition costs. See
Note 5.
Cross-border lease agreements
Between 1996 until 2002, Swisscom entered into various cross-border lease agreements, under the
terms of which parts of its fixed line and mobile phone networks were sold or leased on a long-
term basis and leased back. Swisscom defeased a significant part of the lease obligations through
the acquisition of investment-grade financial investments. The financial assets were irrevocably
deposited with a trust. In accordance with Interpretation SIC 27 “Evaluating the Substance of
Transactions involving the Legal Form of a Lease”, these financial assets and liabilities in the same
amount are netted and not recorded in the balance sheet. As of 31 December 2013, the financial
liabilities and assets, including accrued interest, which arose from cross-border lease agreements
amounted to USD 63 million or CHF 56 million, which, in compliance with SIC 27, were not recog-
nised in the balance sheet (prior year: USD 59 million or CHF 55 million).
3
1
2
|
2
1
2
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
C
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
c
e
h
t
o
t
s
e
t
o
N
Netting of financial instruments
In CHF million
At 31 December 2013
Derivative financial instruments
Interest rate swaps
Receivables from international roaming
Billed revenue
Accruals
Financial assets
Derivative financial instruments
Interest rate swaps
Currency swaps
Forward currency contracts
Liabilities from international roaming
Supplier invoices received
Accruals
Financial liabilities
At 31 December 2012
Receivables from international roaming
Billed revenue
Accruals
Financial assets
Derivative financial instruments
Interest rate swaps
Currency swaps
Forward currency contracts
Liabilities from international roaming
Supplier invoices received
Accruals
Financial liabilities
Gross amount
Settlement
Net amount
6
37
238
281
14
109
4
41
180
348
49
306
355
42
191
3
58
187
481
–
(26)
(147)
(173)
–
–
–
(26)
(147)
(173)
(37)
(166)
(203)
–
–
–
(37)
(166)
(203)
6
11
91
108
14
109
4
15
33
175
12
140
152
42
191
3
21
21
278
Swisscom enters into derivative transactions under International Swaps and Derivatives Associa-
tion (ISDA) master netting agreements. In general, under such agreements the amounts owed by
each counterparty on a single day in respect of all transactions outstanding in the same currency
are aggregated into a single net amount that is payable by one party to the other. The ISDA agree-
ments do not meet the criteria for offsetting in the statement of financial position. This is because
Swisscom does not have any currently legally enforceable right to offset recognised amounts,
because the right to offset is enforceable only on the occurrence of future events such as a default
or other credit events.
As per 31 December 31, 2013 the amount subject to such netting agreements was CHF 6 million.
Considering the effect of these agreements the amount of derivative assets would reduce from
CHF 6 million to 0, and the amount of derivative liabilities would reduce from CHF 127 million to
CHF 121 million.
Charges for international roaming are settled over a clearing centre. Receivables and payables
arising from roaming charges between the contracting parties are netted and settled on a net
basis. Those receivables and payables for which Swisscom has a legal right of offset are netted in
Swisscom’s consolidated financial statements.
Management of equity resources
Managed capital is defined as equity including non-controlling interests. Swisscom seeks to main-
tain a robust equity basis. This basis enables it to guarantee the continuing existence of the Com-
pany as a going concern and to offer investors an appropriate return in relation to the risks entered
into. Furthermore, Swisscom maintains funds to enable investments to be made which will bring
future benefits to customers as well as generate further returns for investors. The managed capital
is monitored through the equity ratio which is the ratio of consolidated equity to total assets.
The following table illustrates the calculation of the equity ratio:
In CHF million
Share of equity attributable to equity holders of Swisscom Ltd
Share of equity attributable to non-controlling interests
Total capital
Total assets
Equity ratio in %
31.12.2013
31.12.2012
restated
5,973
29
6,002
20,496
29.3
4,690
27
4,717
19,796
23.8
In its strategic targets, the Federal Council has ruled that Swisscom’s net indebtedness shall not
exceed approximately 2.1 times the operating result before taxes, interest and depreciation and
amortisation (EBITDA). Exceeding this limit temporarily is permitted. The net-debt-to-EBITDA ratio
is as follows:
In CHF million
Debenture bonds
Bank loans
Private placements
Finance lease liabilities
Other financial liabilities
Total financial liabilities
Cash and cash equivalents
Current financial assets
Non-current fixed interest-bearing deposits
Net debt
Operating income before depreciation and amortisation (EBITDA)
Ratio net debt/EBITDA
31.12.2013
31.12.2012
restated
5,508
1,353
1,126
655
181
8,823
(723)
(160)
(128)
7,812
4,302
1.8
5,455
1,169
1,252
639
268
8,783
(538)
(40)
(134)
8,071
4,477
1.8
Net debt consists of total financial liabilities less cash and cash equivalents, current financial assets
as well as non-current fixed interest-bearing financial investments.
5
1
2
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4
1
2
s
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m
e
t
a
t
s
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a
i
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n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
C
s
t
n
e
m
e
t
a
t
s
l
a
i
c
n
a
n
fi
d
e
t
a
d
i
l
o
s
n
o
c
e
h
t
o
t
s
e
t
o
N
34 Supplementary information on the statement of cash flows
Changes in operating assets and liabilities
In CHF million
Trade and other receivables
Inventories
Other non-financial assets
Trade and other payables
Provisions
Other non-financial liabilities
Defined benefit obligations
Total changes in operating assets and liabilities
Other cash flows from financing activities
2013
178
8
7
(172)
(16)
119
(20)
104
2012
135
(16)
135
(31)
(34)
(48)
(180)
(39)
In 2013, other cash flows from financing activities aggregated CHF 12 million (prior year: CHF 12
million). This relates mainly to payments in connection with hedging contracts and the commit-
ment fee for the guaranteed credit limit.
Non-cash investing and financing transactions
Additions to property, plant and equipment include additions from finance leases amounting to
CHF 10 million (prior year: CHF 8 million). As a result of changes in the assumptions made in esti-
mating the provisions for dismantling and restoration costs, a reduction of CHF 19 million, net was
recognised in property, plant and equipment (prior year: CHF 42 million). See Note 23.
35 Future commitments
Commitments for future capital expenditures
Firm contractual commitments for future investments in property, plant and equipment and other
intangible assets as of 31 December 2013 aggregated CHF 862 million (prior year: CHF 868 million).
Operating leases
Operating leases relate primarily to the rental of real estate for business purposes. See Note 26.
In 2013, payments for operating leases amounted to CHF 301 million (prior year: CHF 272 million).
Future minimum lease payments in respect of operating lease contracts are as follows:
In CHF million
Within 1 year
Within 1 to 2 years
Within 2 to 3 years
Within 3 to 4 years
Within 4 to 5 years
After 5 years
Total future minimum lease payments
31.12.2013
31.12.2012
104
95
76
62
50
240
627
118
98
87
69
54
269
695
36 Research and development
Costs aggregating CHF 20 million for research and development were expensed in 2013 (prior year:
CHF 28 million).
37 Related parties
Majority shareholder
Pursuant to the Swiss Federal Telecommunication Enterprises Act (“Telekommunikations unter-
nehmungsgesetz, TUG”), the Swiss Confederation (“the Confederation”) is obligated to hold a
majority of the share capital and voting rights of Swisscom. On 31 December 2013, the Confedera-
tion as majority shareholder held 51.2% (prior year: 56.8%) of the issued shares of Swisscom Ltd. Any
reduction of the Confederation’s holding below a majority would require a change in law which
would need to be voted upon the Federal Assembly, which would also be subject to a facultative
referendum by Swiss voters. As the majority shareholder, the Swiss Confederation has the power
to control the decisions of the general meetings of shareholders which are taken by the absolute
majority of effectively cast votes. This relates primarily to the approval of dividend distributions
and the election of the members of the Board of Directors. Swisscom supplies telecommunication
services to and in addition, procures services from the Confederation, the majority shareholder in
Swisscom. The Confederation comprises the various departments and administrative bodies of the
Confederation and the other companies controlled by the Confederation (primarily the Post, Swiss
Federal Railways, RUAG as well as Skyguide). All transactions are conducted on the basis of normal
relationships with customers and suppliers and on conditions applicable to unrelated third parties.
