EY Switzerland Sustainability Report 2014

EY Switzerland Sustainability Report
2014
Building a better
working world
every day
Contents
1 A note from the Country Managing Partner
2 About EY
42 Communities
4 Commitment
5 Strategy
7 Performance
44
46
48
50
8 Marketplace
10
12
16
16
19
Exceptional client service
Investing in EY services
Applying an industry focus
Promoting sustainability
Instilling professional values
26 People
28 Creating the highest-performing teams
30 Developing and supporting our people
through world-class learning
34 Celebrating and supporting diverse talent
38 Providing competitive compensation and benefits
II
Investing in our communities
Supporting entrepreneurship
Donating time and money
Demonstrating environmental stewardship
54 How EY is organized
56 EY global organization structure
58 EY Switzerland organization structure
60 About this report
62
63
65
67
68
Defining the boundary of the report
Determining report content and materiality
Engaging with stakeholders
GRI content index tables
Data overview
A note from the
Country Managing
Partner
Bruno Chiomento
Country Managing Partner
EY Switzerland
Together with the people of EY Switzerland, I am building a better working world every day. This may sound like a
bold claim, and it is: our organization’s purpose runs through every service we deliver, every interaction with our
clients. And it helps me personally make decisions. Our quality services build trust and confidence in the capital
markets and in the Swiss economy. But perhaps the greatest contribution to sustainability is our role in shaping
the next generation of professionals.
My own career with EY started in the late ‘80s at what was
then Atag Arthur Young, so I’m actually a product of the EY
experience myself. I’ve also seen a lot of people come and go
over the years. In my current role, I’m always pleased when
I run into former EY colleagues, many of whom now occupy
important positions in business. It shows that our business
model works, and that it adds value to the market. We train
qualified professionals for the Swiss market — whether they
ultimately choose to stay at EY, delivering exceptional client
service, or go on to work for a client or elsewhere. And
I’m proud of the contribution we make to a sustainable Swiss
economy.
While we pride ourselves on being a center for education and
knowledge transfer, we also need to retain the best talent. A
major challenge in the coming years will be stabilizing employee
turnover at an appropriate level, especially in light of the
demographic change that is already upon us. We’ve made good
progress so far, reducing turnover from 24.1% in the prior
year to 19.7% in 2014. Retention rates depend on employee
contentment, so I’m greatly encouraged by the results of our
latest People Pulse Survey, which measures employees’ overall
satisfaction with EY as an employer. We scored 62% compared
to 58% last year and I hope that our commitment to lifelong
learning, flexibility and choice will be reflected in a continuing
upward trend.
As an inherently diverse country, Switzerland has not always
consciously focused on diversity and inclusiveness in the past.
That needs to change. We have set clear goals aimed at making
a difference in gender diversity: we want to triple the number
of women partners at EY Switzerland to at least 15% by 2020.
Like all service providers, we have to adapt and respond to the
needs of an evolving market. We have to innovate, and we have
to grow in the right direction. We successfully expanded our
Advisory capacities just as demand for consulting was picking
up, for example. The regulatory factors driving market change
are numerous — recently we’ve seen debates on base erosion and
profit shifting, the EU’s auditor rotation rules and the corporate
tax reform in Switzerland. With our vast knowledge base, we
can anticipate and respond to challenges successfully. For our
clients and for ourselves.
In a world that’s more complex and dynamic than ever before,
I believe there’s one thing that will never change. And that’s
the value of high-quality services and insights. Our support
helps clients grow, innovate and prosper — and strong clients
mean a healthy economy. By delivering value-added, we play
an important part in ensuring sustainable systems, a thriving
labor market and future prospects for the next generations.
EY Switzerland as a firm mirrors this concept on a much smaller
scale. The partners want to hand over an even stronger company
to those that follow, giving them a chance to realize their own
potential. So there is intrinsic motivation driving sustainability.
Old-world corporate social responsibility was about giving
something back. It said: “We contribute to society because we
are successful.” New-world sustainability is about creating
shared value. It says: “We are successful because we contribute
to society.” I hope you enjoy reading this report and finding
out how EY Switzerland is contributing to a sustainable future
by building a better working world. Every day.
Bruno Chiomento
1
About EY
EY is a global leader in assurance, tax, transaction
and advisory services. The insights and quality
services EY member firms deliver globally help build
trust and confidence in the capital markets and in
economies the world over. EY member firms develop
outstanding leaders who team to deliver on the
promises EY makes to stakeholders. In so doing,
EY plays a critical role in building a better working
world for our clients, our people and communities.
EY Switzerland has 2,240 people at 10 locations in
Switzerland and one in Liechtenstein. We are part
of the Europe, Middle East, India and Africa (EMEIA)
Area, which brings together 11 geographic Regions
and the EMEIA Financial Services Organization. Our
client-serving business for every sector, apart from
the financial services industry, belongs to the GSA
Region (Germany, Switzerland and Austria). We refer
to these operations in Switzerland as GSA CH. The
Swiss Financial Services Organization (FSO) is part
of the EMEIA Financial Services Organization.
2
EY at a glance
Basel
Aarau
Berne
Zurich
St. Gallen
Zug
Lucerne
Vaduz
Lausanne
Geneva
Lugano
EY Switzerland
Headquarters
Regional offices
Basel11
PeopleRevenue
2,240CHF 574m
2012/13: 2,085 2012/13: CHF 569m
Aarau
22
Basel
162
Berne
221
Geneva
347
Lausanne
86
Lucerne
19
Lugano
52
St. Gallen
41
Vaduz
6
Zug
46
Zurich
1,238
EY global
Headquarters
London
Countries we operate in
over 150
PeopleRevenues
approx. 190,000
USD 27.4b
2012/13: approx. 175,000 2012/13:
USD 25.8b
3
Commitment
We believe that everything we do — every service we provide,
every interaction with a client or colleague — should make the
working world better than it was before.
Purpose
When business works better, the world works better. This simple
credo forms the basis of EY’s purpose of building a better
working world — a purpose that reflects and respects the unique
role EY plays as a professional services organization in the
creation of social, economic and environmental value. This
purpose underpins everything EY does — every service delivered,
every interaction with clients and colleagues, every investment
and support given to communities — should make the working
world better than it was before.
EY’s purpose forms part of its Vision 2020 initiative, which sets
the goal of delivering exceptional client service worldwide.
EY firms are committed to bringing each client a great team
— connected, responsive and insightful — and one that reflects
a diverse mix of talented people who embrace this purpose,
demonstrate commitment to inclusiveness and exhibit a desire
to exceed expectations. Measures geared to combating
corruption and anti-competitive behavior, promoting compliance,
and safeguarding client privacy are all high priorities for EY.
EY Switzerland maintains a strong commitment to these
principles, which guide our actions and shape the professional
principles that protect our business, our clients and our people.
“I have the opportunity in this role to travel around and
meet EY people from every corner of the world. And
what I see consistently is our people working together
in teams, sharing the same values, focused on delivering
exceptional client service. More than that, they are
proud of what they do and the role they play in building
a better working world.”
Mark Weinberger
Global Chairman and CEO
4
1
About EY
Strategy
The EY strategy, as outlined in Vision 2020, calls for its member
firms in more than 150 countries to use their collective global
advantage, while empowering teams to be responsive to local
needs. To achieve this, EY is improving how its member firms
operate and deliver client services. This includes:
• Streamlining

the EY operating model to further enhance
the organization’s global scale while remaining responsive to
local needs.
• Supporting

the delivery of exceptional client service by
its member firms worldwide to help their clients succeed,
strengthen the connection between service quality and
market growth, and enhance public trust in capital markets.
• Helping

to develop the highest-performing teams using
cross-border and cross-cultural strengths and all knowledge
available.
• Supporting

communities through entrepreneurship,
developing the future workforce and championing diversity
and inclusiveness, particularly the role of women in business.
5
“The critical success factors for
business growth and exceptional
client service are talent management,
gender diversity and cross-service
line collaboration.”
Marcel Stalder
Market Segment Leader Financial
Services Switzerland
One FSO
Financial sector in transformation
As we make headway with Vision 2020, it
is important to remain focused on the goals
set. The fundamental changes triggered
by digitalization, demographic shifts and
globalization lead to an increase in what we call
“VUCA” — Volatility, Uncertainty, Complexity
and Ambiguity. VUCA accelerates the need for
the financial sector to transform. Sustainably.
We want to shape that transformation and
grow with it as the market evolves. Our strategic
alignment puts us in a strong position to grow
with our clients as they transition to the new
reality: a multicurrency, multipolar, digitalized
environment. We regularly analyze the
market and the direction it’s taking so that we
can respond to evolving needs. That means
optimizing our structures and services to deliver
exceptional client service. It means integrating
sustainable practices. And it means looking
ahead to the highest-performing teams of the
future.
Impact on our clients
We offer fresh perspectives at a time when the
radical new environment is forcing clients to
dramatically revise their business models. In the
VUCA-driven transformation, clients need to:
• Rethink strategies
• Change business models
• Integrate support functions
• Realign IT and data management
• Drive cultural change and corporate agility
Our thought leadership is instrumental in
helping clients navigate the jungle of new
regulations in an unprecedented digital age.
Going forward, banks, asset managers and
insurance companies are keen to draw on
lessons learned to tackle the challenges and
6
By Marcel Stalder
seize the opportunities that lie ahead. Many of
them are realizing that outside support from
professional services firms like EY is an effective
and cost-efficient way to achieve this.
The assurance, solutions and transparency that
we provide are good for our clients; they’re
also good for the market and the economy. As
Market Segment Leader FSO Switzerland, I see
firsthand how FSO Switzerland’s professional
services are playing a crucial role in restoring
trust in this critical post-crisis era and how
they’re contributing to a more sustainable future.
Consequences for EY business logic
All these changes that our clients face demand
changes in our own business logic. Already
established in the fields of audit, tax and
transactions as well as risk and financial
advisory, we are now investing heavily in new
business fields across the five transformation
areas triggered by VUCA. Investing now in
competencies in strategy consulting, business
models, support functions, IT and data management, and cultural change, means we can
secure sustainable growth for our business for
the coming years. We are ready to support our
clients through the transition. And we’ll be
ready with innovative solutions as the new
reality emerges.
Sustainability doesn’t only impact our business
strategy. For me, true sustainability is about
integrating sustainable practices into everything
we do. Take last year’s travel ban, for example.
It has really changed the way EY people think
about mobility, even now, long after the ban was
lifted. Because EY is the most globally integrated
practice among the Big Four, with clients all
over the world, travel is an inherent aspect of
our business model. But by approaching it in
the most sustainable way possible, we can
support our clients’ growth agendas and
develop our own business with minimal
environmental impact. After all, sustainability
is a growing concern not only for EY but
also for the economy as a whole, and for our
clients. As the market adjusts to the new
reality, we expect sustainability to be a major
revenue stream.
Critical success factors
People drive success. To succeed in this new
environment — sustainably — our business
relies on our people. Critical factors are talent
management, gender diversity and crossservice line collaboration: the ingredients for
exceptional client service.
FSO Switzerland is growing fast. We want to
increase our headcount significantly by 2016.
Our dedicated talent management process is
designed to make sure we recruit and retain
the right people — to close talent gaps at partner
level and support development from within our
ranks. In my experience, highest-performing
teams are made up of people who can thrive
in a corporate culture built on shared values
and goals. One example of how we’re making
that culture come to life is Your Voice, a platform
which allows our employees to give feedback
— good and bad — for direct management attention. We act on these open or anonymous
reports to reward excellent performance or
teaming, but also to challenge less positive
behaviors.
I see every day how our people are contributing
to better working banking, better working
insurance, better working asset management.
Together as One FSO, we’re making a difference
by building a better working world every day.
1
About EY
Performance
Economic success is indispensable for sustainable corporate
development. At EY Switzerland, we have been proactive in
driving forward a growth strategy with our service lines in FY14.
The economic situation in Switzerland was generally favorable
during FY14: the growth rate was steady, even though the
market environment was more demanding than in recent years.
EY Switzerland generated revenue of CHF 573.8 million for the
fiscal year ended 30 June 2014, compared to CHF 568.7 million
in the prior year. Overall, this means that EY Switzerland’s growth
rate was slightly slower than in previous years.
From a sustainability perspective, the value generated and
distributed is more important than revenue alone. The statement of value-added on the right shows the total invoiced
revenue of the company including VAT, out-of-pocket expenses
and external consultant costs. To arrive at the net valueadded, goods and services purchased by the company are
deducted. The statement then shows how the net valueadded is distributed to the employees, the state, equity
owners and lenders.
In FY14, EY gave CHF 425.9 million back to society. Compared
to the prior year, the changes are minor. The gross valueadded increased in line with revenue. EY Switzerland purchased
significantly more goods and services than in FY13; this was
especially due to extensive use of Shared Services and the Global
Talent Hub. We distributed almost CHF 363 million to our
employees, nearly the same amount as the year before. The
contribution to government in the form of taxes and to social
security institutions also rose moderately.
A detailed breakdown of revenue shows that Audit and
Assurance Services contributed CHF 266.1 million, Advisory
Services CHF 145.4 million, and Tax and Legal Services
CHF 162.4 million.
Net value-added
in CHFk
2013/14
2012/13
Gross value-added
(revenue including VAT)
612,455
606,465
Office expenses
–19,418
–19,085
–101,275
–102,232
–62,435
–56,938
–3,443
–3,975
425,884
424,235
Distribution of net value-added
in CHFk
2013/14
2012/13
Employees
362,579
362,434
55,523
54,034
7,782
7,767
425,884
424,235
Out-of-pocket expenses and
external consultant costs
Other goods and services
purchased
Amortization and depreciation
Government and social
security contributions,
incl. AHV/AVS
Equity owners and lenders
During FY14, EY Switzerland recruited 678 people (including
interns) and grew its headcount to 2,240 (FY13: 2,085).
We expect to hire a similar number of people in FY15, assuming
a stable level of employee turnover.
7
Marketplace
Even though it’s set to outperform all of its neighbors
in terms of percentage GDP growth, Switzerland is
inevitably affected by trends on the European and
global stage. Businesses today continue to face an
environment of uncertainty and ambiguity. Technological
innovation — cloud computing, data analytics, social
media, mobile technologies — is accelerating. Banks
and other financial services providers have to contend
with unprecedented regulatory change, supervisory
intervention and a brand new digital demographic. As
the world in which companies operate evolves, many
are rethinking their business models. Only by innovating
can they adapt to the new reality and continue creating
value. Clients count on EY Switzerland to provide
them with insights and advice that contribute to their
overall success.
8
2014 highlights
Total revenue in CHFm
2012
2013
2014
533
569
574
Revenue breakdown
in CHFm
2013/14
2012/13
Audit and Assurance Services
266.1
269.4
Advisory Services
145.4
133.1
Tax and Legal Services
162.4
166.2
Headcount per service line
GSA CH
Assurance
526
FSO
2012/13:
500
*C
ore Business Services
EY Switzerland
** Transaction Advisory Services
Tax & Law
470
2012/13:
454
CBS*
414
Advisory
2012/13:
425
95
2012/13: 81
TAS**
86
2012/13: 71
245
2012/13:
184
80
2012/13: 73
311
2012/13:
281
13
2012/13: 16
9
Clients’ willingness to recommend our services according
to the 2013/14 Assessment of Service Quality (ASQ)
“I would recommend EY to
a friend or colleague.”
8.2
0
Never
10
Always
In a world that’s more complex and dynamic than ever before,
clients expect to be served by the right team of professionals,
regardless of service line or geography. It is not enough to be
technically excellent — EY’s clients want professional service
providers who are connected to their business, responsive to
their needs and insightful about their sector and the challenges
they face.
To deliver on this, EY people are united around the concept
of exceptional client service. Exceptional client service is about
EY professionals being the most connected, responsive and
insightful in the marketplace.
• Connected

means bringing together the right people in the
right locations, to build trust and enrich client relationships.
• Responsive

means the desire and commitment of every
person in EY to be proactive, visible and timely.
• Insightful

means using EY experiences and a point of view
tailored to the client situation, to advance their thinking.
Exceptional client service is a fundamental part of how
EY Switzerland operates as a member of the global network,
both strategically and tactically.
To support exceptional client service, EY Switzerland is:
• Embedding

exceptional client service attributes into how we
measure quality
• Revising

training programs and performance evaluations to
incorporate exceptional client service as a minimum baseline
expectation for EY people
• Defining

