SBB: a driving force for Switzerland.

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1 P48 Responsibility for society and the environment SBB: a driving force for Switzerland. High mobility levels and top-quality infrastructure are two of Switzerland s key assets as a place to do business, and SBB makes a major contribution to both of them. As an employer and a work provider, we are an important driving force for Switzerland. In 2010, we awarded contracts totalling CHF 3.6 billion. 7.8 million people live in Switzerland. Our country is their home and their place of work. But Switzerland is also a business location. In a history that goes back more than 150 years, the Swiss railway system has made a vital contribution to the economic and cultural development of our nation. The railway has crossed all linguistic, cultural and political boundaries to bring Switzerland and its regions closer together. SBB has also promoted the economic strength of the country and the regions, and boosted tourism. An efficient, successful SBB is important to Switzerland and its citizens. It is important to all the passengers who travel by rail as well as to the company s own employees. And it is important to the economy, which needs to be able to depend on an efficient, fast, reliable and environmentally friendly rail system. SBB is Switzerland s largest transport company. For passenger services and also freight. Some 951,000 people travel by SBB every day. That is more than ten percent of the total population. We also transport about 200,000 tonnes of goods each day. This highlights the significance of the railway system for Switzerland, the economy and the cohesiveness of our country s various regions. SBB is Switzerland s fourth-biggest employer. Last year, 28,143 people earned their living by working for SBB. They and their dependents live on these salaries, using them to pay their rent, buy their food and enjoy their leisure time. The money thus circulates back into the economy. In turn, this benefits other companies and their employees throughout the country. In total, SBB staff costs came to CHF 3.5 billion in SBB is a key customer in the Swiss market: orders worth CHF 3.6 billion were placed with third parties by SBB companies in the financial year just ended. Most of these orders went to companies based in Switzerland. This means that 86 % of the money, or CHF 3.1 billion, remained within the country. In all, 15,000 companies fulfilled orders for SBB and its customers in Of these companies, some 13,000 were headquartered in Switzerland. The large number of suppliers also demonstrates that major companies are not the only ones to benefit from SBB orders. The majority of our suppliers are small and mediumsized enterprises (SMEs). A quarter of the funds paid out by SBB for products and services end up in the coffers of SMEs. Our purchasing policy and procurement principles form part of SBB s corporate policy. SBB supports competition and partnership on the national and international procurement market. The company complies with the federal act and ordinance on public procurement (BoeB/VoeB). We treat all providers and suppliers equally and ensure that a fair and transparent process is followed. SBB bases relations with its suppliers on a modern partnership model, expecting them to look ahead and cooperate actively. For instance, they should alert us promptly to any queries or problems that may arise, and take the initiative in developing and proposing appropriate solutions. In return, we offer our partners long-term business relationships that guarantee reliability and enable suppliers to plan with confidence. High overall benefit to the national economy. In the year under review, the Federal Council published a report on the future of Switzerland s national infrastructure networks. In it, the national government stated: The economic significance of the national infrastructure networks has hitherto tended to be underestimated in Switzerland. It went on to say that the political debate about infrastructure currently focused mainly on questions to do with regulation, the provision of basic services, environmental protection and financing. According to the Federal Council, the economic aspects have largely been ignored. It also expressed the view that it is often simply taken for granted that the networks will function smoothly. A study by the Infras research and consulting group in 2008 found that the economic impact of SBB s business activities extends far beyond their direct effects. The study concluded