In addition, financing trans actions were entered into with the Swiss Post on normal commercial
terms.
Associates
Services provided to/from associates are based upon market prices. The associates are listed in
Note 41.
Minority shareholders
PubliGroupe and Swisscom Directories are the main related parties amongst minority share-
holders. Services provided to/from these related parties are based upon market prices.
Post-employment benefits funds
Transactions between Swisscom and the various pension funds are detailed in Note 10.
Transactions and balances
Transactions and year-end balances with related parties in 2012 and 2013 are as follows:
In CHF million
Confederation
Associates
Other minority shareholders
Total 2013/Balance at 31 December 2013
Income
Expense
Receivables
Liabilities
372
131
8
511
170
206
–
376
186
14
1
201
382
10
–
392
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Income
Expense
Receivables
Liabilities
In CHF million
Confederation
Associates
Other minority shareholders
Total 2012/Balance at 31 December 2012
Key management compensation
In CHF million
Current compensation
Share-based payments
Social security contributions
Total compensation to members
of the Board of Directors
Current compensation
Share-based payments
Benefits paid following retirement
from Group Executive Board
Pension contributions
Benefits paid to former Members of the Group Executive Board
Social security contributions
Total compensation to members of the Group Executive Board
355
117
9
481
164
230
1
395
288
16
1
305
2013
1.6
0.8
0.1
2.5
5.8
0.9
1.5
0.7
–
0.5
9.4
Total compensation to members of the Board of Directors and of the Group Executive Board
11.9
380
33
–
413
2012
1.6
0.7
0.1
2.4
7.6
1.2
–
1.1
0.1
0.6
10.6
13.0
Individuals in key positions of Swisscom are the members of the Board of Directors and the Group
Executive Board of Swisscom Ltd. Compensation paid to members of the Board of Directors con-
sists of basic emoluments plus functional allowances and meeting attendance fees. A third of the
entire compensation of the Board of Directors (excluding meeting allowances) is paid in the form of
shares. Compensation paid to the members of the Group Executive Board consists of a fixed basic
salary component settled in cash, a variable performance-related portion settled in cash and in
equity shares, services provided and non-cash benefits as well as retirement benefits. Apart from
two members, 25% of the variable performance-related share of profits of the members of the
Group Executive Board is paid out in shares. Two Board members receive additionally a certain por-
tion of the variable performance-related part entirely in the form of equity shares and as a result,
their equity share portion amounts in total to a minimum of 36% and a maximum of 57%. See
Note 11. Remuneration and shareholdings are disclosed in the Notes to the annual financial state-
ments of Swisscom Ltd pursuant to Swiss company law (Art. 663bbis and 663c para. 3 of the Swiss
Federal Code of Obligations).
38 Service concession agreements
On 21 June 2007 and in accordance with the Swiss Federal Telecommunications Act (TCA), ComCom
granted Swisscom a basic-service license for 2008 to 2017. As licensee, Swisscom (Switzerland) Ltd
is required to offer the entire range of the basic service to all sections of the Swiss population
throughout the whole territory of Switzerland during the ten-year duration of the license. The
license covers the whole territory of Switzerland. The basic service is to guarantee access to a mini-
mum offering of telecommunication services. Within the framework of the basic service, every-
one has the right to a connection which allows national and international telephone calls in real
time, the transmission and reception of fax messages and access to the Internet. The basic service
also provides for the maintenance of a prescribed number of public telephones per municipality
(Publifon). The Federal Council periodically sets price ceilings for basic services.
39 Risk assessment process
Swisscom has a centralised risk management system in place that distinguishes between strategic
and operative risks. All identified risks are quantified as a function of the probability of occurrence
and possible impact and are set forth in a risk report. The risk report is discussed periodically by
the Audit Committee. Management aims to monitor and control risks on an ongoing basis. A risk
assessment is undertaken to identify the risks arising from the application of the accounting prin-
ciples or from financial reporting. Control mechanisms are defined within the scope of the internal
control system to minimise the risks connected with financial reporting. Residual risks are classified
according to their possible impact and monitored accordingly. See Notes 4 and 33.
40 Events after the balance sheet date
Approval of the consolidated financial statements
The Board of Directors of Swisscom approved the release of these consolidated financial state-
ments on 5 February 2014. As of this date, no significant post-balance sheet events occurred.
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41 List of Group companies
Registered office
Shareholding in %
Currency
Share capital
in millions
Registered name
Switzerland
Alphapay Ltd
Axept Ltd
BFM Business Fleet Management Ltd
Billag Ltd
cablex Ltd
CT Cinetrade Ltd
Curabill Treuhand GmbH
Datasport Ltd
DL-Groupe GMG AG
kitag kino-theater Ltd
local.ch Ltd
LTV Yellow Pages Ltd
Medgate Holding Ltd
Mona Lisa Capital Ltd
MyStrom Ltd
Plazavista Entertainment AG
Swisscom Banking Provider Ltd
Swisscom Broadcast Ltd
Swisscom Directories Ltd
Swisscom Energy Solutions Ltd
Swisscom Event & Media Solutions Ltd
Swisscom Real Estate Ltd
Swisscom IT Services Ltd
Zurich
Opfikon
Ittigen
Fribourg
Berne
Zurich
St. Gallen
Gerlafingen
Geneva
Zurich
Berne
Zurich
Zug
Ittigen
Ittigen
Zurich
Muri bei Bern
Berne
Berne
Ittigen
Ittigen
Ittigen
Berne
Swisscom IT Services Finance Custom Solutions Ltd Olten
Swisscom IT Services Sourcing Ltd
Münchenstein
Swisscom Switzerland Ltd
Teleclub AG
Teleclub Programm AG
Transmedia Communications Ltd
Wingo Ltd
Worklink AG
Belgium
Belgacom International Carrier Services
Hospitality Services Belgium SA
Swisscom Belgium N.V.
China
Ittigen
Zurich
Zurich
Geneva
Fribourg
Berne
Brussels
Brussels
Brussels
Swisscom Hospitality Hong Kong Ltd
Hong Kong
Denmark
Swisscom Hospitality Denmark A/S
Hellerup
Germany
Abavent GmbH
Hospitality Services Germany GmbH
Swisscom Telco GmbH
Finland
Swisscom Hospitality Finland Oy
Vilant Systems Oy
Kempten
Munich
Eschborn
Helsinki
Espoo
100
100
100
100
100
75
100
100
67
75
51
49
40
99.5
80
75
100
100
51
50.1
100
100
100
100
100
100
75
25
21.8
100
100
22.4
100
100
100
100
100
100
100
100
20
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
CHF
EUR
EUR
EUR
HKD
DKK
EUR
EUR
EUR
EUR
EUR
0.5
0.2
1.0
0.1
5.0
0.5
–
0.2
0.1
1.0
3.0
10.0
6.2
5.0
0.1
0.1
5.0
25.0
1.5
4.0
0.1
100.0
150.0
0.1
3.0
1,000.0
1.2
0.6
0.8
3.0
0.5
1.5
0.6
4,330.2
–
0.6
0.3
0.1
–
0.1
–
Registered office
Shareholding in %
Currency
Share capital
in millions
Registered name
France
Hospitality Services France SA
Sicap France SA
Great Britain
Paris
Lyon
Hospitality Networks and Services UK Ltd
London
Italy
Fastweb S.p.A.
Fastweb Wholesale S.r.l.
Hospitality Services Italia S.r.l.
Metroweb S.p.A. 1
Swisscom Italia S.r.l.
Liechtenstein
Swisscom Re Ltd
Luxembourg
Milan
Milan
Milan
Milan
Milan
Vaduz
Hospitality Services Luxembourg SA
Luxembourg
Malaysia
Sicap Malaysia SdnBhd
Netherlands
Kuala Lumpur
HSIA Hospitality Services Netherlands B.V.
The Hague
NGT International B.V.
Capelle a/d IJssel
Norway
Swisscom Hospitality Norway A/S
Stavanger
Austria
Hospitality Services GmbH
Swisscom IT Servics Finance SE
Philippinien
Vienna
Vienna
Swisscom Hospitality Philippines, Inc.
Makaki City
Portugal
HSIA Hospitality Services Portugal
Lisbon
Romania
Deuromedia s.r.l.