exceptional client service as one of the six critical
metrics for managing its business
EY Switzerland serves nearly 7,000 organizations in total, so
our clients reflect the variety of the Swiss economy as a whole.
They range from large, international companies to the public
sector and small privately owned businesses. FSO responds to
the specific needs of clients operating in Switzerland’s highly
important financial industry, while GSA CH serves clients from
a wide spectrum of different sectors.
10
A wide range of clients
• Large global players
Increasingly, global businesses need help with
evaluating new opportunities, expanding into and out
of emerging markets, complying with regulatory
rules across borders, fostering a global workforce and
interacting with governments. In addition, large
global businesses are continuously raising their
expectations when it comes to receiving high-quality
service everywhere in the world. Our integrated
teams and service delivery tools enable us to meet
these evolving expectations.
• Small and medium enterprises (SMEs)
The middle market comprises numerous mature,
stable and profitable companies, often private and
intending to remain so. These companies face many
of the same issues as our largest clients — but without
the in-house resources to tackle them. They need
our support in executing transactions to drive growth
and to expand into new markets around the world.
All of the complex issues faced by companies within the
middle market require the kind of high-value services
that we are committed to providing.
• Entrepreneurs
We have more than three decades’ experience
working with entrepreneurs, adapting our know-how
and resources to support entrepreneurial, fastgrowth companies. Collectively, EY member firms
are leaders in advising, guiding and recognizing
outstanding entrepreneurial talent. From start-up
ventures to established companies, EY helps clients
become market leaders. Turn to page 46 to find
out how EY Switzerland promotes and celebrates
the achievements of local entrepreneurs.
Marketplace
“For the third time in a row, our survey shows that more
than 80% of our clients would recommend EY to friends
or business partners. That’s something to be proud of.”
Pierre-Alain Cardinaux
Partner, Market Segment Leader GSA CH Suisse romande
11
2
Investing in EY services
As a part of EY, its member firms provide services across four
service lines: Assurance, Tax, Advisory and Transaction Advisory
Services. At EY Switzerland, the service lines are fully integrated
in GSA CH and FSO. This means that both have all service lines,
with collaboration and overlap between the two.
Assurance
EY wants its clients to benefit from a highly integrated global
structure. This means eliminating silos and bringing the
best of what the EY organization has to offer to clients through
borderless teaming across service lines, industries and
geographies.
Our largest service line is complemented by specialty services
that address many of the issues confronting modern businesses,
such as fraud prevention and detection and the need for
sustainable business strategies and integrated reporting. Our
offering includes Financial Accounting Advisory Services,
Fraud Investigation and Dispute Services, and Climate Change
and Sustainability Services.
The strength of EY’s global reach is balanced with deep local
knowledge. The EY market segment model groups together
local accounts, allowing EY people to set account investments
and market priorities locally, while maintaining global consistency in terms of metrics and enablement. The model allows
account teams to offer more relevant, tailored services to
clients.
Within EY Switzerland’s Assurance practice, 837 professionals
deliver high-quality external audit services. In auditing
companies’ accounts, we serve the public interest and play a
vital role in building trust in the global capital markets.
Our priority is to supply reliable data, provide constructive
comments, highlight important issues to audit committees and
keep investors and stakeholders up to date with relevant facts.
Delivering high-quality audits is paramount. We will continue to
grow and invest in these competencies — so that we can provide
the most relevant, highest-quality assurance services in the world.
“The EU’s new auditor rotation rules for public-interest
entities are shaking up the market. EY views this
as an opportunity to win new audit clients. Our client
transition process is a key factor in our success
here — it ensures that efficiency and know-how are
retained when the auditor changes.”
Bernadette Koch
Partner, Assurance
12
Marketplace
Share in revenue by client sector
Financial services
43%
29%
20%
8%
2012/13: 40%, 2011/12: 41%
Service and trade
2012/13: 25%, 2011/12: 31%
Industry
Tax & Law
EY Switzerland’s Tax & Law practice has 550 professionals
helping clients understand and responsibly manage their tax
compliance and reporting obligations. We help them assess,
improve and monitor their tax functions’ processes, identify
and manage tax implications across domestic and cross-border
business activities and maintain effective relationships with
tax authorities around the world.
We support clients with wide-ranging issues in areas such as
Global Trade, Global Compliance and Reporting, Human Capital,
Business Tax and Law. This means helping them to remit a
growing variety of indirect taxes; advising them on how tax
affects the efficiencies sought in global supply chains; and
supporting their efforts to attract the best talent in a highly
competitive marketplace for human capital.
The Swiss Tax & Law practice closely cooperates with EY’s
global network of tax specialists to ensure that local tax
solutions align with and contribute to our clients’ overall
business goals. In a rapidly changing tax environment, clients
appreciate EY Switzerland’s thought leadership, publications
and events. One example is our regular Tax News, which
discusses latest developments and trends in a reader-friendly
newsletter.
2012/13: 21%, 2011/12: 20%
Chemicals and pharmaceuticals
2012/13: 14%, 2011/12: 8%
13
2
Advisory
EY Switzerland’s Advisory practice works with some of the
country’s and the world’s largest and most complex corporations,
as well as with government organizations, on their most pressing
management and operational challenges.
Our 340 Advisory professionals enable us to quickly deploy
the right people to the right projects in Performance Improvement, Information Technology Risk and Assurance, and Risk.
Our teams help clients operate more effectively and efficiently,
enabling them to grow sustainably.
Besides supporting clients with sector-specific risk management,
control frameworks and risk convergence, FSO’s Actuarial
Services are geared to the needs of financial services and
insurance clients. We combine global insight and local reach to
help clients develop and validate strategies as the basis for
better decision-making.
“In the wake of the financial crisis, the volume of internal
and external regulations for banks has increased
massively. At the same time, the industry needs to
develop a strong corporate culture. One that will
re-instill trust, motivate employees and promote loyal
and ethical behavior. EY plays a key role in supporting
organizations in changing conduct, behavior and culture.”
Achim Bauer
Partner, FSO Advisory
For more information on the investments EY is making
in its service lines, please read EY’s Global review 2014
at www.ey.com/globalreview.
14
Marketplace
Transaction Advisory Services (TAS)
EY Switzerland’s 99 TAS professionals support a wide range of
corporate, private capital and government clients to help them
make stronger, more informed decisions about how they
manage their capital agenda — specifically around how they
raise, invest, preserve and optimize capital in a rapidly
changing world.
Whether our clients are buying, selling or restructuring, we
have a relentless focus on their strategic needs across all
aspects of the economic cycle. We monitor M&A activity
in Switzerland and deliver leading insights into trends and
developments with our M&A Quarterly publications.
We will continue to drive innovation across TAS to further
anticipate changing market dynamics. This will be supported
by new technology and tools, improved benchmarks and data
analytics.
EY’s market position among
companies in the following
Swiss stock market indices*
SMI (20 companies)
EY is in first place with 6 audit clients and a market share
of 30%. (Market share 2012/13: 35%)
SLI (30 companies)
EY is in first place with 10 audit clients and a market share
of 33%. (Market share 2012/13: 30%)
“With extensive international, fully integrated services,
we can offer clients optimum support as the M&A
markets pick up pace. I work with local and global
colleagues to select the right service modules for each
individual case. This approach allows me to give our
clients comprehensive advice — whether they are major
groups or SMEs. It also means I can increasingly
support clients as a proactive sparring partner.”
Sabrina Zahn
Senior Manager, Transaction Advisory Services
SMIM (29 companies)
EY is in third place with 7 audit clients and a market share
of 24%. (Market share 2012/13: 17%)
*as of 30 June
15
2
Applying an industry focus
Promoting sustainability
EY Switzerland has access to 16 dedicated EY global sector
centers worldwide, which serve as networks for sharing
industry-focused knowledge. EY’s global commitment of time
and resources means that its member firms can anticipate
market trends, identify implications and develop clear points
of view on relevant industry issues.
For EY, the implications of climate change are limited and indirect
as our business is mainly driven by the capabilities and skills of
our people. We do not maintain significant production facilities
or require a large intake of resources exposed to changing
climate conditions. EY Switzerland believes the biggest contribution we can make to promoting sustainable business is to
support our clients and the market in moving toward a more
responsible economy. At the same time, we are tracking our
own carbon footprint.
Our global sector centers
FSO (Financial Services Organization)
• Asset Management
• Banking & Capital Markets
• Insurance
GSA CH
• Automotive
• Cleantech
• Consumer Products
• Government & Public Sector
• Life Sciences
• Media & Entertainment
• Mining & Metals
• Oil & Gas
• Power & Utilities
• Private Equity
• Real Estate
• Technology
• Telecommunications
16
Through the EY Cleantech Sector Organization and our Climate
Change and Sustainability Services (CCaSS) practice in
Switzerland, we can help our clients operate more sustainably.
Growing demand for our CCaSS services is driven by physical
exposures of clients’ facilities or supply chains, regulatory
developments and the increasing expectations of relevant
stakeholders. Besides supporting CCaSS clients with specific
sustainability projects, we incorporate sustainability aspects
in other proposals for many clients.
Companies worldwide are also embracing clean technologies
as a means of promoting growth, efficiency and competitive
advantage. Start-ups and large corporations alike are potential
targets for the diverse range of new technologies. Cleantech
enables the transformation of a variety of industries to be part
of a more resource-efficient and low-carbon economy.
Climate Change and Sustainability Services
EY Switzerland’s CCaSS practice helps organizations to develop
a sustainability strategy, improve performance and work
toward targets. We offer leading practices to help clients address
the most important sustainability factors, including managing
risk and developing opportunities in today’s global economy.
A primary concern for clients in Switzerland is transparency
in the supply chain. Our team works with them to develop
strategies for monitoring and managing their supply chains
more responsibly. For example, we recently helped one of
our sustainability assurance clients regain its position in a
well-known global sustainability index.
Marketplace
“Sustainability is an opportunity from an economical
point of view, not only a risk to manage. We help our
clients to take full advantage of these opportunities by
including them in the management agenda, improving
processes and measuring impact.”
Chiara Rinaldi
Senior Manager, Climate Change and Sustainability
Services
eHealth in life sciences
With a direct impact on the health and wellbeing of people everywhere, the life sciences
industry plays a pivotal role in improving
quality of life around the world. By supporting
life sciences companies through our advisory,
tax, assurance and transaction services as
well as thought leadership, EY Switzerland
helps promote a healthy Swiss economy that
can grow sustainably. Our clients add value,
provide jobs and help cultivate the innovative
culture that Switzerland is so famous for.
Life sciences companies are facing unprecedented change, driven by many of the same
trends shaping developments in other sectors.
One topic high on companies’ agendas is how
to transform their organization to meet new
opportunities presented by digital platforms.
“People are increasingly bypassing traditional
health specialists, nurses and pharmacists
in favor of the world wide web,” says Adlai
Goldberg, Advisory Partner at EY Switzerland.
“This change is a startling wake-up call to life
sciences companies, who have limited risk
management processes in place for compliantly
curating this content that is increasingly
being relied on.”
For most life sciences companies, eHealth as
a broader topic is nothing new, but many
have not yet clearly defined ownership or
responsibility for the creation or distribution
of digital content that populates the eHeath
platforms. “Our clients need to take stock of
their digital space and identify ways to manage
digital channels effectively,” explains Goldberg.
Teams within EY Switzerland work with EY
colleagues around the world to help our global
life science clients achieve this.
And the advantages speak for themselves.
Embracing change and digitizing operations
could lead to huge benefits for the life sciences
industry — in the development of improved
products, drugs or medical equipment, for
example. With all the data gained from
analyzing patient-generated content, companies can start tailoring health services
to different markets, while making their
businesses more efficient and patient-centric.
Digital channels can also provide companies
with a lot of information about the types of
health and health-management issues that
patients typically search for.
As the digital landscape continues to shift,
EY Switzerland is committed to helping clients
manage their risks and opportunities. “We
expect to double the number of client-serving
professionals for life sciences in Switzerland
over the next year, attracting key talent leaders
to take our advisory capabilities forward
as the market evolves,” says Patrick Flochel,
EY’s Global Pharmaceutical Sector Leader.
17
2
“Objectivity, independence, confidentiality and integrity
are central values in the EY culture. The Code of
Conduct embeds these values in an institutional framework and sets out the ethical principles and professional
standards that apply across the organization.”
Andreas Blumer
Partner, FSO Assurance
Cleantech
Switzerland has a long tradition as a technology hub and is
becoming increasingly important as a cleantech center,
combining broad industry expertise and world-class research
centers. Cleantech is growing in importance all around the
world, including Switzerland.
To retain a leading position as a global innovator, it is important
that Switzerland continues to embrace research and development. The services and insights that we offer help our clients
focus on their core competencies.
The EY Cleantech Center in Switzerland comprises professionals
from all service lines — people who understand the business
dynamics of sector-spanning cleantech and help clients innovate
in technology, business models, financing mechanisms, crosssector partnerships and corporate adoption.
Engaging in the sustainability debate
As a leading provider of sustainability services, EY continues
to contribute to the sustainability debate globally and share
knowledge with clients and the broader business community.
It is through this dialogue that EY can positively influence
change, working closely with key regulatory bodies and industry
standard setters.
An active member of the Swiss sustainability community, EY
Switzerland hosted and sponsored the Swiss launch of the next
generation of the Global Reporting Initiative’s Sustainability
Reporting Guidelines (G4) in Zurich in the fall of 2013. The event
was designed not only to provide an introduction to G4, but
also to facilitate debate, knowledge transfer and networking
between participants from organizations throughout Switzerland.
18
EY Switzerland’s annual “Targeting transparency” series is
another example of our commitment to the sustainability
dialogue. As the survey evolves, we will increasingly engage
with stakeholders to monitor trends and deliver the latest
insights into sustainability reporting in Switzerland and
internationally.
At a global level, EY is among a select group of organizations
supporting the International Integrated Reporting Council
(IIRC) through its participation on the Board, the Council,
working groups and secondments. EY led the development of
the Value Creation — Background Paper for the IIRC and has
built on this relationship by holding joint EY/IIRC roundtables
in France and Brazil.
EY also contributes to technical sustainability working groups
aimed at standardizing definitions and approaches, such as
the Global Reporting Initiative (GRI) and the Sustainability
Accounting Standards Board (SASB). In addition, EY was a major
sponsor of the Global Reporting Initiative Global Conference.
EY is proud to have been recognized externally for its
sustainability services. In 2013, Verdantix, the independent
analyst firm that focuses on energy, environment and
sustainability issues for business, named EY as the leading
global brand for sustainability services.
For further details or to download one of our sustainability
thought leadership titles, visit the Climate Change and
Sustainability Services website at www.ey.com/ch/ccass.
Marketplace
Instilling professional values
As a global organization, EY believes that it plays a vital role in
promoting investor confidence in financial reporting and the
world’s capital markets. EY recognizes the importance of this
role and takes seriously its member firms’ commitment to
provide high-quality professional services.
EY Global Code of Conduct
EY also understands that, apart from its people, its reputation
is its most important asset. EY’s shared approach, globally
consistent policies and practices, independence processes and
Code of Conduct strengthen EY Switzerland’s ability to set the
bar for service quality.
1. Working with one another
2. Working with clients and others
3. Acting with professional integrity
4. Maintaining our objectivity and independence
5. Respecting intellectual capital
Setting the tone at the top
By monitoring compliance with the Global Code of Conduct as
prescribed by EY, and through frequent communications,
EY Switzerland strives to create an environment that encourages
all personnel to act responsibly, including reporting misconduct
without fear of retaliation.
EY Switzerland’s senior leaders are responsible for setting the
right tone at the top and demonstrating through their actions
our commitment to building a better working world. We also
communicate to our people that quality and professional responsibility start with them. Our shared values, which inspire our
people and guide them to do the right thing, and our commitment
to quality are embedded in who we are and in everything we do.
As part of the global EY organization, EY Switzerland’s approach
to business ethics and integrity is rooted in a culture of collaboration and consultation. This exchange is especially valuable
in dealing with complex or subjective accounting, auditing,
reporting, regulatory and independence matters. We believe it is
important to determine that engagement teams and clients
correctly follow consultation advice, and we emphasize this when
necessary.
Our approach also underpins our training programs and internal
communications. Senior management regularly reinforces
the importance of performing quality work and complying with
professional standards and our policies, leading by example
and through various communications. Also, our quality review
programs assess the quality of professional service as a key
metric in evaluating and rewarding all professionals.
The EY Global Code of Conduct provides a clear set of standards
that guide our actions and our business conduct. It is organized
into five categories containing principles that are to be followed
by everyone at EY to guide behavior across all areas of activity:
The EY/Ethics Hotline, which is operated by an external organ­ization, provides our people, clients and others outside the
organization with a means to confidentially report activity that
may involve unethical or improper behavior and that may
violate professional standards or otherwise be inconsistent with
the Global Code of Conduct. There were no suspected cases
of corruption in the reporting year.
When a report comes into the EY/Ethics Hotline, either by phone
or online, it receives immediate attention. Depending on the
content of the report, appropriate individuals from Risk Management, Human Resources, Legal or other functions are involved
to address the matter. All reports are handled by experienced
individuals, with oversight from the global Risk Management
function. For any matters reported outside the EY/Ethics Hotline,
the same procedures are followed. Visit www.eyethics.com to
find out more.
All new employees of EY Switzerland are required to sign the
Global Code of Conduct.
19
2
“We have extremely high standards when it comes to the
results and quality of our audits. EY has developed
various IT tools which I can use to help me meet those
standards.”
Nathalie Balett
Manager, Assurance
Compliance with applicable legal requirements
The Global Code of Conduct provides a clear set of standards
that guide each member firm’s actions and business conduct.
Member firms comply with applicable laws and regulations, and
the EY values underpin their commitment to doing the right
thing. This important commitment is supported by a number of
policies and procedures, including:
• Anti-bribery.

The EY global Anti-bribery Policy provides EY
people with direction around certain unethical and illegal
activities. It emphasizes the obligation of its people (employees
and governing body members) to comply with anti-bribery
laws and provides greater definition of what constitutes bribery.
It also identifies reporting responsibilities when bribery is
discovered. In FY14, EY launched a web-based training program
to help our people recognize, prevent and resist bribery. All
of EY Switzerland’s employees (100%) were notified of this
program by email, and 59 had completed it by the end of the
fiscal year.
• Insider

trading. The EY global Insider Trading Policy reaffirms
the obligation of EY people not to trade in securities with
insider information, provides detail on what constitutes insider
information and identifies with whom people should consult
if they have questions regarding their responsibilities.
• Data

privacy. The EY global Personal Data Privacy Policy
sets out the principles to be applied to the use and protection
of personal data, including that relating to current, past
and prospective personnel, clients, suppliers and business
associates. This policy is consistent with applicable laws
and regulations concerning data protection and privacy when
processing personal data. It provides a foundation for
maintaining the privacy of all personal data used by member
firms.
• Document

retention. EY member firms apply their retention
policies to all engagements and personnel. Documents must
be preserved whenever any person becomes aware of any
actual or reasonably anticipated claim, litigation, investigation,
subpoena or other government proceedings involving a client
that may relate to a member firm’s work.
20
In Switzerland, the Federal Audit Oversight Authority (FAOA)
and the Swiss Financial Market Supervisory Authority (FINMA)
monitor our business conduct on a regular basis. We act on
any feedback or input received from the regulatory authorities
to improve our performance where necessary. The Risk
Management team is dedicated to helping all colleagues deliver
services in accordance with regulatory requirements, and
monitors compliance with all statutory provisions and internal
directives.
We are unable to report on pending or completed court actions
or out-of-court proceedings, monetary fines or penalties due
to confidentiality and insurance considerations as well as nondisclosure agreements. The regulatory authorities of relevance
for us (e.g., FAOA, FINMA) are always informed of any such
proceedings.
Annual transparency report
EY member firms comply with the requirement of the EU 8th
Directive that statutory auditors of European Union (EU)
public-interest entities publish an annual transparency report.
As strong advocates of transparency, in addition to the dozens
of countries that publish their own country reports, EY publishes
a global report that provides a detailed overview of EY global
governance and quality standards. To download a copy of
EY Switzerland’s Transparency Report 2014, visit www.ey.
com/ch/TransparencyReport.
Independence
Independence is fundamental to the audit profession and is
essential in all dealings between EY member firms and their
audit and assurance clients. Maintaining EY member firms’
independence is pivotal for achieving audit quality.
At EY Switzerland, we take independence very seriously and
invest heavily in practices to make sure we are independent in
both fact and appearance. We have a zero-tolerance policy on
unethical or illegal business practices. Special annual training
and confirmations of independence are mandatory for Assurance
employees at EY Switzerland. If certain ranks or immediate
family members hold particular types of financial interests, these
have to be entered in the Global Monitoring System (GMS).
Marketplace
Another way that we monitor independence is through our
Business Relationship Evaluation and Tracking (BRET) tool. By
entering supplier information and using the verification functions
in BRET, we can avoid inappropriate supplier relationships with
clients.
EY oversees that member firms have appropriately completed
the required personal independence compliance testing. Each
year, EY’s global Independence team establishes a program for
testing compliance with personal independence confirmation
requirements and with reporting of information in GMS. Additionally, testing and member firm visits are performed to assess
compliance with independence matters, including reviewing for
non-audit services, business relationships with companies
member firms audit and financial relationships of member firms.
The results of the testing program are presented to the Q&RM
Executive Committee, including plans for ongoing improvement.
For more information related to EY independence practices,
please refer to the Transparency Report 2014: EY Global at
www.ey.com/GL/en/About-us.
Client acceptance and service delivery
Providing the right services to the right clients is an essential
foundation of EY Switzerland’s risk management processes. The
EY global client acceptance and continuance policy, which all
EY member firms must follow, outlines principles to determine
whether to accept a new client or a new engagement or to
continue a relationship with an existing client. These principles
are fundamental to maintaining quality and independence,
managing risk and meeting regulatory requirements.
The objectives of the policy are to:
• Establish

