Service-oriented - Die Schweizerische Post

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78 Annual Geschäftsbericht Report | Corporate 2006 Governance Executive Management or the Board of irectors regarding potential severance payments. The notice period for members of Executive Management is twelve months. Changes in Executive Management There were no changes in top personnel in the year under review. Karl Kern, Head of the Post Office Network, retired at the end of 2006. Patrick Salamin succeeded him at the beginning of 2007; he was previously Head of Marketing & Sales in the Post Office Network unit. Internal Auditing The internal auditors submit ongoing reports to the Audit Committee and an annual report to the Board of irectors as a whole, with the Chairman of the Board of irectors receiving all audit reports. As a member of the Swiss Institute of Internal Auditing and thus indirectly a member of the international Institute of Internal Auditors, Swiss Post’s Internal Auditing department is obliged to abide by current international standards. In particular, these include principles relating to integrity, objectivity, confidentiality, technical expertise and quality assurance. The audit activities are based on the COSO model (Committee of Sponsoring Organizations of the Treadway Commission) aimed at ensuring the effectiveness and efficiency of processes, the reliability of financial reporting and compliance with laws and regulations. The internal auditors report to the Chairman of the Board of irectors and are thus independent of the management responsible for Swiss Post’s operations. External audit Since 1998, KPMG AG have been the auditors appointed by the Federal Council for Swiss Post, and they also act as Group auditors. The auditor in charge has been responsible for Swiss Post since 2005. The Audit Committee of the Board of irectors holds regular discussions with the external auditors and also checks their independent status. Self-regulating organization In respect of its financial services business, Swiss Post is, like any other financial intermediary, subject to the Money Laundering Act. Because of the scope and characteristics of Swiss Post’s payments business, the legislators made this area subject to supervision by a self-regulating organization (Swiss Post SRO). The Swiss Post SRO may be administratively answerable to the Board of irectors, but neither the Board nor the Executive Management can issue instructions to the SRO. Its activities and compliance with its obligations are monitored by the Confederation’s Money Laundering Control Authority, which carries out on-site audits once a year. Its position entails a certain degree of tension, since it is subject to the requirements of the Control Authority, but is also employed by Swiss Post while at the same time supervising Swiss Post in its capacity as a financial intermediary.
Human Resources Yves-André Jeandupeux Mail Josef Bösch Strategic Account Management Frank Marthaler Logistics Services Corporate Development Last name Nationality Member of Executive Management since r. Ulrich Gygi, Chief Executive Officer CH 2000 Josef Bösch, Head of Mail CH 2001 Jürg Bucher, Head of Financial Services CH 2003 Yves-André Jeandupeux, Head of Human Resources CH 2005 Karl Kern, Head of Post Office Network CH 1999* Michel Kunz, Head of Logistics CH 1999 aniel Landolf, Head of Passenger Transport CH 2001 Jean-Pierre Streich, Head of International CH 1999 r. Hans-Peter Strodel, Head of Finance CH 1998 * until 31 ecember 2006, as of 1 January 2007 Patrick Salamin Bord of Directors Chairman Anton Menth CEO Ulrich Gygi General Secretariat Internal Auditing Martina Zehnder Corporate Communication Finance Beat Friedli Reto Müllhaupt aniel Mollet Hans-Peter Strodel Financial Services Passenger Transport International Michel Kunz Jürg Bucher aniel Landolf Jean-Pierre Streich Karl Kern Annual Jahresbericht Report | Corporate Governance 79 Post Office Network * Philately Elsa Baxter
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“ I’d like Swiss Post to stay t
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Swiss Post - the backbone of the ba
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Mail PostMail delivers 15 million l
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Considerate 2006 2005 Individual co
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tions expected of us as an employer
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AG and our goods logistics was not
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with multi-modal transport. The ide
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Developments in the economic enviro
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tract for subsidiaries of Swiss Pos
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management of internal postal servi
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quality. 98 percent of all A Mail a
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PostFinance is the first financial
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the parcel centre. PostLogistics is
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ganserland region. However, after n
Page 29 and 30: In 2006, SPI generated most of its
Page 31 and 32: over a period of two years. Swiss P
Page 33 and 34: dropped from 9.2 million in 2005 to
Page 35 and 36: esses being taken over by the Group
Page 37 and 38: 2010. The focus here will be on cos
Page 39 and 40: els that benefit both parties. Comb
Page 41 and 42: “ Addressed bulk mailings are par
Page 43 and 44: PostLogistics: a clever buyer for t
Page 45 and 46: in headcount at the parent company
Page 47 and 48: The survey results confirm that emp
Page 49 and 50: post office building in Lausanne, w
Page 51 and 52: Quality management Swiss Post aims
Page 53 and 54: a new job within the company, suppo
Page 55 and 56: 15 percent compared with the refere
Page 57 and 58: tive than a salary increase and als
Page 59 and 60: Overall, Swiss Post employs more pe
Page 61 and 62: workplace and in case of addiction
Page 63 and 64: With its commitment to the Swiss Yo
Page 65 and 66: sic component and a variable perfor
Page 67 and 68: “ I’m often the only woman at m
Page 69 and 70: value (350 million francs) from 200
Page 71 and 72: Jean-Marc Eggenberger Nicola Thibau
Page 73 and 74: Hans-Peter Strodel - Head of Financ
Page 75 and 76: Corporate Governance Annual Report
Page 77 and 78: made on implementation of its strat
Page 79: Financial risks The financial risks
Page 83 and 84: Financial Report Our values in figu
Page 85 and 86: Volumes/capital trend Swiss Post’
Page 87 and 88: Annual Report | Financial Report |
Page 89 and 90: Group profit Operating result (befo
Page 91 and 92: Trend among European postal organiz
Page 95 and 96: Appropriation of profits Annual Rep
Page 97 and 98: Consolidated balance sheet Annual R
Page 103 and 104: 3 Consolidation and accounting prin
Page 111 and 112: Results by business segment Annual
Page 113 and 114: CHF m 7 Other operating income Annu
Page 119 and 120: 12 Financial income Annual Report |
Page 121 and 122: CHF m 16 Inventories Annual Report
Page 123 and 124: 20 Financial assets available for s
Page 127 and 128: 23 Investments in associates Annual
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Cash-generating units Reviewing the
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26 Financial liabilities Annual Rep
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31 December 2006 27 Provisions Annu
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Other Notes 28 Operating leases Swi
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29 Contingent liabilities Annual Re
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Financial instruments by currency A
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32 Scope of consolidation Annual Re
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Annual Report | Financial Report |
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34 Non-current assets held for sale
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PostFinance - balance sheet CHF m A
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GRI index Annual Report | Financial
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162 Annual Report | Financial Repor
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Service-oriented - Die Schweizerische Post

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