Hospitality Services s.r.l.
Spain
Brasov
Bucarest
Hospitality Networks and Services Espana SA
Madrid
Singapore
Sicap Asia Pacific Pte Ltd
Swisscom IT Services
Finance Pte Ltd
South Africa
Sicap Africa Pty Ltd
USA
Singapore
Singapore
Johannesburg
Hospitality Services North America Corp.
Dulles
Swisscom Cloud Lab Ltd
Wilmington
1 Investment is accounted for using the equity method. See Note 25.
96
100.0
100
100
100
100
10.6
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
100
98
100
EUR
EUR
GBP
EUR
EUR
EUR
EUR
EUR
CHF
EUR
MYR
EUR
EUR
NOK
EUR
EUR
PHP
EUR
RON
RON
EUR
SGD
SGD
ZAR
USD
USD
5.6
0.5
1.6
41.3
5.0
0.1
28.9
2,502.6
5.0
–
0.5
–
–
0.3
0.3
0.1
8.2
1.1
0.2
–
0.1
0.1
0.1
0.1
1.6
0.3
1
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0
2
2
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Report of the Statutory Auditor
Report of the Statutory Auditor on the Consolidated
Financial Statements to the General Meeting of Shareholders
of Swisscom Ltd, Ittigen (Berne)
Report of the Statutory Auditor on the Consolidated Financial Statements
As statutory auditor, we have audited the accompanying consolidated financial statements on
pages 151 to 221 of Swisscom Ltd, which comprise the income statement, statement of compre-
hensive income, balance sheet, statement of cash flows, statement of changes in equity and notes
for the year ended 31 December 2013.
Board of Directors’ Responsibility
The board of directors is responsible for the preparation and fair presentation of the consolidated
financial statements in accordance with International Financial Reporting Standards (IFRS) and the
requirements of Swiss law. This responsibility includes designing, implementing and maintaining
an internal control system relevant to the preparation and fair presentation of consolidated finan-
cial statements that are free from material misstatement, whether due to fraud or error. The board
of directors is further responsible for selecting and applying appropriate accounting policies and
making accounting estimates that are reasonable in the circumstances.
Auditor’s Responsibility
Our responsibility is to express an opinion on these consolidated financial statements based on
our audit. We conducted our audit in accordance with Swiss law and Swiss Auditing Standards as
well as International Standards on Auditing. Those standards require that we plan and perform the
audit to obtain reasonable assurance whether the consolidated financial statements are free from
material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclo-
sures in the consolidated financial statements. The procedures selected depend on the auditor’s
judgement, including the assessment of the risks of material misstatement of the consolidated
financial statements, whether due to fraud or error. In making those risk assessments, the auditor
considers the internal control system relevant to the entity’s preparation and fair presentation
of the consolidated financial statements in order to design audit procedures that are appropriate
in the circumstances, but not for the purpose of expressing an opinion on the effectiveness of
the entity’s internal control system. An audit also includes evaluating the appropriateness of the
accounting policies used and the reasonableness of accounting estimates made, as well as evalu-
ating the overall presentation of the consolidated financial statements. We believe that the audit
evidence we have obtained is sufficient and appropriate to provide a basis for our audit opinion.
Opinion
In our opinion, the consolidated financial statements for the year ended 31 December 2013 give a
true and fair view of the financial position, the results of operations and the cash flows in accordance
with International Financial Reporting Standards (IFRS) and comply with Swiss law.
Report on Other Legal Requirements
We confirm that we meet the legal requirements on licensing according to the Auditor Oversight
Act (AOA) and independence (article 728 CO and article 11 AOA) and that there are no circum-
stances incompatible with our independence.
In accordance with article 728a paragraph 1 item 3 CO and Swiss Auditing Standard 890, we con-
firm that an internal control system exists, which has been designed for the preparation of consoli-
dated financial statements according to the instructions of the board of directors.
We recommend that the consolidated financial statements submitted to you be approved.
KPMG AG
Rolf Hauenstein
Licensed Audit Expert
Auditor in Charge
Gümligen-Berne, 5 February 2014
Daniel Haas
Licensed Audit Expert
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Financial statements of Swisscom Ltd
Income statement
In CHF million
Net revenue from sale of goods and services
Other income
Total net revenue and other income
Personnel expense
Other operating expense
Depreciation and amortisation
Total operating expenses
Operating income
Financial expense
Financial income
Income from participations
Income tax expense
Net income
Note
12
2013
235
40
275
(89)
(108)
–
(197)
78
(220)
256
135
(10)
239
2012
241
45
286
(82)
(107)
(1)
(190)
96
(223)
254
1,637
(15)
1,749
Balance sheet
In CHF million
Assets
Cash and cash equivalents
Other financial assets
Receivables from Group companies
Dividends receivable from subsidiaries
Other receivables from third parties
Other assets
Total current assets
Participations
Loans to third parties
Loans to Group companies
Total non-current assets
Total assets
Liabilities and equity
Financial liabilities to third parties
Financial liabilities to Group companies
Trade payables due to third parties
Other payables to third parties
Other payables to Group companies
Total current liabilities
Financial liabilities to third parties
Financial liabilities to Group companies
Provisions
Total non-current liabilities
Total liabilities
Share capital
Capital surplus reserves
Retained earnings
Total equity
Total liabilities and equity
Note
31.12.2013
31.12.2012
571
135
166
89
2
8
971
7,148
92
7,573
14,813
15,784
1,535
2,996
6
139
17
4,693
6,552
239
57
6,848
11,541
52
21
4,170
4,243
15,784
398
–
155
1,600
3
10
2,166
7,087
108
7,572
14,767
16,933
887
3,299
5
144
16
4,351
7,124
254
60
7,438
11,789
52
21
5,071
5,144
16,933
9
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F
Notes to the financial statements
1 General information
The financial statements of Swisscom Ltd, the parent company of the Swisscom Group, comply
with Swiss law.
2 Contingent liabilities
At 31 December 2013, guarantees in favour of third parties for the account of Group companies
amount to CHF 142 million (prior year: CHF 308 million).
3 Fire insurance values of property, plant and equipment
The fire insurance values of property, plant and equipment correspond generally to their replace-
ment value or fair value.
4 Amounts payable to pension funds
As in the prior year, there were no amounts payable to pension funds as of 31 December 2013.
5 Debenture bonds issued
The amounts, interest rates and maturities of debenture bonds issued by Swisscom Ltd are as follows:
In CHF million
Debenture bond in CHF 2007–2013
Debenture bond in CHF 2007–2017
Debenture bond in CHF 2008–2015
Debenture bond in CHF 2009–2014
Debenture bond in CHF 2009–2018
Debenture bond in CHF 2010–2022
Debenture bond in CHF 2012–2024
Debenture bond in EUR 2013–2020
31.12.2013
Nominal
interest rate
–
3.75
4.00
3.50
3.25
2.63
1.75
2.00
Par value
–
600
500
1,250
1,500
500
500
614
31.12.2012
Nominal
interest rate
3.50
3.75
4.00
3.50
3.25
2.63
1.75
–
Par value
550
600
500
1,250
1,500
500
500
–
6 Treasury shares
Swisscom Ltd recognises treasury shares separately as assets and establishes a reserve for treasury
shares in the same amount in equity. Treasury shares are measured at the lower of cost and market
value. Details of the balance of and movements in treasury shares are set out in Note 31 to the
consolidated financial statements.
7 Equity
Movements in the number of shares in circulation as well as the equity of Swisscom Ltd are as follows:
In CHF million
Number
of shares
Share
capital
Capital Reserve for
treasury
surplus
shares
reserves
Balance at 1 January 2012
51,801,943
Net income
Dividends paid
–
–
Balance at 31 December 2012
51,801,943
Net income
Dividends paid
–
–
Balance at 31 December 2013
51,801,943
52
–
–
52
–
–
52
21
–
–
21
–
–
21
–
–
–
–
–
–
–
Retained
earnings
4,462
1,749
Total
equity
4,535
1,749
(1,140)
(1,140)
5,071
5,144
239
239
(1,140)
(1,140)
4,170
4,243
Swisscom Ltd is a holding company established under Swiss law. According to the provisions of
law governing the appropriation of retained earnings by holding companies, the share capital and
appropriations to the general legal reserve to the extent of 20% of share capital as well as the
reserve for treasury shares may not be distributed. As of 31 December 2013, distributable reserves
aggregated CHF 4,180 million. Any dividend distribution must be proposed by the Board of Direc-
tors and approved by the Annual General Meeting of Shareholders.