a rigorous process for evaluating risk and making
decisions to accept or continue clients or engagements
• Meet

applicable independence requirements
• Identify

and deal appropriately with any conflicts of interest
• Identify

and decline clients that pose excessive risk
• Require

consultation with designated professionals to identify
additional risk-management procedures for specific high-risk
factors
• Comply

with legal, regulatory and professional requirements
In addition, the global EY Conflicts of Interest Policy defines
global standards for categories of conflicts of interest and a process for identifying potential conflicts of interest. It also includes
provisions for managing conflicts of interest as quickly and
efficiently as possible through the use of appropriate safeguards.
Such safeguards range from obtaining the relevant client’s
consent to act for two or more clients, to member firms declining
an engagement in order to avoid an identified conflict.
The EY Global Tool for Acceptance and Continuance (GTAC) is
an intranet-based system for efficiently coordinating client and
engagement acceptance and continuance activities in line with
global, service line and EY Switzerland policies. GTAC takes users
step by step through the acceptance and continuance requirements and connects to the resources and information needed to
assess business opportunities and associated risks. Using GTAC
is an important way to make sure we avoid providing services
that would threaten our independence. For instance, there are
strict rules on whether non-audit services can be provided
alongside audit engagements.
The client acceptance process requires careful consideration
of the risk characteristics of a prospective client and multiple
due diligence procedures. Before EY Switzerland takes on a
new engagement or client, it determines whether it can commit
sufficient resources to deliver quality service, especially in
highly technical areas, and if the services the client wants are
appropriate for the member firm to provide. The approval
process is rigorous; no new audit engagement may be accepted
without the approval of EY Switzerland’s Professional Practice,
a group of specialist desks dealing with complex regulatory,
accounting and reporting matters.
We closely observe legal developments to maintain total
compliance with independence requirements at all times. For
instance, many of our cross-border clients will be affected
by the EU’s adoption of mandatory auditor rotation rules and
prohibition of certain non-audit services to public-interest
entities and we anticipate a knock-on effect in Switzerland in
the medium term.
21
2
“EY maintains open and transparent relationships with
suppliers and requires them to do the same. This is the
basis for fair and responsible cooperation.”
Peter Fehlmann
Assistant Director, Head of Logistics and Facility
Management
In our annual client continuance process, EY Switzerland reviews
service delivery and our ability to continue to provide quality
service, confirming that our clients share EY Switzerland’s
commitment to quality and transparency in financial reporting.
The partner in charge of each audit, together with our Assurance
leadership, annually reviews the relationship with the audit client
to determine whether continuance is appropriate.
Both client acceptance and client continuance decisions depend
on factors such as the absence of any perception that a company’s
management pressures the audit engagement team to accept
inappropriate accounting and reporting or uses financial pressures
to undermine audit quality. Considerations and conclusions on
the integrity of management are essential to acceptance and
continuance decisions.
For more information regarding EY client acceptance and
continuance policies, as well as EY’s audit quality review process,
please refer to the Transparency Report 2014: EY Global at
www.ey.com/GL/en/About-us.
Data privacy
EY Switzerland knows that the trust our clients place in us is
vital. We view data privacy and information security as fundamental components of doing business. We are committed
to protecting information assets, personal data and client
information. We believe that a solid data privacy and information
security program is essential for a leading professional services
organization.
The EY Global Code of Conduct stipulates that all personnel must
respect and protect the personal and confidential information
received from or relating to their member firms, EY, clients or
third parties. There were no data breaches or customer data
losses at EY Switzerland in FY14.
The EY Global Data Privacy Policy addresses the issues raised
by modern data management tools and systems. EY Switzerland
applies a common set of personal data management principles
applicable to all EY member firms, providing a framework for
processing personal data in compliance with local privacy laws
and professional standards, as well as internal policies.
A clean conscience
With almost 20,000m2 of office space over
nine floors, keeping the EY Zurich office,
platform, spick and span is no mean feat.
Fortunately the professional cleaning team
from Enzler Reinigungen AG is on the
job. And while there’s no doubt that Enzler
employees’ hard work plays a key role in
the smooth day-to-day running of the office,
there are plenty of other good reasons why
EY picked Enzler as service provider. For one,
all employees are covered by a collective
bargaining agreement which clearly defines
the working conditions and benefits for
employees of affiliated cleaning companies.
22
Besides competitive remuneration packages,
employees receive training and full HR
support. And social responsibility is not
confined to employees. The entire company
has external certification confirming the high
standard of its quality and environmental
management systems. This is especially
relevant given that the company sometimes
works with hazardous substances, although
chemicals are avoided wherever possible.
Where they are used, employees are trained
in the correct dosage, use and protective
measures. Another way the company is
minimizing the environmental impact of its
services is by encouraging suppliers to use
the most environmentally friendly packaging
methods and product volumes.
All in all, Enzler embodies many of the
qualities that EY looks for in a supplier.
Marketplace
The following are the principles of the EY Global Data Privacy
Policy:
• We

protect personal data using appropriate physical,
technical and organizational security measures.
• We

process, store and disclose personal data only for
legitimate business purposes. We make sure our contracts
with third-party processors contain terms that confirm
data is managed according to the same standards we
implement across the enterprise.
• We

give additional attention and care to sensitive personal
data, making sure we respect local laws and customs.
Internally, EY Switzerland understands the importance of
data privacy and information security awareness among our
practitioners. Raising awareness of threats to data privacy
and information security is an ongoing and dynamic process
for us. It is an issue that EY Switzerland takes very seriously,
and it is reflected not only in specialized formal training for
personnel in each of our service lines, but in numerous other
activities to raise awareness in the entire global EY population.
For more information regarding EY’s commitment to protecting
personal data, please refer to “Protecting your data:
EY’s approach to data privacy and information security”.
• We

have established appropriate measures to help ensure
personal data remains accurate, complete, current, adequate
and reliable.
• Where

applicable, we provide notice to individuals with whom
EY member firms engage, advising them of the purpose for
which we are processing their personal information.
Globally, EY has adopted binding corporate rules (BCR), in
addition to the existing global personal data privacy program,
to legitimize international data transfers among our member
firms in compliance with European data protection law. The
BCR policy is available on EY’s global website as a public statement of its commitment to good data management practices.
As part of our BCR implementation and demonstration of EY’s
commitment to protect personal data, EY has developed a
global data privacy and information security training course,
which is being rolled out across member firms worldwide.
Additionally, EY’s US member firm is registered with the U.S.
Department of Commerce for the Safe Harbor certification,
which aims to harmonize data privacy practices in trading
between the US and the stricter controls of EU Union Directive
95/46/EC.
23
2
“Our thought leadership in studies and publications
help leaders in business, administration and politics
reach balanced decisions. One topic that we are closely
involved with is the ongoing corporate tax reform.”
Rainer Hausmann
Partner, International Tax
Supply chain and procurement
are no indications that our supply chain contains major risks in
these areas. Like EY Switzerland, many of our suppliers are
also based in Switzerland, meaning that there is virtually no
risk exposure to major risks. All suppliers based in Switzerland
are subject to the country’s stringent human rights regulations.
We are aware of these topics and urge all employees to consider
sustainability in its broadest sense when purchasing goods and
services.
Although the knowledge referred to above is largely generated
internally, there are sometimes situations where we purchase
external expertise, commission studies or surveys and have third
parties prepare data or obtain information for us. EY Switzerland’s
employees work with state-of-the-art information technology,
whether in the office or from a mobile workspace. Manufacturers
of electronic devices and software account for a significant
portion of our suppliers. To drive standardization within the global
EY organization, we rely on EY Global’s assessments for key IT
products.
EY Switzerland currently does not have the mechanisms in
place to capture data relating to the number or percentage of
suppliers that were screened using criteria for impacts on
society, environmental criteria or labor practices. That being
said, many of our suppliers already have strong credentials
in these areas — see “A clean conscience” on page 22 for an
example — and our Procurement function is committed to
exploring options for more formal screening in the future.
EY Switzerland works with knowledge and information rather
than natural raw materials to create our “products” — the
services we deliver. As a result, suppliers are not of such central
importance to us as they are for manufacturers. We nevertheless
rely on various local and international companies to supply
us with products and services so that we, in turn, can deliver
exceptional client service.
We also lease office buildings at various locations. In our dayto-day work, we use consumables such as paper and other
office supplies. We also have to purchase energy and electricity
from various suppliers (see “Demonstrating environmental
stewardship” on page 50). As the employees of EY Switzerland
often travel to their clients, they purchase services from public
transport companies, airlines or car rental companies. Another
source of spending in this context is hotels and restaurants.
So our suppliers are extremely varied.
At EY Switzerland, our centrally organized procurement
department defines specific guidelines for Switzerland. Some
of these are specified centrally and implemented locally,
such as the requirement to purchase green electricity through
agreements with local power suppliers. Other aspects including
maintenance, cleaning, office supplies, coffee machines,
security services and water dispensers are covered by central
contracts applied uniformly across Switzerland.
Suppliers are primarily selected based on cost and quality
considerations. Where possible, we try to use suppliers based
in Switzerland. We do not routinely make explicit requests for
information on their sustainability performance or their human
rights record, including child or forced labor issues, as there
24
Assessing service quality
The Managing Partner Risk Management Switzerland is
responsible for ensuring that we deliver on our quality promise
to clients and that we provide all services in accordance with
legal provisions and our Global Code of Conduct. One aspect
of this is the annual Assessment of Service Quality (ASQ), a
global EY initiative adopted by EY Switzerland. The program is
aimed at clients of all service lines, and seeks input on how
EY Switzerland consistently delivers quality service. It also helps
us build strong, mutually respectful relationships at all levels
and across all the sectors of our clients’ businesses. It enables
us to monitor the quality of service and to act on feedback
received. The small improvement in our results compared to
the prior year is a positive signal that we are successfully
responding to the changing needs of an evolving market.
The program seeks quantitative and qualitative information
through:
• Face-to-face

interviews with key people in the business,
including audit committee chairs and board members where
relevant, conducted by senior partners who are independent
of any service delivery to that client.
• Questionnaires that are used to gather objective feedback
about specific engagements or the overall client relationship.
Marketplace
A pillar of the community
As a corporate member of our community and
economy, EY Switzerland actively contributes
to public discourse, knowledge transfer, and
key debates. We do not make donations to
political parties but we do lend our expertise to
provide basic data and information to policy
makers, the media and regulatory authorities,
and to help educate the next generation of
leaders. Recently, relevant issues have included
public health insurance and the reform of the
corporate tax system.
other stakeholders. This active contribution
to the smooth running of the economy is
supported by many representatives of EY
Switzerland. Besides our CEO and Chairman
of the Board of Directors, active members
include Dominic Bürgy (President), Christoph
Dolensky (President of the Audit Committee),
René Buchmann (President of the Financial
Reporting Committee) and Bernadette Koch
(member of the Public Sector Audit Subcommittee).
Our work behind the scenes helps raise public
awareness of the possible consequences of
political decisions and developments. Increased
trust and confidence in business translate into
sustainable growth, development of talent
in all its forms, and greater collaboration. One
of the ways we’re working toward this is
through active membership and affiliation
of professional and trade associations.
The global investment community also benefits
from a system underpinned by ethics and
integrity. Global Investment Performance
Standards (GIPS) instill trust by fostering
universal demand for compliance by asset
owners, adoption by asset managers, and
support from regulators. Susanne Klemm, a
senior manager at EY Switzerland, is an
active voice in the GIPS community, serving
on the Promotion & Awareness Subcommittee
of the GIPS Executive Committee and advising
as a member of the GIPS Expert Group of the
Swiss Bankers Association.
The Swiss Institute of Certified Accountants
and Tax Experts sets standards and is the
leading association in its field. It strives to
ensure the continuation and development of
effective self-regulation and acts as a valued
partner for political and administrative
departments. As speakers and specialists in
various topics at the Institute’s own academy,
EY people are actively involved in training
future auditors for the Swiss market. Turn to
pages 32 and 45 to read more about how
EY Switzerland is contributing to education
in the Swiss market. With client-serving
professionals on its boards and committees,
the Institute is quick to respond to the
demands and needs of clients, members, and
In the tax arena, the International Fiscal
Association (IFA) is a leading global nongovernment organization that provides
a platform for tax professionals to discuss,
study and advance international and
comparative law in the area of public finance.
With the tax landscape more complex than
ever before, members of the association’s
Swiss arm also discuss current Swiss tax
trends and issues. Working to achieve an
attractive tax environment is one of the
important ways to keep the Swiss economy
healthy. EY Switzerland’s Philip Robinson is
an active contributor and treasurer.
The Institute of Internal Auditing Switzerland
(IIAS), the Swiss branch of the global Institute
of Internal Auditors, contributes to the further
development of organizations in Switzerland
and Liechtenstein through first-class services
in practice development and professional
education of internal auditors. Strong internal
audit teams contribute to high-performing
companies, the backbone of a growing economy. EY Switzerland is an active corporate
member of the IIAS.
More generally, EY Switzerland’s people
contribute their expertise to trade associations
such as the Swiss-American Chamber of
Commerce, the Canadian-Swiss Chamber of
Commerce, the Swedish Swiss Chamber
of Commerce, the British-Swiss Chamber of
Commerce and the Swiss German Chamber
of Commerce as well as the Swiss business
federation economiesuisse. We also sponsor
organizations like the think tank Avenir Suisse.
By engaging with stakeholders, including
governments, policymakers, regulators,
standard setters and professional associations,
EY encourages improvements in corporate
governance, financial reporting and other
matters that affect the world’s capital markets.
25
2
People
EY Switzerland works hard to attract people who
are inquisitive and entrepreneurial, who thrive in
international teams and who have a global mindset.
We want the time people spend at EY Switzerland
to be more valuable than time spent with any other
employer. We strive to provide the best working
conditions for our people and acknowledge that
reward isn’t just about money; it’s about colleagues,
the career opportunities, the learning experiences,
the culture and the working environment. If and when
people choose to leave EY Switzerland, we don’t
see this as an end to the relationship, just the next
stage. Whether they go on to work with a client or a
competitor, start their own business or retire, they
will be a welcome lifelong member of EY Switzerland’s
alumni network.
2014 highlights
Gender breakdown
40.7%
Female
2012/13: 40.7%
59.3%
Male
2012/13: 59.3%
Gender breakdown EY global
47.5%
Female
52.5%
Male
Formal learning hours
54.8
Average hours per employee
2012/13: 50.5
2011/12: 48.5
“Building diverse, high-performing teams that cultivate
a culture of inclusiveness is key to delivering exceptional
client service. Differences matter! Empowering our
people to bring their varied experiences to work every
day leads to better outcomes for our teams and our
clients.”
Barbara Aeschlimann
Director, Head HR Switzerland
Creating the highest-performing teams
EY Switzerland is proud of EY’s culture of teaming. We know
from experience that our best-performing teams are made up of
highly engaged individuals from a diverse range of backgrounds.
These teams excel by being adaptable and flexible without losing
focus and by welcoming diverse views. They consistently use
best-in-class approaches, tools and methodologies; undertake
learning, experience and coaching; and are always focused on
delivering the best results, rather than on where or when the
work gets done.
Our goal is to attract great people from diverse backgrounds
and enable them to perform at their best. This commitment
starts early — we take on apprentices and interns every year.
A focus on clear internal communication — including a daily
newsletter and regular sector line updates — is a further key
component in cultivating our corporate culture and a strong
EY identity. We know that the success of our business depends
on the skills, attitude and knowledge of our people, working
together in teams. It means our clients receive the best, most
diverse and inclusive teams, our people get professional and
personal development, and our alumni go on to serve as leaders
in business, academia, government or other sectors.
Employee turnover rate
19.7%
2012/13: 24.1%
2011/12: 19.5%
Female employees
21.7%
2012/13: 24.9%
2011/12: 19.4%
Male employees
18.3%
28
2012/13: 23.6%
2011/12: 19.5%
In the 2014 People Pulse Survey, EY Switzerland scored 62%
on the Engagement Index (made up of the aspects pride,
commitment, advocacy and satisfaction). While we acknowledge
that there is still room for improvement, we welcome the
increase of four percentage points compared to the prior year,
particularly because our employees rated us more highly
across all four categories.
At 19.7%, EY Switzerland’s annual employee turnover rate
was significantly lower than in the prior year (FY13: 24.1%) —
another sign that we’re on track with employee satisfaction.
Given our business model and our role as a center for education
and training, it’s only natural that our retention rates are lower
than in some other industries. We aim to maintain turnover at
around the current level. After all, our success also depends on
retaining those employees whose performance, potential and
motivation make them suitable to take on growing tasks and
responsibilities as they develop within the firm. We set out to
achieve this by offering a wide range of flexible working models,
competitive benefits and attractive career prospects.
EY’s global commitment to people and workplace has been
recognized through various external awards. In 2013, Universum
named EY as the world’s most attractive professional services
organization — and the second most attractive employer overall.
In the Swiss Universum survey, EY Switzerland ranked just
outside the top 10 for employers in the business category. We
scored even better in the Trendence Graduate Barometer,
placing sixth overall.
Our active and transparent workforce management enables us
to identify talent at an early stage. Open dialogue about future
prospects empowers people to make the right career decisions.
This can mean pursuing a traditional path through the ranks at
EY, trying out another service line, or moving on completely.
We are pleased to see so many EY alumni taking up challenging
positions with other employers. We stand by our promise:
whenever you join, however long you stay, the exceptional EY
experience lasts a lifetime.
People
Total employee turnover by gender
Total new employees by gender
286
2012/13: 221
2011/12: 260
42.2%
2012/13: 42.4%
2011/12: 36.7%
44.9%
198
55.1%
243
2012/13: 42.0%
2011/12: 40.6%
2012/13: 211
2011/12: 166
EY
392
2012/13: 300
2011/12: 448
57.8%
2012/13: 57.6%
2011/12: 63.3%
2012/13: 58.0%
2011/12: 59.4%
Total new employees by age
64.8%
Total employee turnover by age
33.6%
30–50
Under 30
48.9%
45.9%
Under 30
30–50
1.6%
5.2%
Over 50
Under 30
2012/13: 70.1%
2011/12: 63.9%
30–50
2012/13: 28.8%
2011/12: 35.5%
2012/13: 292
2011/12: 243
Over 50
2012/13: 1.1%
2011/12: 0.6%
Over 50
Under 30
2012/13: 46.3%
2011/12: 43.0%
30–50
2012/13: 48.7%
2011/12: 51.6%
Over 50
2012/13: 5.0%
2011/12: 5.4%
29
3
Developing and supporting our people through
world-class learning
Helping EY Switzerland’s people to learn, develop and lead is
fundamental to creating value for our people and our clients.
We have a unique global career development framework called
EYU, which focuses on learning, experiences and coaching.
Monitoring and strengthening performance
In FY14, 100% of our people received a performance review —
100% female, 100% male. What’s more, 82% received feedback
and a rating in our online management system. Although the
feedback rate recorded in the system is already high, we aim to
bring the figure up to 100%.
EYU links to EY’s Performance Management and Development
Process (PMDP). PMDP helps EY people monitor and direct their
performance and align their efforts to the global organization’s
strategic priorities. One of the most important elements of PMDP
is the conversations EY people have with their counselors as
they build their careers.
Tailored training
EY Switzerland provides our people with access to high-quality
formal learning through a structured organization-wide
curriculum that contains technical content. Training is offered
through both internal and external courses and is accessible
in a variety of formats, including:
• Face-to-face:

through case studies, lectures and simulations
• On-the-job

training: supported by colleagues and counselors
• Virtual:

through web-based learning, videos and webcasts
EY’s web-based global learning management system enables
EY people to flexibly organize their learning. They can use it to
search for content, to identify where there may be gaps in their
learning and to develop a “learning map” to meet future needs.
“We faced a challenging client problem which we were
able to solve thanks to rapid support from specialists
EY Switzerland also has tools to capture and manage continuous
from other service lines. The close cooperation between
feedback as well as formal reviews. We encourage all of our
people to request real-time feedback, which not only encourages the French and German-speaking parts of Switzerland
— and across service lines — was extremely efficient and
continual improvement, but also informs the mid-year and
an enriching experience.”
annual performance reviews that all of our employees receive.
Monika Löber
Manager, FSO Assurance
30
People
Values
Our values define who we are and remain the
bedrock of our culture. They are the fundamental
beliefs of our global organization. They guide our
actions and behavior. They influence the way we
work with each other — and the way we serve our
clients and engage with our communities. Instilling
them in everything we do is one of the most
important sources of our organizational strength.
We are:
• People who demonstrate integrity,
respect and teaming
• People with energy, enthusiasm
and the courage to lead
• People who build relationships
based on doing the right thing
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3
“70 EY employees who are training to become Swiss
Certified Accountants or Tax Experts sat their final exams
in the reporting year. By supporting their education,
EY makes an important contribution to ensuring that the
Swiss economy has enough specialists.”
Dominik Bürgy
Partner Tax, President of the Swiss Institute of Certified
Accountants and Tax Experts
Coaching
Coaching complements technical learning to help EY Switzerland’s
people develop. We encourage as many coaching conversations
as possible throughout the year, and our coaching curriculum
enables people to develop their coaching skills as they progress.
Developing leaders
Developing leaders is fundamental to EY Switzerland’s future
success. EY Switzerland is committed to developing our people
and nurturing lifelong relationships: creating outstanding leaders
who bring their vision and skills to EY Switzerland and who may
then go on to other roles in industry, government and academia,
joining the EY alumni network of more than a million EY brand
ambassadors.
Milestone events
Those who are newly promoted, whether in a client-facing or
Core Business Services role, are invited to milestone events.
These face-to-face events follow a global format and combine
a mixture of learning and celebration.
Strong leadership programs
EY delivers tailored programs to develop our leaders, including:
• Global NextGen is a two-year program that gives potential
partners the opportunity to respond to a series of challenges
that will develop their leadership and entrepreneurial skills.
It prepares them for their role as partners in a motivating and
structured way and provides transparency around the
partner promotion process.
• Global Exchange Program provides high-performing seniors
and managers the opportunity to go on 18- to 24-month
international assignments before returning to share their
learning with colleagues.
• New Horizons gives high-performing younger employees the
chance to undertake a three-month period of employment in
another country.
Beyond formal leadership programs, many of EY Switzerland’s
people (FY14: 38) go on international assignments to meet a
business need and develop their careers.
32
Focus on formal learning
With a rich and focused curriculum for our people, formal
learning plays a crucial role in supporting EY Switzerland’s
employees as they grow and develop.
In FY14, our people accumulated 122,674 hours of formal
learning. This averages out to approximately 55 (FY13: 51) hours
of learning per person per year. The increase — seen across all
ranks — reflects a streamlined course portfolio tailored to our
people’s development needs, and highlights our commitment
to learning at every stage of their EY career.
The number of candidates qualifying as Swiss Certified Accountants or Tax Consultants decreased for the third consecutive
time in FY14, falling to 70 (FY13: 82 and FY12: 95). One reason
for this drop is a general diversification in higher education.
A growing number of programs offer a similar qualification to
that gained through the Academy of the Swiss Institute of
Certified Accountants and Tax Experts. Our figures relate only
to the Academy qualification route.
Regarding tax consultants, changing business needs are another
contributory factor. Demand for highly specialized tax experts is
giving way to a need for compliance experts, be it in the financial
services industry or elsewhere. As the regulatory authorities do
not necessarily require formal accreditation for tax professionals,
many young people are choosing alternative, equivalent career
paths.
In order to maintain a sustainable pipeline of accredited
professionals, we are currently exploring ways to boost the
attractiveness of the audit profession.
Through formal programs, training and informal learning
opportunities, we expose our people to a broad range of sustainability issues of relevance for them. Respecting human rights
is already embedded in Swiss law, so we do not provide specific
training on this matter. From the EY Global Code of Conduct,
and anti-bribery and insider-trading policies, to the skills development opportunities in local communities, we make sustainability
a fundamental component of our people’s careers and their
growth, within and beyond EY.
People
Average formal learning hours per capita by rank and gender
Average
46
hours for females
2012/13: 42
Average
61
hours for males
2012/13: 56
Female
Male
Total
Partners, directors*,
executive directors
2012/13
40
29
53
40
52
39
Senior managers
2012/13
56
46
53
46
53
46
Managers
2012/13
52
52
68
56
62
55
Staff and seniors
2012/13
66
55
71
66
69
62
Associates through
associate directors*
2012/13
12
8
8
11
11
9
Total average
2012/13
46
42
61
56
55
51
* Core Business Services
Number of courses offered
552
2012/13: 579**
Number of course participants
8,251
2012/13: 7,959
** Restatement due to refinement of the measurement
Candidates who sat the exam to become a
Swiss Certified Accountant or Tax Consultant
70
Certified accountants: 60 (2012/13: 70)
Tax consultant: 10 (2012/13: 12)
Mobilizing opportunity
With numerous international clients headquartered in Switzerland, the business case
for a mobility assignment here is strong.
Add to that breathtaking scenery, excellent
infrastructure and a high standard of living,
it’s no wonder that Switzerland is a popular
host destination for members of the global
EY family.
Accounting Principles and benefiting from
fresh perspectives: “It’s been really interesting
to learn the Swiss way of doing things”,
she reflects after her first year on the Global
Exchange Program. “Working in international
teams, I’ve observed new approaches, habits
and styles which I hope to share with people
back home.”
Shahar Liebermensch joined EY Zurich on an
18-month secondment from the Redwood
Shores, California office, sharing her knowledge
and experience of US Generally Accepted
The success of an international placement
hinges not only on the skills and attitudes of the
mobility candidates, but also on the support
that they receive.
Shahar Liebermensch has been made to feel
very welcome in Zurich: “I applied to come to
Switzerland because it suited my client portfolio, is a beautiful country and a great base
for traveling in Europe,” says the Assurance
senior. “But it’s the people that have really
made the experience for me. It’s the little
things — like the ‘German word of the day’
from my colleagues — that I will miss when I
go back.”
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3
“Promoting diversity and inclusiveness is a great
opportunity to unleash the full potential of teaming.
This demonstrates that adding one and one can
really equal three.”
Mario Vieli
Executive Director, FSO Advisory
Celebrating and supporting diverse talent
Cross-cultural strengths and individual differences are strategic
advantages and key success factors in tackling new challenges.
EY Switzerland works hard to build a culture that celebrates
and encourages diversity and inclusiveness (D&I), and our senior
leaders set a positive tone from the top.
With four official languages and at least as many cultures,
Switzerland is particularly adept when it comes to making the
most of diversity. EY’s 11 offices in Switzerland and Liechtenstein work together seamlessly, leveraging our differences to
deliver the best possible service to clients in Switzerland and
around the world. On a broader scale, we also foster diversity
by sending our employees to other locations around the world
and actively welcoming international employees into our
organization. Between them, our people hold 58 different
nationalities.
Defining D&I
Diversity has to include the right mix of people within our workforce, including differences in gender, ethnicity, national
cultures and subcultures within countries, sexual orientation,
disability and generation. Diversity also refers to social origins
ideologies and lifestyles.
Inclusiveness is the way EY member firms make that mix work.
Put simply, it is about creating an environment where each
person feels valued, is part of the community and is able to
perform at their best.
Wherever life takes them
It’s one thing to tell our people that EY offers an
exceptional experience that lasts a lifetime. But
now they can see it firsthand: EY Switzerland
unveiled its new improved alumni portal for
former — but also current — employees. One
of the exciting new features is access to the
Global Alumni Portal. As the most integrated
of the Big Four, it makes sense that EY’s
international borders are open for alumni
as well.
34
Users can visit any of the other alumni portals
from the comfort of their Swiss account. They
automatically view local news, stories and
events, but 10 other countries — and the
number’s growing — are just a click or tap away.
“Our slogan ‘Wherever life takes you’ really
captures what we want to achieve with our
Alumni Network,” says Program Coordinator
Carmen Vetter. “We consciously support former
employees in their future careers away from
EY — whether they go on to work with a client,
start their own business or move elsewhere.”
Featuring a career toolkit full of exciting
assessments, networking advice and job
change tips, the portal, which was launched
in early 2014, is another example of how
EY Switzerland is helping its people make the
most of their careers.
Visit us at www.EYalumni.ch.
People
Employee breakdown by rank and gender
Partners, directors*, 214
executive directors 2012/13: 209
24
2012/13: 20
Staff through
senior managers
1,632
597
2012/13: 533
Associates through
associate directors*
224
Administration
170
2012/13: 1,475
1,035
2012/13: 942
142
2012/13: 121
2012/13: 201
82
2012/13: 80
148
2012/13: 174
2012/13: 200
Total
190
2012/13: 189
2,240
22
2012/13: 26
911
2012/13: 848
2012/13: 2,085
1,329
2012/13: 1,237
Employee breakdown by rank and age
Under 30
Partners, directors*, 214
executive directors 2012/13: 209
Staff through
senior managers
1,632
Associates through
associate directors*
224
Administration
170
142
2012/13: 139
35
2012/13: 35
2012/13: 200
Total
2,240
2012/13: 2,085
745
2012/13: 732
135
2012/13: 124
50
2012/13: 45
935
2012/13: 787
Over 50
72
2012/13: 70
850
2012/13: 707
2012/13: 1,475
2012/13: 201
30–50
37
2012/13: 36
54
2012/13: 42
84
2012/13: 100
36
2012/13: 55
1,106
2012/13: 1,095
199
2012/13: 203
Top 10 nationalities (58 different nationalities in total)
1
Switzerland: 1,483
2012/13: 1,418
6
Austria: 21
2012/13: 19
2
3
2012/13: 239
2012/13: 122
Germany: 271
7
USA: 20
2012/13: 23
France: 147
8
Spain: 11
2012/13: 12
4
Italy: 45
2012/13: 42
9
Russia: 11
2012/13: 9
5
UK: 38
2012/13: 39
10
Canada: 10
2012/13: 10
* Core Business Services
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3
Inclusive leadership
EY Switzerland’s leaders take overall responsibility for D&I within
the country practice. They are accountable for driving this
through the business — through hiring, succession planning and
promotion — and in leading by example. EY Global has produced a toolkit to help member firm leaders communicate the
importance of leading inclusively to our people, which shows
how to turn the diversity of the EY organization into competitive
advantage and how working inclusively will help them build
vital leadership skills.
In addition, the Leadership Matters Program develops the inclusive
leadership capabilities of the most senior executives. The program
explores the impact of unconscious bias, develops inclusive
behaviors and inspires our current and future leaders to practice
inclusive leadership.
D&I is in our DNA, integrated in all recruiting activities, coaching
and educational programs. At EY Global level D&I efforts will
become part of the management’s performance goal setting —
and thus an integral component of the remuneration system.
Championing women in business
EY Switzerland is proud to sponsor the Women’s Business
Conference, an annual event dedicated to a new business topic
each year. The event also recognizes excellent achievement
through the Women’s Business Award and Women’s Business
Motivation Prize. EY invites selected female clients and
employees to attend the conference, which is popular with
both men and women.
Training
Globally, EY offers enhanced cultural intelligence training that
works across cultural borders on a day-to-day basis. This training
explains the importance, and advantages, of greater D&I.
Everyone brings social stereotypes and cultural experiences
into how they make decisions, but it is possible to improve
decision-making by recognizing the possible unconscious biases
that might be at play. For example, our Swiss FSO executive
training program for FY14 included a mandatory module on
unconscious bias.
Diversity recruitment
The workforce has never been more diverse. EY is building on
the positive momentum both within and outside the company
in a variety of ways, including:
EY was the first organization among the Big Four to assign
full-time, partner-level leadership to diversity recruiting. EY is
committed to embedding D&I into the recruiting practices of
its member firms.
Monitoring change
Providing tools
Beyond the immediate corporate environment, EY Switzerland
demonstrates our commitment by partnering with various
organizations in initiatives such as the Diversity Index. Launched
in 2013 by the Lucerne University of Applied Sciences and
Arts, this recurring survey monitors and tracks trends in diversity
management. Besides contributing as a business partner, we
hope to use the insights gained as a respondent to refine our
own D&I approach.
36
EY provides its member firms with tools that support D&I at
work. These include GlobeSmart®, which provides businessrelated cultural information on more than 65 countries, helping
people in their day-to-day interactions with colleagues, clients
and others from different countries.
Tracking progress
Setting targets and tracking progress helps keep EY’s focus on
increasing D&I. Reflecting this, the leaders of each geographical
area look at the D&I metrics and actively evaluate leadership
and partner pipelines and promotion processes for member firms
around the world.
People
EY Switzerland is proud of our good overall gender diversification
but acknowledges that there is still some way to go. We recruit a
healthy balance of male and female employees. By management
level, however, the female component recedes to 30%, and tails
off to just 6% at partner level. We are well aware of this and are
monitoring ongoing developments closely. We aim to achieve a
rate of 15% women at partner level by 2020.
EY measures how people feel about the work culture through its
People Pulse Survey. In the most recent survey, the majority of
respondents felt that EY Switzerland created an inclusive environment where people with diverse backgrounds and experiences
can succeed.
Identifying incidents of discrimination
As an organization that celebrates and encourages diversity
and inclusiveness, non-discrimination is embedded in our
Global Code of Conduct, our shared values and our corporate
culture. We would take immediate action to resolve any
incidents that arose. To our knowledge, EY Switzerland did not
experience any reportable incidents of discrimination, nor
did we have to take any action in response to an incident of
discrimination in FY14.
Diversity in leadership
Diverse teams are strong teams. Within EY as
a whole, our growth depends on recruiting
and retaining the very best talent — regardless
of gender, background, religion, ethnic group
or sexual orientation. This is reflected in our
leadership approach across the firm. Bruno
Chiomento, as CEO of EY Switzerland, and
Marcel Stalder, Market Segment Leader FSO
Switzerland, are fully committed to the cause.
“At partner level, I expect all my people to
have spent at least two years in a country
other than Switzerland,” says Marcel Stalder.
“The experience gained living and working
inanother culture, and ideally another
language, is enormously valuable in today’s
interconnected world.”
We know that to achieve success, diversity
needs to be embedded in strategy. That’s why
the people management agenda has a clear
focus on gender diversity: “By fiscal year 2020,
it is our express wish to have 15% women
partners at EY Switzerland — around three
times the current figure,” confirms Bruno
Chiomento.
EY Switzerland has already identified some
strong female candidates for future partner
positions. To help them fulfill their potential,
the Leadership Team has implemented
various measures, including flexible work
arrangements. Marcel Stalder considers
this an important investment: “It’s vital
that we don’t lose female talent if women
choose to become mothers, for example.
At EY Switzerland, part-time arrangements
can be agreed at any level, including partner.”
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3
Providing competitive compensation and benefits
At EY Switzerland, we want our people to receive compensation
that is highly competitive with prevailing employment market
circumstances and business conditions. Collective bargaining is
not typical for our industry and we do not enter into any such
agreements with our employees. We regularly review policies
and inform our people of any changes, giving up to four months’
notice of significant operational changes that could substantially
affect them. We work hard to drive business results so that we
can provide competitive remuneration packages to our people.
Compensation packages for all employees of EY Switzerland
include:
Certain employees (depending on service line and rank) are
also eligible for variable salary components.
•
•
•
•
•
Although compensation is a local matter, EY Switzerland takes
advantage of a global compensation administration tool EY has
deployed to 80 countries to enable a more accurate comparison
of pay data. This is a significant step forward in how EY member
firms maintain a fair and efficient reward process for their
people. By housing all of its employee reward data in one place,
the tool allows EY Switzerland to reward professionals and
managers, and to determine and apply salary increases and
bonus payments more efficiently than in the past.
Competitive