2 Responsibility for society and the environment P49 that SBB generates a total benefit in Switzerland direct, indirect and induced of at least CHF 21 billion a year. This is equivalent to 4 % of gross domestic product. According to the study, CHF 6.1 billion of this total is partly a direct effect of SBB s actual value creation, and partly the proceeds of retail and catering space leased by external companies at stations (direct effect). The largest single component of this (38 %) relates to passenger services, followed by infrastructure (33 %). Freight services and real estate account for 10 % and 5 % of direct added value respectively. The value added by SBB s suppliers and its tenants at stations accounts for CHF 2.3 billion (indirect effect). CHF 12.9 billion is the value added by consumer spending, using income created by the direct and indirect effects (induced effect). This means that every Swiss franc of added value created by SBB and the shops in SBB stations generates additional added value of 2.5 francs for the national economy. The impact of SBB as an employer presents a similar picture. SBB not only provides 28,000 jobs within its own organisation but is estimated to generate another 110,000 jobs in other companies. The total effect on employment is therefore jobs for at least 138,000 people. They work for SBB either directly, indirectly or as a result of the induced effect. This is equivalent to 4 % of all Swiss jobs. In other words, roughly one Swiss job in 25 depends on SBB. Breaking added value down by region, the study concludes that the conurbations of Zurich and Berne account for the largest proportion in absolute terms but if expressed in relation to gross domestic product, SBB s significance is highest for the cantons of Uri and Solothurn. Rail transport generates low external costs. External costs and their importance to the national economy can only be estimated. External costs are those borne not by the parties directly involved, but by third parties or the general public. They may, for example, be occasioned by road accidents, air pollution, climate change, traffic congestion and noise. According to the latest figures from the Federal Office for Spatial Development (2005), transport generates annual external costs of CHF 8.5 billion in Switzerland. This does not include congestion costs of CHF 1.2 billion. Of that total, over 90 % is attributable to road traffic (CHF 8 billion) and just under CHF 500 million to rail. A road/rail comparison shows that in passenger transport, external costs per person per kilometre are 3.8 times higher on the road than by rail. The external costs of freight transport are seven times higher per tonne-kilometre on the road than by rail. Rail is thus making a significant contribution to the transportation of passengers and freight at relatively low external cost. In other words, rail does a great deal to mitigate the negative consequences of mobility. Everyone in this country benefits: those directly affected, residents and taxpayers. Figures alone do not tell the whole story. Figures alone do not tell the whole story regarding the importance of infrastructure to the Swiss national economy, as the Federal Council wrote in its report on the future of the national infrastructure networks in Switzerland. One thing that tends to be overlooked is the fundamental significance of efficient infrastructure for a country s prosperity. Effective, reliable infrastructure networks significantly reduce transaction costs for everyone concerned. They allow people to maintain productive relationships with one another ( ) faster, more cheaply and over greater distances. Productivity also improves. The report states that: The infrastructure networks have always been drivers for prosperity and economic growth. It goes on to say that the differences in infrastructure provision between the industrialised nations has decreased in recent decades. Nevertheless, infrastructure has become no less important to the global competitiveness of individual countries. Indeed, the quality of a country s infrastructure is expected to become even more important in future, because in the age of globalisation, the search for the most attractive location has become a key factor for business success. The report of the Federal Council therefore concludes: The condition and relative quality of the infra- SBB Annual and Sustainability Report 2010

3 P50 Responsibility for society and the environment structure networks will continue to be a decisive factor affecting the international competitiveness of the Swiss economy. In 2009, real estate consultancy Wüest & Partner produced a study which examined the effects of rail links on the attractiveness of different regions as business locations. The study looked at nine Swiss communities which enjoyed a marked improvement in SBB services in 2004 when Rail 2000 was implemented, comparing them with eight communities which were not able to benefit from Rail 2000 to the same extent. It found that an improvement in SBB passenger services has an immediate positive effect on the regions and municipalities affected. In the nine Rail 2000 communities, the population increased by an average of 4.3 % within four years. In the eight control communities, population growth was only half that figure, at 2.1 % on average over the same period. The Rail 2000 effect was also shown by the fact that in eight of the nine Rail 2000 communities, growth accelerated markedly as of 2004 compared with earlier years. SBB s major importance in terms of locational attractiveness is also evident in urban centres. Proximity to the main railway station is often a decisive success factor for shops and restaurants. The same is true of the labour market, with companies benefiting from being able to offer their employees centrally situated offices near the station. At the same time, stations in prominent central locations boost the image of the town or city as a whole, and not just that of SBB. Consequently, SBB works to enhance and develop these premises. Passengers and local Responsibility SBB customers, taxpayers, the Confederation as owner and the cantons as commissioning clients: all these stakeholders have high expectations of our company with good reason. As a major pillar of our country s infrastructure, its largest transport company and one of the nation s biggest employers, SBB has an obligation to act as a role model in terms of its wider responsibility. SBB awards its contracts in accordance with the legislation on public procurement. Contracts above the minimum prescribed thresholds are put out to public tender. Contracts are awarded on the basis of open and transparent criteria as part of a structured evaluation process. The main criterion is the overall cost-effectiveness of the offer, with the entire lifecycle of the contract taken into consideration. Suppliers undertake to comply with the current regulations applicable to health and safety, working conditions and equal pay for men and women. In the case of services carried out in other countries, SBB requires its suppliers to abide by the core labour standards of the International Labour Organization (ILO). These include complying with minimum age requirements and prohibiting child labour. The suppliers are responsible for ensuring that any companies to which they subcontract also comply with ILO standards. Contracts with suppliers contain provisions against bribery and corruption. The enquiries conducted by SBB s internal auditors with regard to corruption focus specifically on processes that present an increased risk of corruption. Since 2007, SBB has been a member of Transparency International Switzerland, which is committed to preventing and combating corruption throughout the world.