8 Significant shareholders
On 31 December 2013, the Swiss Confederation (Confederation), as majority shareholder, held
51.2% (prior year: 56.8%) of the issued share capital of Swisscom Ltd. The Federal Telecommunication
Enterprises Act (TUG) stipulates that the Confederation must hold the majority of the capital and
voting rights of Swisscom Ltd.
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9 Participations and recording of dividends from subsidiaries
Participations are accounted for at acquisition cost less provisions for impairment, as required.
Dividend income from subsidiary companies is accrued provided that the annual general meet-
ings of the subsidiaries approve the payment of a dividend prior to approval of the annual financial
statements of Swisscom Ltd by the Board of Directors. A list of direct and indirect shareholdings of
Swisscom Ltd is provided in Note 41 to the consolidated financial statements.
10 Assets subject to restriction
As of 31 December 2013, financial assets totalling CHF 92 million were not freely available (prior
year: CHF 93 million). These assets serve to secure commitments arising from bank loans. In the
prior year, all assets were freely available.
11 Information on risk assessment process
Swisscom Ltd is fully integrated into the risk assessment process of Swisscom Group. This Group-
wide risk assessment process also takes into consideration the nature and scope of business
activities and the specific risks to which Swisscom Ltd is exposed. See Note 39 to the consolidated
financial statements.
12 Net release of hidden reserves
In 2013, no hidden reserves were released to income (prior year: CHF 4 million).
13 Management compensation
Compensation for the members of the Board of Directors
2013, in CHF thousand
Hansueli Loosli
Barbara Frei
Hugo Gerber 1
Michel Gobet
Torsten G. Kreindl
Catherine Mühlemann
Richard Roy
Theophil Schlatter
Hans Werder
Base salary
and functional allowances
Cash
compensation
Share-based
payment
Meeting
attendance fees
Employer
contributions
to social security
Total 2013
330
104
104
104
127
104
144
152
142
195
61
61
61
75
61
85
90
84
43
28
30
28
33
27
33
31
34
30
11
11
11
13
11
15
16
12
598
204
206
204
248
203
277
289
272
Total compensation to members
of the Board of Directors
1,311
773
287
130
2,501
1 In addition, a cash compensation (including meeting attendance fees) of CHF 9,000 was paid as member of the Board of Directors of Worklink AG.
2012, in CHF thousand
Hansueli Loosli
Barbara Frei 1
Hugo Gerber 2
Michel Gobet
Torsten G. Kreindl
Catherine Mühlemann
Richard Roy
Theophil Schlatter
Othmar Vock 3
Hans Werder
Base salary
and functional allowances
Cash
compensation
Share-based
payment
Meeting
attendance fees
Employer
contributions
to social security
Total 2012
330
69
104
104
128
104
144
136
50
142
195
59
61
61
75
61
85
61
4
84
38
23
24
26
32
25
26
31
7
32
30
9
11
11
13
11
14
13
3
12
593
160
200
202
248
201
269
241
64
270
Total compensation to members
of the Board of Directors
1,311
746
264
127
2,448
1 Resigned as of 4 April 2012.
2 In addition, a cash compensation (including meeting attendance fees) of CHF 9,500 was paid as member of the Board of Directors of Worklink AG.
3 Resigned as of 4 April 2012.
The system of compensation provides for basic emoluments as well as functional allowances and
meeting attendance fees. No variable profit-related emoluments are paid. The basic emolument
for the Chairman of the Board of Directors is CHF 385,000, net, and CHF 120,000, net, for the other
Board members. Furthermore, additional fees are paid for specific duties (functional allowances).
Accordingly, each member of the Finance and Audit Committees is entitled to an unchanged allow-
ance of CHF 10,000, net. The members of the Compensation Committee also receive a functional
allowance in the same amount. In addition, the Vice-Chairman and the Chairman of the Finance
and Compensation Committees are each entitled to an allowance in an unchanged amount of
CHF 20,000 net. The Chairman of the Audit Committee receives a net amount of CHF 50,000. The
representative of the Swiss Confederation receives a net amount of CHF 40,000 for the special
duties related to his function. The members of the ad-hoc committees do not receive a functional
allowance, but meeting attendance fees. Furthermore, meeting attendance fees of CHF 1,250 are
paid for each full day and CHF 750 for each half-day. Out-of-pocket expenses are reimbursed on
the basis of actual costs incurred. No significant non-cash benefits are paid nor services rendered.
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The members of the Board of Directors are obligated to draw 25% of their basic emoluments includ-
ing functional allowances in the form of equity shares, whereby Swisscom augments the amount
to be invested in shares by 50%. In this manner, the compensation (excluding meeting attendance
fees) is made up of a two-thirds’ cash portion and a one-third equity share portion. The amount of
the share subscription obligation can vary in the case of members who join, leave, assume or give
up a function during the year. The shares are allocated on the basis of their value accepted for tax
purposes, rounded up to the next whole number of shares, and are subject to a three-year reten-
tion period. The shares which are allocated in April of each reporting year in respect of the reporting
period are recorded at their market value as of the date of their allocation. In April 2013, a total of
1,667 shares were allocated to the members of the Board of Directors (prior year: 1,927 shares) for
a tax value of CHF 371 per share (prior year: CHF 310). Their market value was CHF 442 (prior year:
CHF 361) per share. From 2013 onwards, the members of the Board of Directors are obligated to
hold a minimum number of equity shares equal to one year’s annual remuneration (basic emolu-
ment plus functional allowances). The Board members have four years to build up the required
shareholding.
With regards to the disclosure of services rendered and non-cash benefits, these are dealt with from
a tax point of view. Accordingly, neither services rendered and non-cash benefits nor expenses are
included in reported allowances. No compensation was paid to former members of the Board of
Directors in connection with their earlier activities as a member of a governing body of the Com-
pany and/or which is not at arm’s length. Swisscom bears all contributions paid for the members of
the Board of Directors in respect of social security insurance, in particular for old-age and survivors’
as well as for unemployment insurance. The disclosed compensation to the Members of the Board
of Directors includes the employee’s share of social security contributions. The employer’s share of
contributions is disclosed separately but included in total remuneration.
Compensation for the members of the Group Executive Board
In CHF thousand
Fixed base salary paid in cash
Variable earnings-related compensation paid in cash
Service-related and non-cash benefits
Share-based payments fixed 1
Share-based payments variable 2
Employer contributions to social security 3
Benefits paid following retirement from Group Executive Board 4
Retirement benefits 5
Benefits paid to former Members of the Group Executive Board 6
Severance payments
Total
Group
Executive Board
2013
Total
Group
Executive Board
2012
Thereof
Urs Schaeppi
2013
Thereof
Carsten Schloter
2012
3,183
2,640
45
–
853
488
1,481
738
–
–
4,353
3,092
108
35
1,191
645
–
1,064
80
–
622
566
16
–
298
105
–
106
–
–
830
635
8
–
252
122
–
106
–
–
Total compensation to members of the Group Executive Board
9,428
10,568
1,713
1,953
1 The shares are recorded at their market value and are blocked for three years.
2 The shares are recorded at their market value and are blocked for three years.
3 As from 2013, employer contributions to social insurance (AHV, IV, EO and FAK including administrative costs, sick pay allowance and accident
insurance) are now included as part of total remuneration.
4 This amount consists of employer social security contributions as well as retirement benefits for 2014 (for forfeited entitlements to share and
option plans).
5 During 2012 and 2013 CHF 170,000 or 165,000, respectively was paid to one Group Executive Board member for retirement benefits as
compensation for forfeited entitlements to share and option plans. He was awarded a total amount of CHF 500,000 spread over 2012-2014.
6 In 2012, CHF 80,000 was paid to one retired Group Executive Board member for advisory services in respect of support for the interim solution.