fixed salaries or wages
Accident

insurance
Disability

and invalidity coverage
Parental

leave
Retirement

provisions (see table on page 40)
Equal remuneration for women and men is integral to our
business culture. EY Switzerland has established a structured
salary grid including annual adjustments based on the individual
feedback rounds and annual reviews. We are also one of
24 organizations to have successfully completed the governmentsponsored “Lohngleichheitsdialog”, confirming that we provide
equal pay for equal work. The project ended in February 2014,
but we remain committed to equality in pay.
In today’s global labor market, it’s not enough to offer equal
“EY’s support while I was studying for the Swiss
Certified Accountant exams was enormous. When I got
married, I talked with my various teams to arrange
enough time off for the wedding and honeymoon before
I sat my final exams. That degree of employer flexibility
is great motivation for excellent performance.”
Adrian Oehri
Assistant Manager, FSO Assurance
38
People
opportunities and protection to direct employees only. Because
EY Switzerland cares about maintaining appropriate employment standards for everyone who works for us, and in order to
keep an eye on potential independence risks, we generally limit
relationships with an external workforce. Instead, we prefer to
work closely with the integrated Global Shared Services as well
as the Global Talent Hub. These professional support bodies
are part of the global EY organization and share our values and
principles.
High-performance teaming relies on creating the right environment for EY Switzerland’s people — one that encourages
collaboration and is flexible enough to meet the demands of
the modern workforce, allowing people to work seamlessly
across borders and manage their time effectively.
Ultimately, the changes we make now will help EY Switzerland’s
ongoing efforts to deliver the quality service that our clients
deserve, and support a culture of flexibility and empowerment
that helps to attract and retain great people.
Agile working
Flexibility is an increasingly important issue for
EY Switzerland’s people and potential recruits — specifically the ability to combine a career with other
aspects of life such as continuing education, family
commitments, volunteering in the community or sport.
It’s also an essential part of employee engagement
and an important component in offering our employees
an attractive overall package for their careers with us.
In a trust-based, work-anywhere environment, we try
wherever possible to give people the freedom to organize
their working lives in a way that suits their specific
situation. This can mean:
•R
educing working hours temporarily to accommodate
childcare or eldercare needs
• Taking a fixed amount of time off to pursue education
or travel plans
• A flexible and output-oriented approach to work
To make this truly workable, we have implemented a
number of measures, including:
• A reliable IT infrastructure, with laptops, tablets and
cell phones as well as new and exciting technological
capabilities enabling videoconferencing and instant
access to global information, networks and knowledge
• Clear guidance in documents such as the “Working
from home” and “Work Smart“ policies, employment
regulations and maternity agreements
These activities fall under the EY Workplace of the
Future (WOTF) initiative and help us improve the way
we team, connect and perform across teams and
borders.
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3
“I want to be there to see my children growing up.
From day one. EY makes that possible.”
Kaspar Schlüer
Assistant Director, Global Markets — EY Knowledge
Supporting health and wellbeing
Providing for the future
Supporting working families
Age
Helping our people stay fit and healthy is a key advantage in
creating the highest-performing teams. Each winter, we offer
free influenza vaccinations to all of our employees. The
Employee Assistance Program addresses the challenges of
people’s private and professional lives. Employees can
contact the independent counseling service Movis at any time
anonymously and free of charge for support on topics such
as workplace, family, health or other personal issues.
EY Switzerland understands the need of all of our employees
for a work-life balance. This is never more important than
for new parents. Our programs and policies designed to help
our people meet their family needs while contributing to the
workplace include:
• Maternity leave. As a family-friendly company, EY Switzerland
offers new mothers 16 weeks of paid maternity leave — two
more than legally required.
• Paternity leave. New fathers receive two days’ paid leave.
• Profawo. EY Switzerland is a member of Profawo, a nonprofit association that offers practical support and advice
to employees on all matters related to childcare and the
challenges of balancing work and family life. The organization
also operates a number of daycare centers in Switzerland
with slots reserved for EY employees’ children. EY has undertaken to pay the difference if the slots are not all used.
• Brochure for new parents. This special publication summarizes
some of the most important considerations for parentsto-be and provides an extensive list of links and addresses
for additional support in Switzerland.
• Flexible arrangements. EY Switzerland aims to accommodate
requests for unpaid leave or part-time contracts once the
statutory maternity leave has come to an end.
40
EY Switzerland operates a defined contribution pension plan
for all employees. The contribution payable by the firm and by
the employee depends on the age and rank, and also whether
the employee has opted to participate in the Standard or Plus
contribution scales. The table below provides a breakdown of
the contribution ranges as a percentage of the insured salary
for each age group:
Employee
Employer
min.
max.
min.
max.
< 24
2.5%
2.5%
2.5%
2.5%
25–34
7.0%
11.0%
10.0%
16.0%
35–44
7.0%
12.0%
13.0%
20.0%
45–54
8.0%
13.0%
17.0%
24.0%
> 55
9.0%
14.0%
17.0%
24.0%
Employees receive regular updates on the performance of the
pension fund.
Preparing for the future is not just about considering the financial
aspects of retirement. To help prepare soon-to-be retirees for
many aspects of life after work, EY covers the cost of a two-day
seminar run by AvantAge, an organization which helps employers
support their employees as they enter retirement.
Safety
Wherever our people are working, their safety is our priority.
Due to the high standards in Switzerland, safety is not generally
an issue when employees are in the office or at a local client
site. To protect our people and assets abroad against reasonably
foreseeable threats that might result in injury, loss, damage
or impairment, however, our dedicated team oversees our
rigorous and clear policies, which have been specially developed
with safety in mind. For instance, Travel Services online is a
comprehensive service, which offers trip-related information
and support, including the latest travel alerts and safety advice
for foreign countries.
People
Full-time/part-time employees
9.5%
16.0%
25.6%
Total
employees
2,240
Female
employees
911
84.0%
Male
employees
1,329
90.5%
74.4%
full-time
part-time
full-time
part-time
full-time
part-time
2012/13: 84.2%
2012/13: 15.8%
2012/13: 73.0%
2012/13: 27.0%
2012/13: 91.8%
2012/13: 8.2%
Accident rate
2.8
Accidents and work days missed
Workplace accidents
9
hours’ absence (2012/13: 3.3)
0.13%
Female 0.17% | Male 0.11%
2012/13: 0.15%*
Female 0.17% | Male 0.14%
2012/13: 15
4 female
11 male
5 female, 4 male
Non-workplace accidents
Sickness rate
40.2
260
hours’ absence (2012/13: 45.4)
1.84%
110 female, 150 male
Female 2.99% | Male 1.12%
2012/13: 261
92 female
169 male
2012/13: 2.08%
Female 3.12% | Male 1.44%
Work days missed
Absence rate
1.97%
Female 3.16%
Male 1.23%
2012/13: 2.23%
Female 3.29%, Male 1.58%
Annual hours’ absence 48.7
43.0
Annual hours’ absence
736
368 female, 368 male
2012/13: 843
359 female
484 male
* Restatement due to refinement of the measurement
41
3
Communities
EY Switzerland is committed to fostering sustainable
growth in areas where we can have the greatest impact.
The most significant impact we can have on society
is by supporting economic stability and growth, which
addresses some of the major issues that the world
is facing. We also support entrepreneurs and family
businesses as a driving force behind sustainable
development. Our dedicated Corporate Volunteering
program enables our employees to contribute to
community causes directly, with projects ranging
from conservation work or mentoring to working
with vulnerable adults.
42
2014 highlights
The world of entrepreneurship at EY
EY’s program EY Entrepreneur Of The YearTM is carried
out in more than 60 countries worldwide.
59 winners in Switzerland since 1998
Donations and volunteering expenses
Donations
Volunteer hours
CHF 255,000
3,100
2012/13: 180,000
2012/13: 2,377
Carbon footprint
in metric tons of CO2
2,568
Total greenhouse gas emissions
2012/13: 2,547*
154
Scope 1
Oil and gas
2012/13: 183
Direct emissions
124
2,289
2012/13: 181*
2012/13: 2,183
Scope 2
Electricity and district
heating
Scope 3
Business
travel
Indirect emissions
Emissions were calculated in accordance with the World Resources Institute/World
Business Council for Sustainable Development’s The Greenhouse Gas Protocol:
A Corporate Accounting and Reporting Standard.
* Restatement due to refinement of the measurement
43
“The title ‘Entrepreneur Of The Year’ is a unique
recognition of entrepreneurial success. EY feels
a real affinity with creative minds.”
Heinrich Christen
Sponsoring Partner EY Entrepreneur Of The Year™
Investing in our communities
At the heart of EY’s purpose of building a better working world
is the belief in enlightened self-interest: that EY is successful
because our member firms collectively contribute to society and
shared value. Over the past 15 years, EY has been a strategic
collaborator of the World Economic Forum (WEF) with its
annual meeting in Davos, working to shape future economic
development and share its insights with the world’s most
influential business leaders, politicians and academics. EY is
also proud to be a signatory to the United Nations Global
Compact and has pledged to uphold its 10 universally accepted
principles.
In addition to EY’s broad efforts to make a significant contribution
to social and economic progress, EY’s member firms concentrate
44
on areas that are most relevant to key stakeholders, services,
and skills and competencies.
• EY
 focuses on entrepreneurs because they drive innovation
and economic growth, and create jobs.
• EY
 focuses on the future workforce, from employees to
young entrepreneurs, because EY member firms know that
the next generation is critical to global progress.
• EY
 focuses on diversity and inclusiveness because it’s essential
to a better, more resilient, working world. In particular,
EY supports the role of women in business because of the
economic and social contribution they can make.
Communities
EY Switzerland’s
teaching community
Our commitment to lifelong learning and education is reflected in the large number of our people who hold teaching positions
at universities and other academic institutions in Switzerland and Liechtenstein. The subjects our people cover are as varied as
our business itself. Here is an overview of our people’s teaching engagement in FY14:
University of St. Gallen (HSG)
Prof. Dr. Andreas Blumer, Accounting and Finance
Universities of Applied Sciences in
Business Administration Zurich (HWZ)
Dr. Peter Brülisauer, International Tax Law
Willy Hofstetter, Internal and External Audit
Barbara Henzen, Tax Law
Markus Schweizer, Risk Management
Dr. Hans-Joachim Jaeger, Law
Stephan Kuhn, Tax Law
Dr. Georg Lutz, Tax Law
Markus Schweizer, Risk Management and Internal Control
Prof. Dr. Hans-Jürgen Wolter, Financial Market Theory
Jürg Zürcher, Pharma Industry Trends
Lucerne University of Applied Sciences
and Arts
Dr. Michael Faske, Economic Crime Investigation
Rico Fehr, External Audit
University of Liechtenstein
Thomas Brotzer, Swiss Tax Law
Dr. Hans-Joachim Jaeger, Tax Law
Bern University of Applied Sciences
Roland Ruprecht, Audit and Accounting
University of Fribourg
Prof. Dr. Thomas Nösberger, Audit
University of Basel
Christoph Michel, External Audit
Jürg Zürcher, Financial Management in Biotech
Tom Schmidt, Information Security
University of Geneva
Marcel Stalder, Risk Management
Roger Disch, Treasury and Financial Risk Management
University of Zurich
Dr. Peter Brülisauer, International Tax Law
Dr. Michael W. Hildebrandt, International Tax Law
University of Lausanne
Pierre Delaloye, Audit
Roger Müller, Accounting for Transactions
University of Lucerne
Dr. Philip Robinson, Tax Law
Dr. Hans-Joachim Jaeger, Treasury Management/Tax Law
Swiss Institute of Taxation at Kalaidos
University of Applied Sciences, Zurich
USI Università della Svizzera italiana, Lugano
Jürg Zürcher, Financial Management in Biotech
Barbara Henzen, Tax
Marc Schlaeger, Tax
ZfU International Business School
Thomas Brotzer, Tax
Roger Disch, Corporate Treasury
University of Applied Sciences and Arts
Northwestern Switzerland (FHNW)
Zurich University of Applied Sciences (ZHAW)
Thomas Brotzer, Tax
Barbara Ofner, Banking Law
André Schaub, Financial Management and Auditing
Roger Disch, Treasury and Financial Risk Management
45
4
Supporting entrepreneurship
Entrepreneurs drive innovation, imagine new business models,
develop new products and services, and create jobs and wealth
for their communities, which results in broader economic growth
and other social benefits in the marketplace. It is for this reason
that EY Switzerland wants to help entrepreneurs — big or small
— achieve their potential.
EY Entrepreneur Of The Year™
As the first and only truly global award of its kind, this EY program
celebrates those who are building and leading successful,
growing and dynamic businesses, recognizing them through
regional and national awards programs in over 145 cities in
more than 60 countries, including Switzerland and Liechtenstein.
Each nation’s winner then competes for the title of EY World
Entrepreneur Of The Year™.
The program’s continued expansion to new cities and countries
demonstrates the importance of entrepreneurship around the
world. The EY Global Center for Entrepreneurship and Innovation’s
annual survey for 2014 highlights the impact of the winners
on local and global economies. Over 240 Entrepreneur Of The
Year winners shared their plans for job creation — with 76% of
respondents planning to hire in the next year. Not only is the
figure up six percentage points compared to the 2013 survey,
it’s also well over double the rate of respondents who said they
will add jobs when polled for our Capital Confidence Barometer.
EY Switzerland has also been involved in a strategic partnership with the Swiss Venture Club (SVC) for many years. The
SVC, an independent nonprofit association organized by and
for entrepreneurs, aims to support SMEs. Each year, the
association honors entrepreneurs in seven economic regions
and three language areas with the well-known “Prix SVC”.
The winners of each category are automatically nominated for
Entrepreneur Of The Year.
46
EY Entrepreneur Of The Year winners
Switzerland
The 2013 awards were presented to (from left to right
in photograph above):
• Christoph Tobler, Sefar Holding AG, Thal, in the Family
Business category
• Jan Schoch, Leonteq AG, Zurich, in the Emerging
Entrepreneur category
• Hans Huber, Honorary Chairman of SFS Holding AG,
Heerbrugg, winner of the special Master Entrepreneur
award
• Kadir and Deniz Ugur, Bentour Türkei-Reisen AG,
Zurich, in the Trade/Services category
• Rolf A. Sonderegger, Kistler Group, Winterthur, in the
Industry/High-Tech/Life Sciences category
Liechtenstein
Liechtenstein’s Entrepreneur Of The Year 2013 was:
• Markus Kaiser, Kaiser AG, FL-9486 Schaanwald
Communities
Encouraging
entrepreneurs
Entrepreneurs are an important driver of growth in many markets. As a country, Switzerland’s international reputation is built not least on
entrepreneurship and innovation. EY Switzerland has long recognized the potential of entrepreneurs, and supports them at regional and local
levels. Here are some examples of how we engage with entrepreneurs:
Recognizing achievement
EY Switzerland runs the Entrepreneur Of The
Year program annually in Switzerland and
every two years in Liechtenstein. The benefits
of these programs flow both ways: by sharing
their time, experiences and skills, our people
help entrepreneurs in Switzerland and Liechtenstein make a difference to their businesses
and their communities. At the same time, we
recognize that our support of medium and
small-scale entrepreneurs enables our people
to develop new skills and experience how a
business operates in its entirety.
Entrepreneurs only!
More than 10 years ago, EY Switzerland
joined forces with its neighbors Germany and
Austria to create Entrepreneurs only! — an
exclusive event club for Entrepreneur Of The
Year participants. At this year’s weekend
workshop, the scenic beauty of Lake Geneva
was the perfect backdrop to lively discussions
and insightful exchange, including a special
session for the entrepreneurs’ partners. Participants appreciate the relaxed setting of
these informal events as a chance to discuss
and learn from their peers’ experiences.
EY Junior Academy
This unique one-week training program is
designed for young successors to family
businesses and is held around the world.
To succeed through generations, family
businesses must instill the values shared by
those who established the business in the
generations that follow. Now in its sixth year,
with more than 250 alumni, the international
Junior Academy helps young people from
family businesses accelerate their potential
and develop as visionary leaders.
47
4
Donating time and money
Community contributions
EY Switzerland is committed to helping our communities
achieve their potential. We honor this commitment through our
dedicated Corporate Volunteering program which offers all our
employees the opportunity to invest their time in social projects
and initiatives that benefit a wide range of causes. Corporate
Volunteering is also our way of helping support the workforce
of the future, for instance through our involvement in Young
Enterprise Switzerland (YES), a nonprofit organization which
develops and supports practice-oriented business training in
schools.
EY Switzerland allocates each permanent employee a full
day for volunteering every fiscal year. In FY14, our people
volunteered 3,100 hours of their time (FY13: 2,377).
Projects
The Corporate Volunteering projects on offer change from
year to year, with old favorites complemented by new
initiatives. This year, our people could take their pick from
11 good causes, including:
Conservation work — Glarus Süd
Glarus Süd — the largest municipality in Switzerland — covers
a huge area, dominated by steep slopes and alpine terrain.
It is looked after by the Glarus Süd forestry team and is of
immeasurable value as a conservation area and nature reserve.
Guided by a forest ranger, EY Switzerland’s Corporate
Volunteering team joined locals to help clear the trees and
branches that had fallen during the winter, enabling the
region’s farmers to move back to their mountain farms for
the summer.
48
Carnival procession — Wagerenhof
Wagerenhof is like a little village where people with mental and
physical health issues live together in small groups in a family
atmosphere. For many of them, the carnival procession at the
end of each winter is a real highlight in the calendar. This year,
EY Switzerland’s volunteers were on hand to assist with face
painting or any other jobs to help the carnival goers look and
feel their best for the procession.
Support with tax returns — Zurich
The City of Zurich offers people on benefits expert support in
filling out their tax returns. EY provides up to four professionals
to assist the City of Zurich’s tax experts at two different social
centers, filling out up to 70 tax returns in an afternoon. At the
heart of this cooperation is knowledge transfer — something
we’re committed to building on in the future.
Visit our Corporate Volunteering picture gallery at
www.ey-volunteering.ch to learn more about recent projects.
Communities
Donations
In FY14, EY Switzerland’s main financial contributions to our
communities were as follows:
• CHF 50,000 was spent in connection with Corporate
Volunteering projects.
• CHF 25,000 was donated to Fondation Les Clarines, a
children’s home where educational and therapeutic care
enables children to develop their strengths and identity.
• CHF 25,000 was donated to the Foundation for people with
rare diseases, which funds research into unusual conditions.
• CHF 25,000 was donated to Glückskette Taifun, an aid
project to help victims of the 2013 typhoon in the Philippines.
• CHF 25,000 was donated to Kinderspitex, which provides
care for sick children in their home environment.
• CHF 20,000 was donated to the Foundation for the
Kunstmuseum Basel, which supports fundraising activities
for Basel’s famous art museum.
• CHF 3,000 was donated to Schweizerische Stiftung
Stockalperschloss, a foundation supporting the upkeep
of Stockalper Palace in Brig-Glis, Switzerland.
“For me, volunteering is an important part of living our
• CHF 5,000 was donated to Ministrantenkasse St. Peter
corporate culture. I take part in a project every year.
und Paul to fund an educational trip to Rome for young
This year, the two days of clearing work in the Bannwald
altar servers in Aarau.
forest near Elm was tough — a real challenge. All of the
• CHF 77,000 was donated to other good causes to mark
volunteers
enjoyed the change of scenery and the team
partners’ long-service milestones.
Sponsorship
Besides direct financial donations, we are also an active sponsor
of various institutions and projects throughout Switzerland,
particularly in the field of education. In the past year, we have
sponsored the University of St. Gallen, the Lucerne University
of Applied Sciences and Arts, the University of Zurich, the
ETH Zurich, the University of Geneva, the University of Applied
Sciences and Arts Northwestern Switzerland FHNW, the Zurich
University of Applied Sciences, the University of Lausanne, and
the University of Bern.
spirit that quickly emerged.”
Thomas Sauber
Partner, General Counsel
49
4
Demonstrating environmental stewardship
Measuring our energy consumption
Measuring our carbon footprint
Additionally, by globalizing many core business functions,
such as IT, real estate and travel procurement, EY is enabling
EY Switzerland to follow more consistent operational practices
that will help reduce our environmental impacts. EY member
firms are increasingly able to share insights and progress around
the world through a newly created global sustainable operations
network. This will help EY Switzerland to improve the environmental sustainability of our operations by leveraging leading
practices.
Efficiency efforts
As a company, the “products” we generate are information and
knowledge. The outputs of these products are only visible and
tangible in the form of workpapers and reports. Wherever possible,
we work electronically and not with paper printouts. All
printers are set to duplex printing as default and the badge-only
personal print function at central printing stations discourages
unnecessary printing. We completed our centralization program
in FY14, reducing the printer inventory by 33 devices.
We believe any commitment to an environmentally sustainable
world starts with us. At EY Switzerland, we are constantly
challenging ourselves to work in a more environmentally
sustainable manner and to find new ways to reduce our energy
consumption, carbon footprint and waste stream.
At EY Switzerland, we have been monitoring our carbon
footprint for some years now. We know that nearly all of our
carbon output comes from two sources: office energy
consumption and business travel, particularly air travel. By
analyzing our performance over the years, we can track
our progress and assess the impact of our efficiency efforts.
EY Switzerland continues to increase the energy efficiency
of our offices, and although travel is critical to our business,
we are investing in travel alternatives, like telepresence
videoconferencing and enhanced desktop and mobile options.
Since the start of 2012, the share of green
energy in the total volume of electricity we
consume has been
100%
50
There is a waste management plan in place across all locations
which is published on the intranet and noticeboards. Waste is