4 Responsibility for society and the environment P51 Orders awarded to third parties in Switzerland/abroad Orders awarded to third parties by sector CHF billions CHF billions Total volume 3.6 of which in Switzerland: 3.1 (86 %) of which abroad: 0.5 (14 %) Total volume 3.6 Rolling stock: 0.64 Construction: 1.32 Railway installations: 0.53 Materials & supplies: 0.85 IT: 0.26 residents greatly appreciate this: today, SBB s RailCity stations are modern, attractive places at which to shop or make use of other services. ShopVille at RailCity Zurich is now Switzerland s fourth-largest shopping centre. Railways benefit tourism. SBB is also a key player in the leisure and tourism sector. Domestic customers and visitors from abroad appreciate and make use of Switzerland s rail services. An increasing number of passengers are taking advantage of SBB s dense rail network during their leisure time, too. More and more often, not only young people going out for the evening but also day-trippers and those wishing to attend cultural and sporting events are choosing to travel with SBB was the first year when more than 2 million customers took advantage of SBB s RailAway combined offers an increase of 15 % on the previous year. Snow n Rail (allinclusive tickets to skiing areas, combining train and mountain railway or lift tickets) and other cultural and leisure offers were particularly popular. There was also an increase in the number of leisure excursions to the countryside. As part of the leisure campaign launched in 2010, over 720,000 customers joined Sergio, Benoît and Beat the campaign promoters in its first year to enjoy SBB s attractive special offers. This opportunity to explore our country s diverse regions and cultures has proved a quick and easy way to open up new horizons. Switzerland is a major travel and tourism destination, and SBB is an important link in its value-added chain. With gross added value of CHF 28 billion, this sector accounts for about 6 % of gross domestic product. Around 8 % of Switzerland s export revenue comes from tourism, putting the sector in fourth place behind metal/machinery, chemicals and clocks/watches. Some 335,000 jobs depend directly or indirectly on tourism the equivalent of one Swiss job in ten. Transport plays an important role within the tourism sector, generating a fifth of all tourism-related added value. Effective infrastructure and the associated ease of access are key success factors for the tourism industry, too. Good public transport links make a major contribution to the development of tourism in the regions. SBB Annual and Sustainability Report 2010

5 P52 Responsibility for society and the environment Since the opening of the Vereina tunnel between Klosters and Sagliains in 1999, for example, overnight stays in the Lower Engadine region have risen faster than in other tourist regions. The opening of the Lötschberg base tunnel in 2007, which cut an hour off the journey time from Berne to Upper Valais, had a similar effect. Tourist destinations in Valais saw the number of day-trippers visiting the area double in two years. SBB we keep Switzerland moving. Switzerland regularly appears at or near the top of the international rankings for the most attractive countries in which to live and work. For instance, according to the Global Competitive- Risk management SBB operates a Group-wide risk management system that is designed to identify, evaluate and manage risks at an early stage. The risk management system was upgraded in The Board of Directors approved SBB s risk policy in July. This policy describes the corporate risk management process and regulates the role and duties of all those involved. The implementation requirements define the risk policy and explain how risk is to be assessed on a consistent basis across the Group. The risk policy forms the basis of a coherent Group-wide risk management system. The new risk management system at Group level is based on risk reports from the divisions and specialist departments. The risk owners at various divisional levels and in the specialist departments systematically identify and assess existing risks in their areas and employ suitable risk management measures to mitigate them. Risk managers help the risk owners to establish and implement work methods and processes. Risk reports from the divisions and specialist departments are summarized at Group level to produce a corporate risk outlook. Structured interviews with risk owners and with all members of the Extended Management Board as well as an in-depth discussion of salient issues by the Management Board provide additional input. The Corporate Risk Report is based on an analysis of all this information. The members of the Extended Management Board are closely involved in the risk management process. They are responsible for the risk report produced by their own divisions and, as members of the Management Board, contribute to the views expressed in the Corporate Risk Report. In the year under review, the Board of Directors set up a Risk Committee whose task it is to identify, assess and monitor serious risks to SBB and to evaluate and develop the Group s risk management policies and activities. The Board of Directors approved the Corporate Risk Report for 2009 in February Following the Board of Directors approval of the new risk policy, the corporate risk management process was implemented in accordance with the new methodology in the second half of The Management Board approved the Corporate Risk Report 2010 in November. It is expected to be approved by the Group Executive Board in March 2011.

6 Responsibility for society and the environment P53 ness Report of the World Economic Forum (WEF), our country was again the most competitive country in 2010 thanks partly to its excellent infrastructure. The fact that Switzerland has such a good international reputation owes much to SBB and its contribution to making our country so attractive to residents, companies and tourists. Quality and reliability are values for which Switzerland is widely renowned and respected. They are also values that SBB puts into practice every day. SBB Annual and Sustainability Report 2010

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