The compensation paid to the Group Executive Board consists of a basic salary settled in cash, a
variable performance-related share of profits settled in cash and equity shares as well as non-cash
benefits and additional benefits (primarily company car) as well as pension benefits. In addition,
the Board of Directors may recognise exceptional individual performance by means of a discretion-
ary premium settled in cash or shares. The variable performance-related share of profits is fixed in
the subsequent year once the consolidated financial statements are available on the basis of the
targets fixed in the year under review and is paid out in April of the same subsequent year. During
the reporting period, the system of compensation payable to the Executive Board was amended. It
was further adjusted by the requirement to hold a minimum number of equity shares. In order to
support this minimum shareholding requirement, members of the Executive Board have now the
possibility to draw a higher portion than previously of their variable performance-related compen-
sation in the form of equity shares. A minimum of 25% of the variable performance-related share
of compensation must be paid out in Swisscom shares. The Executive Board members now have
the option of increasing this share up to a maximum of 50%. The remaining portion of the perfor-
mance-related compensation is settled in cash. The option with regard to the level of compensa-
tion to be drawn in the form of equity shares must be exercised before the end of the reporting
period, at the latest in November following the publication of the third quarter’s results. In addi-
tion, a ceiling of 130% (until now 200%) of the target performance-related share has been set for
the payment of the variable performance-related compensation during the reporting period. Two
members of the Executive Board receive additionally a certain part of their performance-related
compensation fully in the form of equity shares, as a result of which their equity share amounts in
total to a minimum of 34% and a maximum of 57%. During the period under review, Urs Schaeppi
was awarded an extraordinary individual premium for additional services rendered by him in the
function as CEO ad interim. The shares are allocated on the basis of their value accepted for tax
purposes, rounded up to the next whole number of shares, and may not be sold during a three-year
period. The share-based compensation for the reporting period is augmented by a factor of 1.19
in order to take account of the difference between the market value and the tax value. The market
value is determined as of the date of allocation. Shares in respect of the current year are allocated
in April 2014.
In April 2013, the Executive Board members in office in the prior year were allocated a total of
2,707 shares in respect of the 2012 financial year (2011: 3,170 shares) with a tax value of CHF 371
(2011: CHF 310) per share. The market value was CHF 442 (2011: CHF 361). With regards to the dis-
closure of service rendered and non-cash benefits as well as expenses, these are dealt with from a
tax point of view. Of the services rendered and non-cash benefits reported, only a share of the use
of a company car is thus included in the reported compensation. Out-of-pocket expenses are reim-
bursed on a lump-sum basis in accordance with expense reimbursement rules approved by the Tax
Authorities and other expenses are reimbursed on an actual cost basis. They are not included in the
reported remuneration. Reported pension benefits (amounts which give rise to or increase pension
entitlements) encompass all savings, guarantee and risk contributions paid by the employer to the
pension plan. Included therein is also the premium for complementary death benefit risk insurance
contracted for executives in Switzerland.
All compensation was accrued in accordance with the International Financial Reporting Standards
(IFRS). During the reporting period, two members left the Executive Board. The highest compensa-
tion during the current financial year was paid to Urs Schaeppi, CEO ad interim until his election as
CEO in November and, in the prior year, to Carsten Schloter in his capacity as CEO Swisscom Ltd.
Swisscom has granted no sureties, guarantees or pledges in favour of third parties or other col-
lateral to any of the persons impacted by the disclosure requirement. During the current reporting
period, no compensation was paid to former members of the Group Executive Board in connection
with their earlier activities as a member of a governing body of the Company and/or which is not
at arm’s length.
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Payments to related parties
Related parties are spouses and common-law spouses, close relatives who are financially dependent
on the member of the governing body or live in the same household, other persons who are finan-
cially dependent on such individuals as well as partnerships or corporate entities that are controlled
by the member of the governing body or over which the member of the governing body exercises a
significant influence. Parents, siblings and children are also considered to be related parties. During
the reporting period, no payments were made to individuals who are closely related to any member
of the Board of Directors or the Group Executive Board which are not at arm’s length.
Loans and credits granted
Swisscom has granted no sureties, loans, advances and credits to present or former members of
the Board of Directors and the Group Executive Board as well as parties related thereto. It has not
waived any rights to amounts due from such individuals.
Further information
Further information on compensation paid to management is set out in the Remuneration Report
on page 137.
14 Shareholdings of the members of the Board of Directors
and the Group Executive Board
The table below discloses the number of restricted and non-restricted shares held by the members
of the Board of Directors and the Group Executive Board and as well as individuals related to them
as of 31 December 2013 and 2012.
Number
Hansueli Loosli
Barbara Frei 1
Hugo Gerber
Michel Gobet
Torsten G. Kreindl
Catherine Mühlemann
Richard Roy
Theophil Schlatter
Hans Werder
Total shares of the members of the Group Executive Board
1 Resigned as of 4 April 2012.
Number
Urs Schaeppi (CEO) 1
Mario Rossi 2
Hans C. Werner
Andreas König 3
31.12.2013
31.12.2012
1,335
283
1,020
1,387
1,061
1,010
1,269
711
688
8,764
915
151
888
1,255
899
878
1,087
518
506
7,097
31.12.2013
31.12.2012
1,716
1,441
383
257
170
–
49
–
Total shares of the members of the Board of Directors
2,526
1,490
1 From 23 July to 6 November 2013 CEO ad interim and from 7 November 2013 CEO.
2 Entered as of 1 January 2013.
3 Entered as of 1 October 2012.
No share of the voting rights of any person required to make disclosure thereof exceeds 0.1% of the
share capital.
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Proposed appropriation of
retained earnings
Proposal of the Board of Directors
The Board of Directors proposes to the Annual General Meeting of Shareholders to be held on
7 April 2014 that the retained earnings of CHF 4,170 million as of 31 December 2013 shall be
appropriated as follows:
In CHF million
Appropriation of retained earnings
Balance carried forward from prior year
Net income for the year
Total retained earnings
Ordinary dividend of CHF 22.00 per share to 51,801,141 shares in total 1
Balance to be carried forward
1 Excluding treasury shares.
31.12.2013
3,931
239
4,170
(1,140)
3,030
In the event that the proposal is approved, a dividend per share will be paid to shareholders on
14 April 2014 as follows:
Per registered share
Ordinary dividend, gross
Less 35% withholding tax
Net dividend paid
CHF
22.00
(7.70)
14.30
Report of the Statutory Auditor
Report of the Statutory Auditor on the Financial Statements to the
General Meeting of Shareholders of Swisscom Ltd, Ittigen (Berne)
Report of the Statutory Auditor on the Financial Statements
As statutory auditor, we have audited the accompanying financial statements on pages 224 to
233 of Swisscom Ltd, which comprise the income statement, balance sheet and notes for the year
ended 31 December 2013.
Board of Directors’ Responsibility
The board of directors is responsible for the preparation of the financial statements in accordance
with the requirements of Swiss law and the company’s articles of incorporation. This responsibility
includes designing, implementing and maintaining an internal control system relevant to the prep-
aration of financial statements that are free from material misstatement, whether due to fraud or
error. The board of directors is further responsible for selecting and applying appropriate account-
ing policies and making accounting estimates that are reasonable in the circumstances.
Auditor’s Responsibility
Our responsibility is to express an opinion on these financial statements based on our audit. We
conducted our audit in accordance with Swiss law and Swiss Auditing Standards. Those standards
require that we plan and perform the audit to obtain reasonable assurance whether the financial
statements are free from material misstatement.
An audit involves performing procedures to obtain audit evidence about the amounts and disclo-
sures in the financial statements. The procedures selected depend on the auditor’s judgement,
including the assessment of the risks of material misstatement of the financial statements,
whether due to fraud or error. In making those risk assessments, the auditor considers the internal
control system relevant to the entity’s preparation of the financial statements in order to design
audit procedures that are appropriate in the circumstances, but not for the purpose of express-
ing an opinion on the effectiveness of the entity’s internal control system. An audit also includes
evaluating the appropriateness of the accounting policies used and the reasonableness of account-
ing estimates made, as well as evaluating the overall presentation of the financial statements. We
believe that the audit evidence we have obtained is sufficient and appropriate to provide a basis
for our audit opinion.