separated into paper, cardboard, plastic, glass and batteries,
with each material being recycled according to type. Electronics
and other hardware are returned to the relevant suppliers for
environmentally friendly disposal.
Paper is a particular concern at EY, and we strive to increase
the use of recycled input materials to reduce demand for virgin
material and help conserve natural resources. Of the paper
we consume, around 95% is FSC certified. For confidentiality
and data protection reasons, waste paper is first shredded
by a specialist company and then sent for recycling. In FY14,
total paper consumption more or less matched the level of
the prior year, dropping slightly by 1.9%. This achievement is
more impressive in view of the increased headcount and is
positive confirmation that our efforts to cut paper consumption
in FY13 have had a lasting impact.
Communities
Lausanne looks to
the future
There’s a saying in real estate that only three
things matter: location, location, location.
Situated just minutes from the bus, metro and
train station, EY Switzerland’s brand new
office in Lausanne certainly fits the bill. Visitors
are spoilt for choice when deciding how to
reach Business Office Gare 39, so most journeys
involve public transport of some kind. Besides
being convenient, the accessible site keeps
our carbon footprint to a minimum — just one
of the ways we’re building a better working
world for our people, our clients, and our
communities.
Around 90 enthusiastic employees of
EY Lausanne moved into the purpose-built
new premises at the end of the fiscal year
2014. Many were already familiar with the
sophisticated architecture, having watched
construction work develop over the preceding
18 months. The bright, welcoming surfaces
and modern appearance of the interior also
went down very well with the building’s new
occupants. Ergonomic office furniture,
including GREENGUARD-certified workspace
systems, complements the clean corporate
lines and reflects our pledge to meet the
environmental standards set when the Zurich
sites moved into the new office building,
platform, in 2011.
With efficiency in mind, EY shares the building
with other tenants, occupying 1,234m2 of
private office space, or a third of the total
capacity, over three floors. There are currently
79 workstations, including dedicated desk
sharing areas. Market Segment Leader GSA CH
Suisse romande Pierre-Alain Cardinaux
explains why there’s not one workstation per
employee: “As a keen proponent of Workplace
of the Future, we know that lots of our people
are only in the office occasionally. The shared
desks are an excellent example of efficiency
in practice — the best possible use of resources
combined with optimum availability of facilities.”
The efficiency theme doesn’t stop there.
Small details in the building’s design add up
to make a big difference. To save electricity,
for example, lighting is motion activated,
while intelligent sunshades automatically
optimize air-conditioning and employees are
encouraged to use the central power switch
at their workstations at the end of each
working day. Water waste is minimized by
using timers on all taps as well as dual flush
lavatories.
Geninasca & Delefortrie, the building features
foundations built on large hollow spheres
made of recycled material, encased in concrete
and sunk into the ground. This futuristic
technology reduces the volume of concrete
by 35% and has the added benefit of making
the building earthquake-proof.
“Obviously we hope that Lausanne will never
be hit by an earthquake big enough to need
this technology. But it’s good to know we’re
protected, and even better to know that our
building has been created in a sustainable
manner,” says Pierre-Alain Cardinaux, who
as Office Managing Partner Lausanne was
actively involved in selecting the new location.
The new infrastructure and superb surrounding
amenities are decisive factors in EY Switzerland’s
future success. Overall, the move confirms
our regional roots in Suisse romande and will
allow our business to grow and prosper as
we work toward Vision 2020 in Lausanne and
throughout Switzerland.
All in all, it would be fair to say that Business
Office Gare 39 is quite literally sustainable to
the core. Designed by award-winning architects
51
4
“All EY employees receive a Half-Fare travelcard free
of charge, which they can use privately as well. I’m
responsible for processing these orders. It’s great to
see EY supporting the use of public transport in this
way.”
Stephan Nellen
Admin, Logistics Team
Business travel
We believe reducing our environmental impact is responsible to
our people, our clients and our communities. EY professionals
travel extensively — by plane, train and automobile — to deliver
exceptional client service. As a result, business travel is by far
our greatest source of greenhouse gas emissions. New and
exciting technological capabilities are helping reduce the need
for travel, though — through videoconferencing and instant
access to global information, networks and knowledge.
When travel is inevitable, we ask people to keep sustainability
in mind. All flights to internal meetings have to be approved,
and business flights are carefully assessed and discussed. We
also plan ahead to ensure that local and international meetings
are scheduled efficiently.
Greening our meetings
Internal and external meetings play an important role
in developing strong relationships with clients and
employees, and we consider environmental and social
criteria when organizing them. For each of the 100+
events we organize each year, we encourage participants
to arrive by public transport. Wherever possible, we
avoid sending printed invitations and information and
are actively developing new possibilities to make them
available electronically. We intend to strengthen this
approach in the future and will optimize the number of
events as well. Our efforts are led by EY Global’s
Sustainable Meeting Guidelines.
52
FY14 saw the number of passenger kilometers (pkm) increase
for journeys by plane, train and car. This development was to
be expected given that the periodic travel ban of FY13 was not
repeated in FY14. Overall, the figures still paint a positive
picture. For instance, the number of pkm from short-haul flights
actually decreased slightly, falling 1.5% to 6,088,990 (FY13:
6,181,628). Furthermore, the significant increase of 9.2% in
pkm by train suggests that people are switching to rail travel
for shorter distances, which is much better in terms of CO2
emissions. The number of pkm from long-haul flights was up
again this year, from 9.3 million to 10.2 million. This reflects
our ongoing cross-border activity and collaboration.
EY provides all employees with a Half-Fare travelcard free of
charge. This promotes the use of public transport in general as
it can also be used for private travel. It is important to us that
all of our offices are accessible by public transport. Our expenses
regulations clearly favor the use of public transport over private
or rented vehicles.
Of course, transportation doesn’t only relate to people. We’ve
been a member of Swiss Post’s “pro clima” program since
2012, so all mail from EY offices in Switzerland is carbon neutral.
Given that 304,596 letters were sent by EY Switzerland last
year — a decrease of 14.4% on the prior year — the pro clima
initiative makes a major difference. The number of parcels sent
was up 22.3%, but remains below the level recorded in FY12.
Communities
Scope and impact of travel
Air travel clearly dominates when it comes to CO2 emissions
caused by business trips.
Distance traveled in pkm
(passenger kilometers)
10,225,909 Long-haul flights
2012/13: 9,307,483
6,088,990 Short-haul flights
2012/13: 6,181,628
4,372,205 Train
2012/13: 4,002,550
CO2 emissions
(metric tons)
1,084
2012/13: 987
793
2012/13: 801
35
Changing our behavior
At EY Switzerland, reducing our environmental footprint is an
element of our business strategy. Our CO2 emissions increased
by just 0.8% in FY14. In view of the higher headcount and the
absence of periodic travel bans in FY14, we consider this an
excellent result. Besides business travel, which accounts for the
overall increase in emissions in FY14, office energy consumption
is another important source of emissions. That’s why energy
efficiency is high on our agenda. EY Switzerland recorded lower
energy consumption across the board: oil, gas, district heating
and electricity were all down — despite the larger workforce.
Water was the only utility where usage was up, although even
here the 4.4% increase compared to FY13 was less than would
be expected considering the 7.4% rise in headcount.
Following on from the move to the Zurich office, platform, in
2011, our new, energy-efficient Lausanne office opened its
doors at the end of FY14. Further office updates are planned
for other locations over the coming years. We recognize the
importance of green standards at all offices. We also encourage
our people to make small changes that add up. Turn to page 51
to read about our latest contribution to improving efficiency
efforts in the workplace.
2012/13: 32
342
2,162,253 Car, private vehicle
2012/13: 2,266,286
2012/13: 333
36
224,145 Car, rental vehicle
2012/13: 195,312
2012/13: 29
53
4
How EY
is organized
As the most globally integrated
organization in our field, we seek to
develop a global mindset in all of
our people. Our global structure
means we can respond faster than our
competitors. We can access the right
people and assemble high-performing
teams to deliver exceptional client
service worldwide. We’re not merely a
loose collection of national practices —
we are a global organization, unified in
our approach. EY Switzerland, comprising
the local member firms in Switzerland
and Liechtenstein, benefits from being part
of this structure. And so do our clients.
54
Global structure
EYG
Americas
Asia-Pacific
EMEIA
Japan
EMEIA
Europe
Middle East
India
Africa
GSA
Germany
Switzerland
Austria
FSO
Switzerland
and 10 other
markets
Switzerland
55
EY global organization structure
EY refers collectively to the global organization of member
firms of EY Global Limited (EYG or Global). EYG is the central
entity of the EY organization, coordinates the activities of the
member firms and promotes cooperation among them. Each
member firm, including EY Switzerland, is a legally distinct entity.
EYG does not provide services to clients.
There is no global corporate structure where ownership, legal
control or profits are consolidated at a central parent entity.
Member firms remain solely responsible for their own work, but
they are part of a highly integrated global organization that
enables them to deliver enhanced service. The integration
benefits investors and the capital markets, but it is also one
of the best ways to improve quality and thereby limit risk.
Member firms’ obligations and responsibilities to the organization
are governed by the regulations of EYG and various other
agreements.
The member firms commit themselves to pursuing EY’s
objectives. They undertake to implement the global strategies
and plans and to maintain the right scope of service capability. Furthermore, they are required to comply with common
standards, methodologies and policies, including those
regarding audit methodology, quality and risk management,
independence, knowledge sharing, human resources and
technology enablers.
The member firms of EYG are grouped into four geographic
Areas: Americas, Asia-Pacific, EMEIA (Europe, Middle East,
India and Africa) and Japan. The Areas comprise a number of
Regions, which are composed of member firms or sections
of those firms. This allows for greater stakeholder focus in the
29 Regions, permitting member firms to build stronger relationships with clients and others in each country and be more
responsive to local needs.
Above all, EYG member firms commit themselves to conducting
their professional practices in accordance with the applicable
professional and ethical standards as well as with all applicable
requirements of law. This commitment to integrity and doing
the right thing is underpinned by our Global Code of Conduct
and our values.
Member firms are subject to reviews that evaluate their
adherence to EYG requirements and policies governing issues
such as independence, quality and risk management, audit
methodology and human resources. As necessary, special
focus reviews are performed to address situations or concerns
as they arise. Member firms unable to meet the quality
commitments and other EYG membership requirements are
subject to separation from the EY organization.
56
How EY is organized
Corporate bodies of EY’s global organization
The Executive is the new governing body created in July
2013 and streamlines our operating model. It includes the
Global Executive with its committees and teams and the
leadership of the four geographic Areas. The Executive
is responsible for one global approach to strategy, quality,
risk management, business planning, investments and
priorities.
The Global Executive brings together EY’s leadership
functions, services and geographies. It is chaired by
the Chairman and Chief Executive Officer of EYG, Mark
Weinberger, and includes its Chief Operating Officer,
several global functional leaders, the four Area Managing
Partners and the global service lines leaders. The Global
Executive’s responsibilities include promoting global
objectives and developing and approving global strategies
and plans, common standards, methodologies and
policies, People initiatives, quality improvement programs,
proposals regarding regulatory matters and public policy,
policies and guidance relating to member firms’ services,
business development, markets and branding and EY’s
financial reporting.
Global Executive Committees are chaired by members
of the Global Executive and bring together representatives
from the four Areas. They are responsible for making
recommendations to the Global Executive. There are
committees for Global Markets and Investments, Talent,
Risk Management, Assurance, Advisory, Tax and Transaction Advisory Services.
The Global Advisory Council is the main advisory body of
EYG. It comprises a number of member firm partner-level
professionals drawn from across the four Areas and includes
independent non-executive representatives from outside
EY. The partners are elected by their peers for a three-year
term, with provisions for one successive re-appointment.
The Council advises EYG on policies, strategies and the public
interest aspects of their decision-making. The approval
of the Global Advisory Council is required for a number of
significant matters that could affect EY.
The Global Practice Group brings together the members
of the Global Executive, its Committees and Regional
leaders. The Global Practice Group seeks to promote
common understanding of EY’s strategic objectives across
member firms and consistency of execution across the
organization.
For more information related to EYG organization,
please refer to the Transparency Report 2014: EY Global
at www.ey.com/GL/en/About-us.
57
5
EY Switzerland organization structure
EY Switzerland is part of the EMEIA Area, which brings together
EYG member firms in 99 countries in Europe, the Middle East,
India and Africa to offer clients the best possible teams, resources
and services. The EMEIA Area comprises 12 Regions, including
ours: GSA CH is part of the GSA Region (Germany, Switzerland
and Austria), and FSO in Switzerland belongs to the EMEIA
Financial Services Organization.
The governance of EY Switzerland encompasses the companies
that belong to the holding company (ATAG Ernst & Young
Holding Ltd and Ernst & Young AG Liechtenstein). The operating
company registered as the audit firm under state oversight is
Ernst & Young Ltd. The operating company is wholly owned by
the holding company.
The Board of Directors of the holding company is made up of
three members: the Chairman of the Board of Directors, the
Country Managing Partner (CEO) and an EMEIA representative.
The performance of the board is assessed regularly. The Board of
Directors of Ernst & Young Ltd is the chief decision-making body
of the firm.
The Management Committee and Board of Directors functions
are assumed by the same people at Ernst & Young Ltd. The
Management Committee of Ernst & Young Ltd consists of the
Country Managing Partner, the Managing Partner FSO, certain
Service Line Leaders from the GSA practice in Switzerland
and certain Service Line Leaders from the Swiss FSO practice.
Further members are the People Partner, the Managing Partner
Risk Management and a representative of the Professional
Body Policy Affairs. The Management Committee is responsible
for the strategic and operational management of the business.
FSO in Switzerland has a specific Service Line Leader, whereas
GSA CH — the Swiss part of the GSA Region serving all sectors
apart from the financial services industry — does not have an
additional leader but two Market Segment Leaders, one for the
German and Italian-speaking parts of the country, and one for
Suisse romande.
Members of the Management Committee and Board of
Directors are chosen purely on the basis of their qualifications
and suitability for the role, regardless of gender.
58
The members of the Management Committee are selected at
the request of the CEO by the Board of Directors.
The holding company’s capital is wholly owned by the partners
of EY Switzerland, of which there are around 125. The partners
are the sole owners of the company and can voice any concerns
they may have as regards day-to-day business and the general
management structure. EY Switzerland does not hold interests
in other companies for financial investment purposes. Our
strategy includes purchasing whole companies and integrating
them into our corporate structure if appropriate opportunities
arise.
At a regional and international level, additional governance
bodies without management responsibility have also been
established. These bodies comprise partners and are an additional
channel through which owners can make recommendations.
As part of our global governance structure, two Swiss partners
— Andreas Blumer and Georg Lutz — have been appointed to
the Global Advisory Board effective FY15. Many other partners of
the Swiss partnership are part of supra-regional and functional
governance bodies or members of leadership teams and advisory
boards.
For more information and an extensive description of the
organization of EY in Switzerland, please refer to EY
Switzerland’s Transparency Report 2014 at www.ey.com/ch/
TransparencyReport.
Significant
organizational changes
During the FY14, EY Switzerland’s Board of Directors elected
Dr. Philip Robinson as its new Chairman. Philip Robinson still
holds a number of national and international leadership positions
within EY and took up his new post as of 1 July 2014. The
former Chairman, Thomas Stenz stepped down as planned.
EY Switzerland has experienced no significant changes in
terms of ownership or structure (G4–22).
How EY is organized
Board of Directors of ATAG Ernst & Young Holding Ltd
Philip Robinson
Chairman
Bruno Chiomento
Country Managing Partner
Stephan Kuhn
Managing Partner
EMEIA Tax
Management Committee
Bruno Chiomento
Country Managing Partner
Daniel Wüst
Philip Robinson
Markus Schweizer
Patrick Schwaller
Stephan Kuhn
Marcel Stalder
Dominik Bürgy
Louis Siegrist
Willy Hofstetter
Patrick Schwaller
Thomas Brotzer
Philipp Arnet
Marcel Stalder
Daniel Wüst
Philip Robinson
Louis Siegrist
Markus Schweizer
Bruno Patusi
Thomas Brotzer
Managing Partner Assurance
GSA CH/GSA
Managing Partner Assurance
FSO
Professional Body Policy
Affairs
Managing Partner Tax & Law
GSA CH
Managing Partner
EMEIA Tax
Managing Partner Advisory
GSA CH/GSA
Managing Partner FSO
Man. Partner Advisory FSO
People Partner
Managing Partner Risk
Management
Service Line Leaders
FSO CH
Marcel Stalder
Managing Partner
Assurance Services
Tax & Law Services
Transaction Advisory
Services
Advisory Services
GSA CH
Assurance Services
Tax & Law Services
Transaction Advisory
Services
Advisory Services
Sector Leaders FSO CH
Olaf Töpfer
Banking & Capital Markets
Wealth & Asset Management
Insurance
Market Segment Leaders GSA CH
Alessandro Miolo
Deutschschweiz, Ticino
Pierre-Alain Cardinaux
Suisse romande
GSA CH = Swiss part of the GSA Region, serving clients in all sectors apart from the financial services industry
FSO CH = Swiss part of the EMEIA Financial Services Organization
Note: organizational chart as of 1 November 2014
59
5
About this report
EY Switzerland is pleased to present the third report prepared in
accordance with the Global Reporting Initiative (GRI) guidelines.
We are committed to reporting annually on our activities, and the
2014 report follows EY Switzerland’s previous report, published
as of 30 June 2013. This year, for the first time, we’re applying
the fourth generation of the GRI standards — G4 — at the Core
application level. The 2014 sustainability report covers our fiscal
year 2014, i.e., the period from 1 July 2013 to 30 June 2014.
This year’s report reflects our continued efforts to engage with
our stakeholders to provide the most valuable and interesting
information about EY Switzerland and our activities over the fiscal
year. The Chairman of the Board of Directors and the CEO of
EY Switzerland have approved the 2014 sustainability report.
60
How we created
the report
1. Engaging with our stakeholders
2. Determining materiality of issues
3. Collecting data internally and externally
4. Translating data into content
5. Obtaining external assurance
6. Publishing the report
61
Defining the boundary of the report
This report covers the legal entities Ernst & Young Ltd,
Switzerland, with 10 locations in Switzerland, and
Ernst & Young AG, Liechtenstein, with one location in
Liechtenstein (G4–17).
Environmental boundary
Our carbon footprint is calculated in accordance with The
Greenhouse Gas Protocol: A Corporate Accounting and Reporting
Standard, developed by the World Resources Institute/World
Business Council for Sustainable Development. Direct and
indirect emissions sources are included in the scope of our
carbon footprint, which is based on information gathered and
information analyzed from:
Scope 1: Oil and gas
Scope 2: Electricity and district heating
Scope 3: Business travel
Emissions associated with fuel combustion (oil and gas) are
incorporated into Scope 1. Emissions related to the use of
purchased electricity and district heating are incorporated
into Scope 2, regardless of the lease agreement. Emissions
resulting from business travel, including air, rail and vehicle
travel are incorporated into Scope 3.
Boundary limitations
For the purposes of calculating the carbon footprint, employees
from EY member firms outside Switzerland who were assigned
to work on projects within Switzerland were excluded as their
permanent physical location is in a different region. Also excluded
from our boundary are companies that have a relationship with
EY but have no financial ties to EY Switzerland.
There have been no significant changes compared to
the previous reporting period in the scope, boundary or
measurement methods applied in this report (G4–23).
Moreover, EY Switzerland is not aware of any matters that
could significantly affect comparability between periods
or organizations.
“For this report, we asked close to 200 stakeholders,
including 27 in Switzerland, which issues they rate as
important for EY. We then analyzed where we have
the greatest impact. For next year, we want to enhance
the stakeholder engagement process further. Our
ongoing efforts show our commitment to transparency,
demonstrate a balance between global strength
and local empowerment, and strengthen our brand.”
Leisha John
Director, Global Program Leader for Sustainability
Reporting
62
About this report
Determining report content and materiality
EY Switzerland has developed this report in accordance with
Global Reporting Initiative (GRI) G4 (Core) Sustainability
Reporting Guidelines.
Using this list, EY Switzerland determined the materiality of
these issues specifically for Switzerland based on different
sources:
Members of the Sustainability Services team advised
EY Switzerland on the content of the sustainability report,
using an approach similar to that applied for external
clients. Furthermore, EY Switzerland was supported by an
external agency specializing in sustainability reporting.
EY Switzerland has used a systematic approach to understanding
the issues that our report should cover, and determining the
measurements we use to document our performance against
these issues.
• Comparison

