Service-oriented - Die Schweizerische Post

AG and our goods logistics was not possible.
The Federal Office for Justice denied
permission to outsource the universal
services from PostParcels. However,
these three units will operate in the market
as a single company with a single
offering from a single source.
By contrast, we were given permission to
implement outsourcing in connection
with PostBus. As a public company, the
unit will be able to act more flexibly in future
and will find it easier to work closely
together with other public transport providers.
I also hope that resources can be
managed leanly.
Swiss Post is reporting a profit of 837
million francs for the year under review.
Many people view this as a contradiction
to the salary and job cuts
resulting from Ymago.
Let me say first of all that we are proud
of this result; it is appropriate for a
company of our size and bears comparison
in international terms. However,
profit and a simultaneous reduction in
headcount do not constitute a contradiction.
Swiss Post is being increasingly
exposed to competition, and technology
is making manual work redundant.
Fighting this trend would pose a threat
to our very existence. It makes more
sense to seek new business opportunities
and to create jobs there. We are
doing this all the time. For instance at
PostFinance, with in-house postal services
for large customers, document
management, direct marketing and other
services. We can deal actively with
the ongoing process of change and
with the future in mind only if we are
financially fit. This is the only way for us
to implement projects such as Ymago in
a socially responsible manner and to
finance the necessary structural adjustments
and investments. Finally, our result
will serve to secure the future of
jobs at Swiss Post. And besides, only a
commercially successful company attracts
potential employees and customers.
Why isn’t Swiss Post cutting prices if
its profit figure is this good?
Prices in the competitive business are shaped
by the market and are in a constant
state of flux. The monopoly prices are
approved by the Federal epartment of
Environment, Transport, Energy, and
Communications. The quality that our
customers want and appreciate comes at
a price. In an international comparison
we are in the lowest third. ( 9)
Annual Verantwortungsbewusst
Report | Interview
9
The owner also wants us to build up an
industry-standard level of equity. Our
target is three billion francs. At the same
time we had to ensure a solid basis for
our pension fund, in the interests of
both our employees and the tax-payers.
Our good results have now provided the
necessary funding. Further funds will be
needed for the switch to a defined contribution
scheme. Finally, we have to
finance our investments from resources
we generate ourselves. Once we have
reached these goals and can sustain
them, the Confederation can look forward
to receiving some of the profit. The
Federal Council has the last word on
profit appropriation.
PostFinance again made a major contribution
to profit. Swiss Post is seeking
a banking licence and would thus compete
directly with the banks, in particular
the cantonal banks. But does Switzerland
really need another bank?
PostFinance currently has 2.31 million
customers, many of whom are small customers
and small and medium-sized enterprises.
We handle a good portion of
all the payment transactions in Switzerland.
We want to be able to offer these
customers the entire range of financial
services at attractive and fair conditions.