Opinion
In our opinion, the financial statements for the year ended 31 December 2013 comply with Swiss
law and the company’s articles of incorporation.
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Report on Other Legal Requirements
We confirm that we meet the legal requirements on licensing according to the Auditor Oversight
Act (AOA) and independence (article 728 CO and article 11 AOA) and that there are no circum-
stances incompatible with our independence.
In accordance with article 728a paragraph 1 item 3 CO and Swiss Auditing Standard 890, we con-
firm that an internal control system exists, which has been designed for the preparation of financial
statements according to the instructions of the board of directors.
We further confirm that the proposed appropriation of available earnings complies with Swiss law
and the company’s articles of incorporation. We recommend that the financial statements submitted
to you be approved.
KPMG AG
Rolf Hauenstein
Licensed Audit Expert
Auditor in Charge
Gümligen-Berne, 5 February 2014
Daniel Haas
Licensed Audit Expert
Further Information
Forward-looking
investments to ensure
the best network
for our customers.
| Page 239–246
Inhalt
Glossary
239
239 Technical terms
242 Networks
243 Other terms
Index of keywords
Swisscom Group five-year review
245
246
Glossary
Technical terms
ADSL (Asymmetric Digital Subscriber Line): A broadband data transmission technology that uses
the existing copper telephone cable for broadband access to the data network. Filters at the cus-
tomer end and in the network prevent mutual interference, allowing traditional analogue teleph-
ony and data transmission to exist in parallel. Depending on the line length and other factors, the
transmission speed varies between 150/50 kbps and a maximum of 6,000/600 kbps.
All IP: All-IP is the technology behind the transition to a single unified network based on the Inter-
net Protocol (IP). All-IP means that all services such as television, the Internet or telephony run over
the same IT network based on the Internet Protocol. Phone calls are no longer transmitted using
analogue signals but instead take the form of data packets, as is the case with Internet services.
Thanks to the unified All-IP network infrastructure, devices and services can communicate with
one another and exchange data. In the medium and long term, Swisscom intends to migrate all
existing communications networks to IP to enable all telecommunications services (telephony,
data traffic, TV, mobile communications, etc.) to be offered over IP.
Bandwidth: Bandwidth refers to the transmission capacity of a medium; also known as the data
transmission rate. The higher the bandwidth, the more information units (bits) can be transmitted
per unit of time (second): bps, kbps, Mbps.
Connectivity: Connectivity is the generic term used to denote IP services or the connection to the
Internet and the ability to exchange data with any partner on the network.
DSL (Digital Subscriber Line): DSL is the generic term for transmission technologies that use sub-
scriber lines based entirely or partly on copper. Examples of DSL technologies: ADSL or VDSL.
EDGE (Enhanced Data Rates for GSM Evolution): EDGE is a radio modulation technology used
to enhance data transmission speeds in GSM mobile networks. EDGE enables data transmission
speeds of up to 256 kbps. Today EDGE covers 99.8% of the Swiss population.
FTTH (Fibre to the Home): FTTH refers to the end-to-end connection of homes and offices using
fibre-optic cables instead of traditional copper cables.
FTTS (Fibre to the Street)/FTTB (Fibre to the Building)/FTTC (Fibre to the Curb): FTTS, FTTB and
FTTC with vectoring for VDSL2 refer to innovative, hybrid broadband connection technologies
(optical fibre and copper). With these technologies fibre-optic cables are laid as close as possible to
the building, or up to the basement in the case of FTTB, while the existing copper cabling is used for
the remaining section. VDSL’s subsequent evolution to G.fast will significantly increase bandwidths
for FTTS and FTTB.
G.fast: G.fast, the latest technology for copper lines, is capable of providing far more bandwidth
than VDSL2. The use of G.fast for FTTS and FTTB is part of Swisscom’s access strategy. This technol-
ogy is currently being standardised by the ITU-T.
GPRS (General Packet Radio Service): GPRS significantly accelerates the transmission speed in GSM
mobile communications networks. GPRS enables speeds of 30 to 40 kbps.
GSM (Global System for Mobile Communications) network: GSM is a global digital mobile commu-
nications standard which, in addition to voice and data transmission, enables services such as SMS
messaging and connections to and from countries abroad (international roaming).
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HSPA (High Speed Packet Access): HSPA is a further development of the UMTS mobile commu-
nications standard. HSPA enables compared to UMTS large volumes of data to be transmitted at
faster speeds and allows far more customers to use the same radio cell simultaneously and at a
consistently high speed than would be possible with UMTS. At locations where mobile Internet use
is particularly concentrated, HSPA is upgraded to HSPA+ (also referred to as HSPA Evolution). The
maximum transmission speed currently delivered by this technology is 42 Mbps.
ICT (Information and Communication Technology): A collective term coined in the 1980s denot-
ing the convergence of information technology (information and data processing and the related
hardware) and communication technology (technically aided communications).
IP (Internet Protocol): IP enables different types of services to be integrated on a single network.
Typical applications are virtual private networks (VPN), telephony (Voice over IP) and fax (Fax over IP).
IPTV (Internet Protocol Television): IPTV refers to the digital broadcasting of broadband appli-
cations (for example, television programmes and films) over an IP network.
ISP (Internet Service Provider): An ISP is a provider of Internet-based services; also commonly
referred to as Internet Provider. Services include Internet connection (using DSL, for example),
hosting (registration and operation of Internet addresses, websites and web servers) and content
provision.
LAN (Local Area Network): A LAN is a local network for interconnecting computers, usually based
on Ethernet.
4G/LTE (Long Term Evolution): 4G/LTE is the successor technology to HSPA and stands for fourth-
generation mobile technology. At present, LTE enables mobile broadband data speeds of up to
150 Mbps.
MVNO (Mobile Virtual Network Operator): MVNO is a business model for mobile communications
in which a company (the MVNO) with no network infrastructure or a limited network infrastruc-
ture is able to access the infrastructure of other mobile communications providers.
Optical fibre: Fibre-optic cables enable optical data transmission, unlike copper cables, which use
electrical signals to transmit data.
OTT (Over the Top): OTT refers to content distributed by service providers over an existing network
infrastructure without operating the infrastructure themselves. OTT companies offer proprietary
services on the basis of the infrastructures of other companies in order to reach a broad range of
users quickly and cost-efficiently.
PWLAN (Public Wireless Local Area Network): A PWLAN is a public local area network based on
the IEEE802.11 Wi-Fi set of standards. Swisscom customers enjoy PWLAN access at more than
2,000 hotspots in Switzerland and over 65,000 worldwide. A PWLAN typically offers data trans-
mission speeds of 5-10 Mbps.
Roaming: Roaming enables mobile network subscribers to use their mobile phones when travelling
abroad. The mobile telephone of a subscriber outside Switzerland automatically selects the best-
quality partner network. Information indicating the country and region where the mobile phone
is located at any given time is sent to the exchange in Switzerland where the mobile phone is reg-
istered. On receipt of the calling signal, the exchange in Switzerland transmits it within a fraction
of a second to the right region in the respective country, where the signal is forwarded to the base
station in whose vicinity the mobile phone is located. The base station then forwards the signal to
the mobile phone and the call can be taken. Roaming only works if all countries involved operate on
the same frequency bands. In Europe all GSM networks use the same frequency bands. Other coun-
tries such as the USA or countries in South America use a different frequency range. Most mobile
telephones today are triband or quadband and support 900 MHz and 1,800 MHz networks (which
are most commonly used in Europe) as well as 850 MHz and 1,900 MHz networks.
Router: A router is a device for connecting or separating several computer networks. The router
analyses incoming data packets according to their destination address, and either blocks them or
forwards them accordingly (packet routing). Routers come in various sizes: from large-scale net-
work devices to small devices for the home.
TDM (Time Division Multiplex): Multiplexing is a method which allows the simultaneous transmis-
sion of multiple signals over a single communications medium (line, cable or radio link), for exam-
ple, by means of classic telephony (using an ISDN or analogue line). Multiplexing methods are often
combined to achieve even higher utilisation. The signals are multiplexed once the user data have
been modulated on a carrier signal. At the receiver end they are then demultiplexed and demodu-
lated.