of the global results of the stakeholder survey
with the Swiss-specific results of the survey
• Experience with previous sustainability reports
• EY’s

Vision 2020 purpose of building a better working world
and the strategy to deliver on this vision
• Working

group research, analysis and observations
• Competitor

global sustainability reports available in the
public domain
Materiality
In developing the 2014 sustainability report, EY Switzerland
adopted a systematic approach to defining all relevant
stakeholders (G4–25). We listened to many of our people,
various clients and members from within our own service
area and from selected EY member firms; we also engaged
with community stakeholders in Switzerland, regulators and
NGOs (G4–24).
To determine the material aspects for this report, EYG undertook
a stakeholder engagement process (G4–18). More than
200 clients, EY employees and community stakeholders from
a dozen countries across the globe completed our stakeholder
survey to rank a number of issues linked to the GRI aspects.
Among the 200 stakeholders surveyed, there were 27 from
Switzerland who were chosen by EY Switzerland and answered
the survey.
Using the results of the surveys, EYG ranked the issues by
importance as rated by the stakeholders, allocating them to
three levels of importance. Furthermore, three issues not
identified as important in the stakeholder survey were added
to the list of material aspects and indicators. EYG ultimately
arrived at a list of 25 relevant issues in three different
importance categories.

After intense discussions and analysis, EY Switzerland finalized
the list provided on page 64. The materiality matrix above the list
ranks the various sustainability issues against stakeholder interest
and sustainability impact on EY. (G4–19, G4–20, G4–21).
In accordance with the GRI G4 Guidelines, EY Switzerland
created Disclosures on Management Approach (DMAs) for all
relevant aspects and integrated them directly into the report.
For each aspect, we report at least one indicator in accordance
with the GRI G4 guidelines and principles (see GRI content
index on page 67).
Assurance
EY Switzerland has once again chosen to obtain external
assurance on the data presented in this report. EY Switzerland
maintains an independent professional relationship with
the audit company chosen. See page 76 for the independent
assurance report.
Restatements
Some figures relating to prior periods have been restated in
this report (G4–22). Restatements are indicated in the
respective paragraphs, tables or infographics or at the end of
a section.
63
6
Materiality matrix Switzerland
The chart shows the selected topics (covering GRI aspects and indicators) according to both stakeholder importance and impact on
1
2
12
medium
20
24
26 25
21
22
17
14
18 15
8
9
13
16
7
10
11
19
5
4
6
23
29
27
30
28
low
Importance to stakeholders
high
EY Switzerland. (G4–19, G4–20, G4–21)
low
medium
high
Sustainability impact on EY
Topics
1 Customer privacy
2 Customer satisfaction
3 Generated economic value and market share, including donations and community investments
4 Anti-corruption assessment, mitigation and reported incidents
5 Training, education and career development
6 Sustainability in all our services
7 Diversity and equal opportunity
8 Anti-corruption training
9 EY non-compliance with laws and regulations regarding our services
10 Employee compensation and benefits
11 Support of entrepreneurship in the local community
12 Legal actions for anti-competitive behavior, anti-trust, and monopoly practices
13 Human rights within the workforce
14 Employment statistics on age, gender and retention
15 Pro-bono and volunteering, number of hours and persons involved
16 Procurement practices and implementation of procurement policy
17 Business travel
18 Parental leave
19 Sustainability-related subjects included in employee training
20 Energy usage and climate change
21 Share in revenue by client sector
22 Mobility programs, international transfers and assignments
23 Significant investments and contracts that include human rights clauses or underwent human rights screening
24 Materials and waste
25 Notice periods for employment-related changes
26 Sustainability of major events
27 Grievances about labor practices filed, addressed, and resolved through formal grievance mechanisms
28 Total value of political contributions by country and recipient
29 Type and rates of injury, occupational diseases, lost days, and absenteeism by region and by gender
30 Sale of banned or disputed products
64
3
About this report
Engaging with stakeholders
EY Switzerland’s approach to the FY14 sustainability report
reflects the global EY ambition to strengthen globally, but
empower member firms locally, to embolden stakeholder
relationships everywhere and to be the most favored employers
in the professional services industry. To achieve these ambitious
goals, it is absolutely vital that EY Switzerland listens to our
stakeholders — clients, employees and communities.
By doing so, we can learn what is important to them, how they
view us today and the path they expect us to follow. These
insights have a direct impact on EY Switzerland’s success.
They enable us to identify material issues, including risks and
opportunities; enhance our approach to risk; and improve
our performance. In light of this, we need to understand stakeholders’ views, adapt our approach or direction to reflect
our understanding, and communicate the impact of their input.
The diagram on the next page indicates how EY Switzerland
engages with its stakeholders, as well as our interdependence
and their influence on our decision-making process (G4–24,
G4–25, G4–26, G4–27).
65
6
Stakeholders and mechanisms of engagement
Our clients
t clients — Target clien
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ts
d
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1. How we engage with our stakeholders
2. Why our stakeholders are important to us
3. Key issues our stakeholders say are the most important
66
GRI content index tables
About this report
The content tables below indicate where in the report information relating to the GRI’s G4 Guidelines
is located and whether that information is externally assured. Numbers in the location and assurance
columns refer to pages in this report.
General Standard Disclosures
GRI Indicators
Reference Location
Reference Location
Assurance
Disclosures on Management Approach (DMAs)
Assurance
Aspect
Location
Assurance
Economic Performance
7, 56–58
–
Indirect Economic
Impacts
1, 4, 6, 17, 25,
32,
–
Materials, Energy,
Emissions Effluents and
Waste, Products and
Services, Transport
6, 17, 19, 24,
51–53, 62–63
–
Employment
5, 28, 30, 37,
39
–
Labor/Management
Relations
19, 28, 30, 32
–
G4–1
1
76
G4–EC1
G4–3
Cover
76
G4–EC2
1,6
76
G4–4
3–4, 12–15
76
G4–EC3
40, 69
76
G4–5
3
76
G4–EC8
1, 4, 6, 17, 25, 32
76
G4–6
58, 62
76
G4–EN1
50, 75
76
G4–7
58
76
G4–EN3
74
76
G4–8
3, 10–16
76
G4–EN5
75
76
G4–9
3, 7, 68
76
G4–EN6
53, 74, 75
76
G4–10
35, 41, 71
76
G4–EN15
43, 53, 74
76
G4–11
38
76
G4–EN16
43, 53, 75
76
G4–12
24
76
G4–EN17
43, 52–53, 75
76
G4–13
58
76
G4–EN18
75
76
G4–14
17–24
76
G4–EN19
43, 53, 74–75
76
Health and Safety
39–41
–
G4–15
28, 38
76
G4–EN23
50, 75
76
G4–16
25
76
G4–EN32
24
76
Training and
Education
28, 30, 32,
34, 37
–
G4–17
62
76
G4–EN33
24
76
G4–18
63
76
G4–HR1
24
76
G4–19
64
76
G4–HR2
32
76
G4–20
63, 64
76
G4–HR3
37, 72
76
1, 5, 19, 32,
34, 36–38
–
G4–21
63, 64
76
G4–HR10
24
76
G4–22
58, 63
76
G4–LA1
28–29, 70
76
Diversity and Equal
Opportunity, Equal
Remuneration for
Women and Men,
Non-Discrimination,
Labor Practice
Grievance Mechanisms
G4–23
62
76
G4–LA2
38
76
Investments
58
–
G4–24
63, 65
76
G4–LA3
72
76
G4–25
63, 65
76
G4–LA4
38
76
G4–26
63, 65
76
G4–LA6
41, 73
76
1, 19–21, 56
–
G4–27
65
76
G4–LA9
27, 32–33, 70–71
76
Anti-Corruption,
Anti-Competitive
Behavior, Compliance,
Customer Privacy
G4–28
60
76
G4–LA10
40, 45
76
Public Policy
25
–
G4–29
60
76
G4–LA11
30, 71
76
G4–30
60
76
G4–LA12
35, 58–59, 71–72
76
19–20, 24
–
G4–31
78
76
G4–LA14
22, 24
76
Product and Service
Labeling, Marketing
Communications
G4–32
67
76
G4–LA16
73
76
G4–33
63, 76
76
G4–PR5
10, 22, 69
76
G4–34
59
76
G4–PR6
10–11, 24, 68
76
G4–56
19, 31
76
G4–PR8
22, 69
76
G4–PR9
20
76
G4–SO3
4, 19, 69
76
G4–SO4
20, 69
76
G4–SO5
19, 69
76
G4–SO6
25
76
G4–SO7
20
76
G4–SO8
20
76
G4–SO9
24
76
3, 7, 49, 68, 74
76
67
6
Data overview
This section presents an overview of all quantitative KPIs analyzed for this report.
Marketplace
Independence training
Revenue breakdown
in CHFk
FY14
FY13
FY12
Audit and Assurance Services
266,131
269,429
269,428
Advisory Services
145,353
133,056
109,902
Tax and Legal Services
162,359
166,214
153,522
573,843
568,699
532,852
Total
Direct economic value generated and distributed
in CHFk
Gross value-added
(revenue including VAT)
Office expenses
FY14
FY13
FY12
612,455
606,465
569,330
–19,418
Out-of-pocket expenses and
external consultant costs
Other goods and services
purchased
Amortization and depreciation
Net value-added
–19,085
–20,153
–101,275 –102,232
–86,433
–62,435
–56,938
–51,447
–3,443
–3,975
–3,821
425,884
424,235
407,476
Total training hours
FY14
FY13
FY12
3,030
2,960
2,956
Assessment of Service Quality (ASQ)
FY14
FY13
FY12
Client willingness to recommend our
services (on a scale of 0 to 10)
8.2
8.1
8.5
Number of structured interviews
conducted with Swiss clients
218
245
242
Number of questionnaires sent out
268
692
650
Number of questionnaires returned
165
431
280
62
62
43
FY14
FY13
FY12
43
40
41
8
14
8
Industry
20
21
20
Service and trade
29
25
31
Return rate of ASQ questionnaires in %
Share in revenue by client sector
in %
Financial services
Chemicals and pharmaceuticals
Distribution of net value-added
in CHFk
Employees
Government and social security
contributions, incl. AHV/AVS
Equity owners and lenders
Utilization
FY14
FY13
FY12
362,579
362,434
347,563
55,523
54,034
52,585
7,782
7,767
7,328
425,884
424,235
407,476
EY’s market position in Switzerland
FY14
Indices as of 30 June
Number Market share Market
of clients
in %
position
SMI 1) (20 companies)
6
30
(30 companies)
10
33
1st
7
24
3rd
SLI
2)
SMIM 3) (29 companies)
Headcount per service line
1st
FSO
Total
% of total
FY13
Indices as of 30 June
95
245
340
15.18
SMI 1) (20 companies)
7
35
1st
Assurance
526
311
837
37.37
SLI
(30 companies)
9
30
2nd
Tax & Law
470
80
550
24.55
SMIM 3) (30 companies)
5
17
3rd
86
13
99
4.42
FY14
Advisory
TAS 1)
GSA CH
CBS 2)
332
82
414
18.48
Total
1,509
731
2,240
100
GSA CH
FSO
Total
FY13
Advisory
% of total
81
184
265
12.71
Assurance
500
281
781
37.46
Tax & Law
454
73
527
25.28
71
16
87
4.17
2)
349
76
425
20.38
Total
1,455
630
2,085
100
TAS 1)
CBS
1)
Transaction Advisory Services
68
2)
Core Business Services
1)
2)
Swiss Market Index
Number Market share Market
of clients
in %
position
2)
Swiss Leader Index
3)
Swiss Market Index Mid
Suspected breaches of the EY Code of Conduct
­reported via EY/Ethics hotline or website
Number of suspected breaches
FY14
FY13
FY12
0
1
2
Substantiated complaints regarding breaches of
­customer privacy and losses of customer data
Number of substantiated complaints
FY14
FY13
FY12
0
0
0
Actions taken in response to incidents of corruption
FY14
FY13
Insured salary contribution ranges
in %
Age
Employee
min.
max.
Employer
min.
max.
< 24
2.5
2.5
2.5
2.5
7
11
10
16
25–34
FY12
35–44
7
12
13
20
45–54
8
13
17
24
> 55
9
14
17
24
Number of incidents of corruption
0
0
0
Actions taken in response to incidents
of corruption
0
0
0
Number of incidents of corruption in
which employees were dismissed or
disciplined for corruption
0
0
0
Number of incidents where contract
with business partner was terminated
or not renewed due to violations
related to corruption
0
0
0
Number of public legal cases brought
against EY or its employees regarding
corruption
0
0
0
Male
Total
Training on anti-corruption/bribery
FY14
Female
Partners, executive directors, directors
0
9
9
Senior managers
1
6
7
Managers
4
5
9
Staff and seniors
7
18
25
Core Business Services
5
4
9
17
42
Total all employee categories
Percentage of all employees
59
2.63
Coverage of pension plan obligations
Covered?
Yes
Estimated value of plan liabilities
n/a
Separate fund?
Yes — own pension fund
Extent to which the plan liabilities
are estimated to be covered by assets
set aside to meet them
CHF 805,000,000
Basis on which estimate was made
Financial statements as of
31 December 2013
Date of estimate
26 August 2014
If fund is not fully covered, strategy,
if any, adopted to work towards full
coverage
n/a
Timescale for achieving full coverage
n/a
Participation in mandatory and
voluntary schemes
Old-age and survivors’
insurance/invalidity
insurance (AHV/AVS) —
100%
Pension plan — 100%
According to Swiss law, the plan is a contribution plan.
69
People
Employee turnover rate
Full-time equivalents (FTEs) at EY Switzerland
Female employees
Male employees
Total FTEs
FY14
FY13
FY12
829.3
761.9
773.1
1,265.6
1,195.0
1,205.3
2,094.8
1,956.9
1,978.4
FY14
Total turnover female employees
198
211
166
911
848
855
21.73
24.88
19.42
Turnover rate female employees in %
Total male employees
Turnover rate male employees in %
FY14
FY13
FY12
911
848
855
1,329
1,237
1,247
2,240
2,085
2,102
approx.
190,000
approx.
175,000
approx.
167,000
Female employees
Male employees
Total headcount
Total headcount globally
FY14
Female
No.
%
No.
Under 30
180
26.55
30–50
102
Over 50
Total
18.28
23.61
19.49
441
503
409
2,240
2,085
2,102
19.69
24.12
19.46
FY14
FY13
FY12
61
52
62
FY14
FY13
FY12
EY rejoiners
38.20
439
64.75
15.04
126
18.58
228
33.63
4
0.59
7
1.03
11
1.62
286
42.18
392
57.82
678
100
Number of our people who transferred
internationally
18
11
8
%
Number of our people who were on an
international assignment
38
31
27
Under 30
155
29.75
66
0
221
Male
Total
%
%
No.
210
40.31
365
70.06
12.67
84
16.12
150
28.79
0.00
6
1.15
6
1.15
42.42
300
57.58
521
100
Employee turnover by age and gender
FY14
243
1,247
259
No.
Total
Turnover rate all employees in %
292
1,237
No.
FY13
30–50
Total
Total employees
243
1,329
%
Female
No.
%
Over 50
Male
Total employee turnover
Number of former employees who
rejoined EY Switzerland
New employees by age and gender
FY12
Total female employees
Total turnover male employees
Headcount at EY Switzerland
FY13
Female
No.
%
No.
Male
%
No.
Total
%
Mobility
Average formal learning hours per capita
by rank and gender
FY14
Female
Male
Total
Partners, directors*,
executive directors
39.67
53.35
51.73
Senior managers
55.70
52.52
53.27
Managers
52.23
67.99
62.02
Under 30
99
22.45
103
23.36
202
45.80
Staff and seniors
65.85
70.76
68.88
30–50
90
20.41
126
28.57
216
48.98
All ranks CBS*
11.96
8.07
10.94
9
2.04
14
3.17
23
5.22
Total average
45.68
60.99
54.77
198
44.90
243
55.10
441
100
Over 50
Total
FY13
Female
No.
%
No.
Under 30
109
21.67
30–50
92
Over 50
10
211
Total
Male
Total
%
FY13
Female
Male
Total
Partners, directors*,
executive directors
29.30
40.40
38.88
%
No.
124
24.65
233
46.32
Senior managers
46.06
45.59
45.69
18.29
153
30.42
245
48.71
Managers
52.04
56.11
54.71
1.99
15
2.98
25
4.97
Staff and seniors
55.36
65.58
61.68
41.95
292
58.05
503
100
All ranks CBS*
8.20
10.95
8.68
Total average
41.65
56.03
50.50
* Core Business Services
70
Total formal learning hours by rank and gender
FY14
Performance review
Female
Male
Total
Partners, directors*,
executive directors
1,032
10,297
11,328
Senior managers
2,507
7,615
10,122
Managers
Total number of employees
FY14
FY13
FY12
2,240
2,085
2,102
100
100
100
Employees who receive
regular reviews in %
5,954
12,715
18,669
28,643
49,601
78,244
All ranks CBS*
3,481
832
4,312
Total average
41,616
81,059
122,674
Female
Male
Total
Partners, directors*,
executive directors
24
967
8,443
9,409
597
Senior managers
1,658
6,246
7,904
Staff through senior
managers
Managers
5,776
11,895
17,671
142
6.34
82
3.66
224 10.00
23,637
45,447