UMTS (Universal Mobile Telecommunications System): UMTS is an international third-generation
mobile communications standard that combines mobile multimedia and voice services. A further
development of GSM, UMTS complements GSM and Public Wireless LAN in Switzerland. Today the
UMTS network covers around 98% of the Swiss population.
Unified Communications: An attempt to integrate the wide variety of modern communication
technologies. Different telecommunication services such as e-mail, unified messaging, telephony,
mobile, PDAs, instant messaging and presence functions are coordinated to enhance the reachabil-
ity of dispersed communication partners, thereby speeding up business processes.
Vectoring: This technology is used in conjunction with VDSL2 to eliminate interference between
copper wire pairs and enable bandwidths to be increased by as much as a factor of two.
VDSL (Very High Speed Digital Subscriber Line): VDSL is currently the fastest DSL technology,
allowing data transmission speeds of up to 100 Mbps. The current version of VDSL is called VDSL2.
Video on Demand: A service that allows subscribers to choose from a selection of films and to
watch the selected film at any time. The film is delivered to the subscriber either over the broad-
band cable network, over the original telephone network (DSL transmission), or over the new fibre-
optic network (optical transmission).
VoIP (Voice over Internet Protocol): VoIP is used to set up telephone connections over the Internet.
VPN (Virtual Private Network): Nowadays VPN is generally used to refer to a virtual IP network
(usually encrypted) that acts as a closed subnetwork within another IP network (usually the public
Internet).
WLAN (Wireless Local Area Network): A WLAN is a network that connects several computers wire-
lessly and links them to a central information system, printer or scanner.
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Networks
Leased lines: Swisscom operates various data networks that support leased lines based on a range
of different technologies such as SDH (Synchronous Digital Hierarchy) and, of course, Ethernet.
Business customers can take advantage of permanent, overload-free point-to-point connections
using bandwidths of between 2 Mbps and 10 Gbps. Redundancies are tailored to customers’ indi-
vidual requirements in terms of availability and security.
Next-generation network: To enable more cost-effective use of new services such as VoIP and
convergent solutions in the future, Swisscom is investing in a network infrastructure that is based
exclusively on All-IP. This infrastructure allows Swisscom to offer services irrespective of the type
of access technology selected (copper, wireless or fibre optic). Having migrated the data transport
network to IP, commissioned an IP-based telephony and multimedia platform, and launched its
first IP-based services such as Swisscom TV and VoIP, Swisscom has already gained experience in
All-IP offerings. The first products based solely on IP were already rolled out in 2009 and supple-
mented since then by a wide range of new services and bundled offerings.
PSTN network: The PSTN network connects virtually all private households and a large proportion
of business customers in Switzerland. Four-fold redundancy in the core network and two-fold redun-
dancy in the switching layer ensure excellent voice quality and optimum security and availability.
Transport network: The transport network is a wide area network that connects the regional parts
of the fixed network as well as the regional parts of the mobile network with each other as well
as with the respective central network core. It also provides the link to computer centres and the
global Internet. The transport network is used for all services (voice, video and data) and all custom-
ers (residential/business).
Wired access network: Swisscom’s copper access network largely consists of twisted copper-wire
pairs and extends to virtually every household in Switzerland. Swisscom began with the expansion
of optical fibre to homes and offices (FTTH) in 2008. It started rolling out broadband technology
in 2000, first based on ADSL (coverage at end-2013: 98%), then in 2006 based on VDSL2 (coverage
at end-2013: over 91%) and in 2008 based on optical fibre technology (coverage at end-2013: FTTB
in more than 750,000 homes and businesses). To fulfil its mandate for basic broadband provision,
Swisscom also uses wireless technologies such as UMTS and satellite. At present, ADSL is mainly
used to provide Internet access. Internet access using very high bandwidths and more broadband-
intensive services such as IPTV and video telephony are transmitted only over VDSL2 or optical
fibre. A million customers are already using Swisscom’s IPTV, and more than 85% enjoy at least one
channel in HD quality (high-definition TV). At the end of 2013 Swisscom launched a service on the
fibre-optic network offering speeds of 1 Gbps.
Wireless access network: Swisscom operates a nationwide mobile network in Switzerland. The
mobile services it provides are based on GSM, UMTS and LTE, the dominant digital standards across
Europe and much of the world. Swisscom has implemented different technologies that enable
transmission between handsets and base stations. In 2005, it enhanced all active GSM antennas
with EDGE technology, a further development of GPRS. EDGE enables bandwidths of between 150
and 200 kbps and currently covers 99% of the Swiss population. Swisscom began rolling out UMTS
as far back as 2004, and since 2006 has continued to expand its mobile network using HSPA/HSPA+.
This allows download speeds of up to 42 Mbps. By the end of 2013, UMTS/HSPA covered around 98%
of the Swiss population. Swisscom took another major step in 2011 when it became the first mobile
provider in Switzerland to launch a field trial with LTE. Swisscom’s launched its 4G/LTE offerings on
the Swiss market in December 2012 and has since extended coverage to 85% of Swiss households.
With LTE currently supporting bandwidths of up to 150 Mbps, Swisscom already has the fastest
mobile network in Switzerland and is aiming to further extend this technological lead.
Other terms
BSA (bit stream access): Regulated bit stream access is a high-speed link which Swisscom sets up
on the last mile (on a metallic pair cable from the local exchange to the home) and makes available
to other telecoms service providers (TSP) as an upstream service at a price regulated by the gov-
ernment. TSPs can use this link, for example, to offer their customers broadband services or fast
Internet access.
Collocation: Collocation is governed by the Ordinance on Telecommunications Services (Verord-
nung über Fernmeldedienste, FDV). The market-dominant provider offers alternative providers
non-discriminatory access to the required locations so that they can use the location and install
and operate their own telecommunications systems at that location.
ComCo (Competition Commission): ComCo enforces the Federal Cartel Act, the aim of which is
to safeguard against the harmful economic or social impact of cartels and other constraints on
competition in order to foster competition. ComCo combats harmful cartels and monitors market-
dominant companies for signs of anti-competitive conduct. It is also responsible for examining
mergers and issuing statements of position on official decrees that affect competition.
ComCom (Federal Communications Commission): ComCom is the decision-making authority for
telecommunications. Its primary responsibilities include issuing concessions for use of the radio
frequency spectrum as well as basic service licences. It also provides access (unbundling, intercon-
nection, leased lines, etc.), approves national numbering plans and regulates the conditions govern-
ing number portability and freedom of choice of service provider.
COSO/COSO ERM (Committee of Sponsoring Organizations of the Treadway Commission): COSO
is a voluntary, private-sector US organisation whose goal is to improve the quality of financial
reporting through ethical conduct, effective internal controls and good corporate management.
The Enterprise Risk Management (ERM) Framework is an extension of COSO’s Internal Control
Framework.
ERM (Enterprise Risk Management): ERM is a Group-wide management system that ensures the
assessment, handling and reporting of significant risks at Group level as well as Group-company level.
Ex-ante: In an ex-ante regime, the particulars of the regulated offerings (commercial, technical and
operating conditions) must be approved by a government authority (authorisation obligation). The
conditions approved by the authority (for example, price) are known to the parties using the regu-
lated services. There is legal provision for the affected providers to establish that the price has been
correctly determined.
Ex-post: In an ex-post regime, the parties must agree all possible aspects of the contractual con-
tent (primacy of negotiation). In the event of a dispute, the authorities decide only on the points on
which the parties have been unable to agree (objection principle).
FTE (full-time equivalent): Throughout this report, FTE is used to denote the number of full-time
equivalent positions.
Full access: Full access in connection with unbundling means providing alternative telecommunica-
tions service providers with access to subscriber lines for the purpose of using the entire frequency
spectrum of metallic pair cables.
Hubbing: Hubbing relates to the trading of telephone traffic with other telecommunication
operators.
Interconnection: Interconnection means linking up the systems and services of two TSPs so as to
enable the logical interaction of the connected telecoms components and services and to provide
access to third-party services. Interconnection allows the customer of one provider to communi-
cate with the subscribers of another provider. Under the terms of the Federal Telecommunications
Act, market-dominant TSPs are required to allow their competitors interconnection at cost-based
prices (LRIC, see below).