69,085
Associates through
associate directors*
All ranks CBS*
1,656
471
2,126
Administration
148
6.61
22
0.98
170
7.59
Total average
33,694
72,502
106,195
40.67 1,329 59.33 2,240
100
Staff and seniors
FY13
Partners, directors*,
executive directors
Staff and seniors
* Core Business Services
FY14
FY13*
FY12
Internal courses
500
509
n/a
External courses
52
70
n/a
552
579
n/a
* Restatement due to refinement of the measurement
Total
911
Male
No.
%
1.07
190
214
9.55
26.65 1,035 46.21 1,632 72.86
Female
No.
%
Male
No.
%
Total
No.
%
Partners, directors*,
executive directors
20
0.96
Staff through senior
managers
533
25.56
Associates through
associate directors*
121
5.80
80
3.84
201
9.64
Administration
174
8.35
26
1.25
200
9.59
40.67 1,237 59.33 2,085
100
Total
848
189
9.06
209 10.02
942 45.18 1,475
70.74
Employee breakdown by rank and age
FY14
FY13
FY12
Female participants
2,996
2,826
2,606
FY14
Male participants
5,255
5,133
3,545
8,251
7,959
6,151
Partners, directors*,
executive directors
Candidates who sat the exam to become a
Swiss Certified Accountant or Tax Consultant
Staff through
senior managers
Under 30
No.
%
0
0.00
850 37.95
30–50
No.
%
745 33.26
Associates through
35
associate directors*
1.56
135
Administration
2.23
84
3.75
170
7.59
100
50
18
13
20
Male Swiss Certified
Accountants
42
57
56
Partners, directors*,
executive directors
60
70
76
732 35.11
Female Tax Consultants
3
4
7
Staff through senior
707 33.91
managers
Male Tax Consultants
7
8
12
Associates through
35
associate directors*
1.68
124
Administration
2.16
100 4.80
10
12
19
Total
70
82
95
Total
37 1.65 1,632 72.86
935 41.74 1,106 49.38 199 8.88 2,240
Female Swiss Certified
Accountants
Total Tax Consultants
214 9.55
224 10.00
FY12
FY13
Total
No.
%
6.03 54 2.41
FY13
Total
Over 50
No. %
142 6.34 72 3.21
FY14
Total Swiss Certified
Accountants
8.48
Total
No.
%
* Core Business Services
Number of course participants
Total participants
Female
No.
%
FY14
FY13
Number of courses offered
Total courses
Employee breakdown by rank and gender
Under 30
No.
%
0
45
0.00
30–50
No.
%
139
6.67
36 1.61
Over 50
No. %
70 3.36
Total
No.
%
209 10.02
36 1.73 1,475 70.74
5.95 42 2.01
55 2.64
201 9.64
200 9.59
787 37.75 1,095 52.52 203 9.74 2,085
100
* Core Business Services
71
Full-time/part-time employees
Managerial/non-managerial employees
in %
FY14
FY13
FY12
in %
FY14
FY13
FY12
Female full-time employees
30.3
29.7
30.3
Managerial *
34.3
34.9
35.0
Male full-time employees
53.7
54.5
55.5
Non-managerial **
65.7
65.1
65.0
Female part-time employees
10.4
10.9
10.4
5.6
4.9
3.8
Total full-time employees
84.0
84.2
85.8
Total part-time employees
16.0
15.8
14.2
Male part-time employees
*M
anagerial employees: partner, executive director, senior manager, manager,
assistant director, associate director, director.
** N
on-managerial employees: senior/senior consultant, assistant/consultant,
supervising associate, senior associate, associate.
Total headcount broken down by position type
Top 10 nationalities by country and gender
Total employees Switzerland
FY14
FY13
FY12
Front employees 1,483
1,418
1,455
Back office employees
Female employees Switzerland
552
527
551
Male employees Switzerland
931
891
904
Total employees Germany
271
239
216
Female employees Germany
107
102
88
Male employees Germany
164
137
128
Total employees France
147
122
130
Female employees France
78
64
63
Male employees France
69
58
67
Total employees Italy
45
42
52
Female employees Italy
16
15
18
Male employees Italy
29
27
34
Total employees UK
38
39
52
Female employees UK
17
16
26
Male employees UK
Total employees
26
FY14
Female employees Austria
13
11
10
a) N
umber of employees who
are eligible for parental leave
Male employees Austria
8
8
8
Total employees USA
20
23
18
Female employees USA
8
9
7
12
14
11
Total employees Spain
11
12
13
Female employees Spain
7
6
8
Male employees Spain
4
6
5
9
n/a
n/a
1
2
n/a
Total employees Canada
10
10
16
Female employees Canada
8
9
13
Male employees Canada
2
1
3
Male employees Russia
FY14
FY13
FY12
30
26
25
FY14
FY13
FY12
0
0
0
Return and retention rate after parental leave by gender
18
7
442
2,102
Incidents of discrimination
19
10
425
2,085
Total number of incidents of discrimination
23
11
414
2,240
New female partners globally
21
Total employees Russia
FY12
1,660
in %
21
Female employees Russia
FY13
1,660
New female partners globally
Total employees Austria
Male employees USA
FY14
1,826
Female
Male *
Total
881
1,297
2,178
b) N
umber of employees who
took parental leave
42
34
76
c) N
umber of employees who
returned after parental leave
33
34
67
d) N
umber of c) (FY13) who were
still employed after 12 months
31
34
65
Return rate = c) / b) in %
78.57
100.00
88.16
Retention rate = d) / c) (FY13) in %
88.57
66.67
75.58
FY13
Female
Male *
Total
842
1,236
2,078
b) Number of employees who
took parental leave
39
51
90
c) N
umber of employees who
returned after parental leave
35
51
86
d) N
umber of c) (FY12) who were
still employed after 12 months
22
38
60
Return rate = c) / b) in %
89.74
100.00
95.56
Retention rate = d) / c) (FY12) in %
64.71
80.85
74.04
a) N
umber of employees who
are eligible for parental leave
*Male employees are entitled to two days’ paternity leave.
72
Accidents and work days missed
Absence rate
FY14
FY13
FY12
in %
Fatal accidents involving
female employees
0
0
0
Fatal accidents involving
male employees
0
0
1
Total absence rate
Total fatal accidents
0
0
1
Workplace accidents involving
female employees
Annual absence in hours
(average per FTE)
5
4
7
Workplace accidents involving
male employees
4
11
13
Total workplace accidents
9
15
20
Non-workplace accidents involving
female employees
110
92
93
Non-workplace accidents involving
male employees
150
169
136
260
261
229
Work days missed by
female employees
368
359
504
Work days missed by
male employees
368
484
320
736
843
824
in %
FY14
FY13*
FY12
Female employees
0.17
0.17
n/a
Total non-workplace accidents
Total work days missed
FY14
FY13
FY12
3.16
3.29
n/a
Female employees
Male employees
1.23
1.58
n/a
1.97
2.23
n/a
43.00
48.73
n/a
Data is calculated based on figures provided by EY Switzerland’s accident
insurance provider and recorded in our central time reporting system (gT&E).
Data is therefore not available for independent contractors.
Our accident insurance provider has defined a formal process for reporting and
recording accident statistics.
Grievances about labor practice
Total number filed
1
Addressed during FY14
1
Resolved during FY14
0
Grievances from FY13 that were resolved in FY14
0
Accident rate
Male employees
0.11
0.14
n/a
Total accident rate
0.13
0.15
n/a
Annual absence in hours due to
accident (average per FTE)
2.84
3.28
n/a
FY14
FY13
FY12
2.99
3.12
2.50
* Restatement due to refinement of the measurement
Sickness rate
in %
Female employees
Male employees
Total sickness rate
Annual absence in hours due to
sickness (average per FTE)
1.12
1.44
1.23
1.84
2.08
1.72
40.19
45.43
37.56
73
Communities
GHG emissions — comparison with prior year
Corporate volunteering
FY14
FY13
FY12
in %
2,133
2,018
2,036
369
283
91
3,099.6
2,377.2
764.4
Total number of employees
2,240
2,085
2,102
Percentage of total employees
16.47
13.57
4.33
11
10
5
Number of working days made
available by EY
Number of volunteers
Volunteer hours
Number of projects
FY14
Corporate Volunteering projects
(expenses)
General donations
50,000
Total
FY13
FY12
20,000
7,000
128,000 105,000
n/a
Partners’ long-service milestones
(donated)
77,000
55,000
70,000
255,000 180,000
77,000
EY Entrepreneur Of The Year™ winners in Switzerland
Total Entrepreneur Of The Year™
winners in Switzerland since 1998
FY14
FY13
FY12
59
54
50
EY Entrepreneur Of The Year™ winners in Liechtenstein
Total Entrepreneur Of The Year™
winners in Liechtenstein since 2009
FY14
FY12
FY10
3
2
1
FY14
FY13 *
FY12
154
183
181
Scope 1 in %
(oil and gas)
6.01
7.18
6.33
Scope 2 in metric tons
(electricity and district heating)
124
181
195
Scope 2 in %
(electricity and district heating)
4.84
7.11
6.82
Scope 3 in metric tons
(business travel)
2,289
2,183
2,482
Scope 3 in %
(business travel)
89.15
85.71
86.84
2,568
2,547
2,858
Total GHG emissions in metric tons
–15.67
1.10
Scope 2
(electricity and district heating)
–31.29
–7.18
4.85
–12.05
0.81
–10.88
Scope 3
(business travel)
Total GHG emissions
* Restatement due to refinement of the measurement
in gigajoule (GJ)
Oil
Gas
Electricity
District heating
Total energy consumption
FY14
FY13 *
FY12
86
410
405
2,637
2,778
2,744
14,683
15,500
12,847
8,186
11,413
10,123
25,592
30,101
26,119
* Restatement due to refinement of the measurement
Scope and impact of travel
FY14
CO2 (t)
Long-haul flights
1,084
10,225,909
Short-haul flights
793
6,088,990
35
4,372,205
342
2,162,253
36
224,145
2,289
23,073,502
Train
Car, private vehicle
Car, rental vehicle
Total
CO2 (t)
pkm
pkm
Long-haul flights
987
Short-haul flights
801
6,181,628
32
4,002,550
333
2,266,286
Train
Car, private vehicle
Car, rental vehicle
Total
9,307,483
29
195,312
2,183
21,953,259
FY12
CO2 (t)
pkm
Long-haul flights
1,060
9,978,137
Short-haul flights
1,040
7,945,865
32
4,086,445
320
2,272,710
Train
Car, private vehicle
Car, rental vehicle
* Restatement due to refinement of the measurement
74
Scope 1
(oil and gas)
FY13
Greenhouse gas (GHG) emissions
Scope 1 in metric tons
(oil and gas)
FY13 *
Energy consumption
Donations and volunteering expenses
in CHF
FY14
Total
30
213,061
2,482
24,496,218
Number and volume of toner cartridges used
and recycled
Number of flights, train, private and rental car rides
FY14
FY13
FY12
Long-haul flights
829
790
885
Short-haul flights
5,285
5,237
7,074
39,450
43,358
43,346
Car rides, private vehicle
n/a
n/a
n/a
Car rides, rental vehicle
422
431
444
Train rides
Number
Volume (in metric tons)
Items sent by courier
Type
Parcels sent by mail
FSC
Letters sent by mail *
Total purchased in connection with
external printing jobs
14.2
FSC
* 100% carbon neutral
Total purchased in connection with
printed media (literature)
8.1
14.3
Total paper consumption
FY13 *
Unknown
FSC
Metric tons
Type
105.2
FSC
Energy intensity
8.9
FSC
Total purchased in connection with
printed media (literature)
Energy consumed within
the organization
7.4
Unknown
21.4
Total paper consumption
FSC
Of which recycled by the end
of fiscal year (estimate)
3.49
n/a
FY13
FY12
1,842
1,843
12,282
10,043
12,785
304,596
355,857
396,767
FY14
FY13
FY12
13,603,579 13,028,419
Total energy consumption in GJ
(oil, gas, electricity, district heating)
Headcount
14,203,715
FY14
FY13
FY12
25,592
30,101
26,119
2,240
2,085
2,102
11.43
14.44
12.43
GHG emissions intensity
Paper recycled
Total paper purchased
for internal use
2.62
Energy consumption
per capita in GJ
142.9
* Restatement due to refinement of the measurement
in metric tons
3,100
1,631
in liters
Total purchased in connection with
external printing jobs
Total paper consumed by external
suppliers for marketing purposes
3,150
Total water consumption from municipal water
Total water consumption
from municipal water
140.3
Total purchased for internal use
2,202
Letters, parcels and courier mail
103.7
Total paper consumed by external
suppliers for marketing purposes
FY12
* Restatement due to refinement of the measuremen
Metric tons
Total purchased for internal use
FY13 *
FY14
Paper consumption and origin of paper
FY14
FY14
FY14
FY13 *
FY14
FY13
FY12
Total CO2 emissions in metric tons
2,568
2,547
2,858
Headcount
2,240
2,085
2,102
1.15
1.22
1.36
FY12
103.7
105.2
111.1
63.7
82.73
n/a
CO2 emissions
per capita in metric tons
* Restatement due to refinement of the measurement
Waste produced by weight — incineration
in metric tons
Waste produced
FY14
FY13
FY12
111
130
n/a
Due to individual rounding, totals may show minor discrepancies.
75
76
Publications
To download one of the following sustainability and cleantech related publications,
please visit www2.eycom.ch/ccass.
Targeting transparency
Now in its third year, this study
provides an overview of how
leading Swiss companies
today manage and report on
sustainability. The study also
explores current developments in the regulatory and
reporting landscape,
and looks to the future.
Sustainability reporting —
the time is now
Sustainability reporting
appears to be reaching
­tipping point as it moves
into the mainstream. Our
report assesses the current
status, featuring insights,
experiences and opinions
on the changing nature of
sustainability.
Integrated reporting —
Elevating value
The concept of value has
­fundamentally changed, and
with it the dynamics of the
global economy. In this paper,
we offer in-depth analysis
as well as commentary around
our vision on integrated
reporting and its role in value
creation.
Tomorrow’s investment rules
This survey highlights the key
trends and drivers in the
uptake and use of corporate
disclosures of non-financial
information by investors, and
provides interesting details on
practices used to assess the
value of environmental, social
and governance performance.
Let’s talk: governance
First-year conflict mineral
reporting reveals insights
and surprises
As companies pay increasing
attention to supply chain
­monitoring and reporting, the
information presented in this
report may help serve as
a guide to conflict minerals
­disclosure, facilitating an
assessment of how companies
compare to others in the
marketplace.
Do you need a chief
resource and energy officer?
There is a compelling case for
elevating corporate resource
management to the highest
levels of executive management through a chief resource
and energy officer (CREO).
This report explores related
issues and raises key boardroom questions on the subject
of resources and energy.
RECAI
Our global quarterly publication ranks 40 countries on the
attractiveness of their renewable energy investment and
deployment opportunities.
Significant movement in the
index reveals that attractive
renewable energy prospects
are no longer the remit of
only a few mature markets —
they are truly global.
Third Annual Cleantech
Growth Journey — CEO
Retreat
Cleantech innovators were
joined by leading corporate
executives, financiers, government representatives and
business advisors at the CEO
Retreat. We share their ­valuable
insights into cleantech market
dynamics and the lessons
learned from engaging with
emerging cleantech firms.
77
Imprint
Publisher
Ernst & Young Ltd
Responsible: Michael Wiget
Project management: Carmen Vetter
Data management: Johannes Lochmann, Carmen Vetter
Author: Rachel Scholkmann, EY Global
GRI advisory service
Sustainserv Zurich | Boston
Design and realization
EY Global
Sabine Reissner
Layout
Sabine Reissner
Photography
EY Lausanne (cover, p. 26–27, 51): René C. Dürr
Portraits (p. 1, 6, 11, 12, 14, 15, 17, 18, 20, 22, 24, 28, 30, 32, 34, 38,
40, 44, 49, 52): Tarek Fahsi
EY Zurich (p. 2–3): Ralph Bensberg
MCH Messe Basel (p. 8–9): Sara Barth
Star shape sculpture in Lausanne (p. 42–43): Christian Heinrich/bab.ch
Andreas Blumer at the University of St. Gallen (p. 44): Anna-Tina Eberhard
EY Entrepreneur Of The Year™ 2013 winners (p. 46): Jean-Luc Grossmann
Volunteering at Neeracherried (p. 48): Hans Stuhrmann
Zurich Hardbrücke (p. 54–55): Tarek Fahsi
Visitor center CERN in Geneva (p. 60–61): Michael Jungblut/Keystone
Other photos: Corbis, GettyImages, ImagePoint, Thinkstockphoto
Contact
Michael Wiget
[email protected]
Notes
Every care has been taken to ensure that we do not exclude either
gender in the terms used in this report.
This report is published in English only. Please visit
www.ey.com/ch/sustainabilityreport for report highlights in German,
French or English.
Please note that figures in this report have been rounded.
This can lead to minor differences compared to actual amounts.
Reprinting, including excerpts, is only permitted with express
reference to the source. A copy must be sent to us for our records.
78
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