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ISO (9001, 14001–14064, 15504, 27001, 31000): The International Organization for Standardi-
zation (ISO) draws up international standards in all fields with the exception of electricity and elec-
tronics, for which the International Electrotechnical Commission (IEC) is responsible, and with the
exception of telecommunications, for which the International Telecommunication Union (ITU) is
responsible. Together, these three organisations form the WSC (World Standards Cooperation). The
relevant ISO standards are ISO 9001 Quality Management System – Requirements; ISO 14001 to
ISO 14064 Environmental Management System; ISO 15504 Software Process Improvement and
Capability Determination (SPICE); ISO 27001 Information Technology – IT Security Techniques –
Information Security Management Systems – Requirements; ISO 31000 Risk Management Princi-
ples and Guidelines. These standards govern the principles and general requirements for the risk
management process.
Last mile: Also referred to as the local loop, the last mile denotes the subscriber access line between
the subscriber access point and the local exchange. In Switzerland, as in most other countries,
access to the last mile is regulated (unbundling).
LRIC (Long-Run Incremental Costs): LRIC is the method defined by the Ordinance on Telecommu-
nications Services (Verordnung über Fernmeldedienste, FDV) for calculating regulating prices. It is
future-oriented and therefore creates economically efficient investment incentives.
OFCOM (Federal Office of Communications) OFCOM deals with issues related to telecommunica-
tions and broadcasting (radio and television), and performs official and regulatory tasks in these
areas. It prepares the groundwork for decisions by the Federal Council, the Federal Department for
Environment, Transport, Energy and Communications (DETEC) and the Federal Communications
Commission (ComCom).
Termination charges: Termination charges are levied by a network operator for forwarding calls to
another third-party network (e.g. calls from Orange to Swisscom or from Sunrise to Orange).
Unbundling: Unbundling of the last mile (Unbundling of the Local Loop, ULL) enables fixed-network
competitors without their own access infrastructure to access customers directly at non-discrimi-
natory conditions based on original cost. The prerequisite for ULL is the presence of a market-dom-
inant provider. There are two types of unbundling: Unbundling at the exchange (unbundling of the
local loop/ULL or LLU, referred to as TAL in Switzerland), currently available at around 600 unbun-
dled locations, and unbundling at the neighbourhood distribution cabinet (sub-loop unbundling,
referred to as T-TAL in Switzerland), in which Swisscom’s competitors have so far shown no interest.
Index of keywords
Board of Directors
Capital expenditure
Corporate Responsibility
Compensation paid to members of the Board of Directors and the Group Executive Board
Distribution to shareholders
Employees
Equity
Fibre-optic expansion
Fixed and mobile network
Goodwill
Group Executive Board
Group structure and organisation
Income taxes
Legal and regulatory environment
Macroeconomic environment
Market shares
Net debt and financing
Outlook
Pension
Provisions
Regulatory and antitrust proceedings
Risks
Risk Management
Segment results
Share
Strategy
Pages
120–129
65
71–114
139–148
40
42–46; 103–110
63, 155
17–18
17–18; 242
192–194
130–132
31–33
183–186
20–23
19–20
27–30
64, 215
66
63, 176–180
199
199–200
67–70
67–68, 128, 204–215
52–60
38–40
33–36
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Swisscom Group five-year review
In CHF million, except where indicated
2009
2010
2011
2012 1
2013
Net revenue and results
Net revenue
Operating income before depreciation and amortisation (EBITDA)
EBITDA as % of net revenue
%
Operating income (EBIT) before impairment losses on goodwill
Operating income (EBIT)
Net income
Share of net income attributable to equity holders of Swisscom Ltd
Earnings per share
Balance sheet and cash flows
Equity at end of year
Equity ratio at end of year
Cash flow provided by operating activities
Capital expenditure in property, plant and equipment
and other intangible assets
Net debt at end of period
Employees
CHF
%
12,001
11,988
11,467
11,384
11,434
4,702
39.2
2,707
2,707
1,938
1,941
37.47
6,212
28.0
4,395
1,987
9,141
4,599
4,584
4,477
38.4
2,627
2,627
1,788
1,813
35.00
5,350
25.4
4,024
1,903
8,848
40.0
2,681
1,126
694
683
13.19
4,296
22.1
3,951
2,095
8,309
39.3
2,527
2,527
1,815
1,808
34.90
4,717
23.8
4,245
2,529
8,071
4,302
37.6
2,258
2,258
1,695
1,685
32.53
6,002
29.3
4,131
2,396
7,812
Full-time equivalent employees at end of year
number
19,479
19,547
20,061
19,514
20,108
Average number of full-time equivalent employees
number
19,813
19,464
19,832
19,771
19,746
Operational data at end of period
Fixed access lines in Switzerland
Broadband access lines retail in Switzerland
Mobile access lines in Switzerland
Swisscom TV access lines in Switzerland
Unbundled fixed access lines in Switzerland
in thousand
in thousand
in thousand
in thousand
in thousand
3,391
1,478
5,602
232
153
3,233
1,584
5,828
421
255
3,120
1,661
6,049
608
306
3,013
1,727
6,217
791
300
Broadband access lines in Italy
in thousand
1,644
1,724
1,595 2
1,767
2,879
1,811
6,407
1,000
256
1,942
Swisscom share
Par value per share at end of year
CHF
1.00
1.00
1.00
1.00
1.00
Number of issued shares at end of period
in million of shares
51.802
51.802
51.802
51.802
51.802
Market capitalisation at end of year
Closing price at end of period
Closing price highest
Closing price lowest
Ordinary dividend per share
Ratio payout/earnings per share
20,491
21,296
18,436
20,400
24,394
395.60
411.10
355.90
393.80
470.90
400.90
420.80
433.50
400.00
474.00
293.50
358.00
323.10
334.40
390.20
20.00
53.38
21.00
22.00
60.00
166.79
22.00
63.04
22.00 3
67.63
CHF
CHF
CHF
CHF
%
1 Amendements to IAS 19 revised, restated from 2012.
2 As a result of the settlement of litigations Fastweb reduced the number of access lines by 197,000.
3 In accordance with the proposal of the Board of Directors to the Annual General Meeting.
Publishing details
Key dates
> 6 February 2014
Annual Press Conference 2013, Zurich
> 7 April 2014
Annual General Meeting of Shareholders,
Zurich
The Annual Report is published in English,
French and German.
Further copies of the Annual Report can be ordered from
E-mail: annual.report@swisscom.com
A Swisscom company brochure is also available
in English, French, German and Italian.
> 9 April 2014
Ex-dividend date
> 14 April 2014
Dividend payment
> 7 May 2014
2014 First-Quarter Report
> 20 August 2014
2014 Half-Year Report
> 6 November 2014
2014 Third-Quarter Report
> in February 2015
Annual Press Conference 2014, Zurich
Publication and production
Swisscom Ltd, Berne
Translation
CLS Communication AG, Basel
Production
MDD Management Digital Data AG, Lenzburg
Content and creative conception
PETRANIX Corporate and Financial
Communications AG, Adliswil
Printing
Stämpfli Publikationen AG, Bern
Photographer
Elisabeth Real, Zürich
Printed on chlorine-free paper
© Swisscom Ltd, Berne
General information
Swisscom Ltd
Head Office
CH-3050 Berne
+ 41 58 221 62 02
Tel.:
Fax:
+ 41 58 221 81 54
E-mail: swisscom@swisscom.com
Financial information
Swisscom Ltd
Investor Relations
CH-3050 Berne
Tel.:
E-mail:
Internet: www.swisscom.ch/investor
+ 41 58 221 62 78
investor.relations@swisscom.com
Social and environmental information
Swisscom Ltd
Group Communications & Responsibility
CH-3050 Berne
E-mail: corporate.responsibility@swisscom.com
Internet: www.swisscom.ch/responsibility
For the latest information, visit our website
www.swisscom.ch
The online version of the Swisscom
Annual Report is available at
English: www.swisscom.ch/report2013
German: www.swisscom.ch/bericht2013
French: www.swisscom.ch/rapport2013
P E R F O R M A N C E
neutral
Printed Matter
No. 01-13-751366 – www.myclimate.org
© myclimate – The Climate Protection Partnership
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