Table of contents for the Annual Report 2025 report

Introduction
Key figuresHighlightsWhat did ‘Innovators of Trust’ mean in 2025?
An AI that I can trustThe backbone of the digital futureA new leading player in ItalyTogether towards net zero
Letter to the shareholders
Capital Market
Swisscom shareDividend policyFinancing strategy
Management Commentary
Business modelGroup overview
Acquisition of Vodafone ItaliaOrganisation and structureSwisscom brandsOperating segments
Business environment and strategy
Economic environmentLegal environmentMarket for telecommunications and ITGroup goals and strategy
Infrastructure
Infrastructure in SwitzerlandInfrastructure in Italy
Financial management system
Key performance indicators for financial performanceKey performance indicators for financial positionFinancial targets and achievement of targets in 2025
Employees
New human resources operating modelEmployees in SwitzerlandEmployees in Italy
Products and services
Switzerland segmentItaly segmentOthers segment
Innovation and development
Driving business with security, trust, AI and innovationKey innovation fields
Risk management
Assessment of the overall risk situationEnterprise Risk Management systemRisk management processProgress and outlookKey risks
Financial review
Alternative performance measuresKPIs GroupKPIs segmentsSummaryDepreciation and amortisation, non-operating resultsIncome tax expenseCash flowsCapital expenditureNet asset positionStatement of added value
Financial outlook
Corporate Governance
1 General principles2 Group structure and shareholders
2.1 Group structure2.2 Major shareholders2.3 Cross-shareholdings
3 Capital structure
3.1 Capital3.2 Shares, participation certificates 
and profit-sharing certificates3.3 Limitations on transferability and nominee registrations3.4 Convertible bonds, debenture bonds and options
4 Board of Directors
4.1 Members of the Board of Directors4.2 Education, professional activities and affiliations4.3 Composition of the Board of Directors4.4 Independence4.5 Election and term of office4.6 Succession planning4.7 Ongoing development and continuing education4.8 Chair of the Board of Directors4.9 Internal organisation and working methods4.10 Committees of the Board of Directors4.11 Assignment of duties4.12 Reporting and controlling instruments of the Board of Directors with relation to the Group Executive Committee
5 Group Executive Committee
5.1 Members of the Group Executive Committee5.2 Affiliations5.3 Management agreements
6 Remuneration, shareholdings and loans7 Shareholders’ participation rights
7.1 Voting right restrictions and proxies7.2 Statutory quorum requirements7.3 Convocation of the Annual General Meeting and agenda items7.4 Representation at the Annual General Meeting7.5 Entry in the share register
8 Change of control and defensive measures9 Auditor
9.1 Selection process, duration of mandate and term of office of the auditor-in-charge9.2 Audit fees and additional fees9.3 Supervision of auditors
10 Information policy11 Financial calendar12 Trading blackout periods
Remuneration Report
Letter from the Chair of the Compensation Committee1 Governance
1.1 General principles1.2 Division of responsibilities between the Annual General Meeting, the Board of Directors and the Compensation Committee1.3 Election, composition and working methods of the Compensation Committee
2 Remuneration of the Board of Directors
2.1 General principles2.2 Remuneration components2.3 Total remuneration (audited)2.4 Minimum shareholding requirement2.5 Shareholdings of the members of the Board of Directors (audited)
3 Remuneration of the 
Group Executive Committee
3.1 General principles3.2 Remuneration components3.3 Total remuneration3.4 Minimum shareholding requirement3.5 Shareholdings of the members of the Group Executive Committee (audited)3.6 Employment contracts3.7 Clawback and malus
4 Other remuneration (audited)
4.1 Additional remuneration4.2 Remuneration for former members 
of the Board of Directors or Group 
Executive Committee and their related parties4.3 Loans and credits granted
5 Activities at other companies (audited)
5.1 Board of Directors5.2 Group Executive Committee
6 Gender representation (audited)Report of the statutory auditor
Sustainability Statements
The big picture
ESG ratings and awardsSwisscom Group’s contribution to the SDGs
Double materiality assessment
Business model and value chain
StakeholdersCorporate responsibility governanceEnvironment
Climate change (E1)
Transition plan for net zero 2035PoliciesReducing Scope 1 emissionsReducing Scope 2 emissionsReducing Scope 3 emissionsTargetsEnergy consumption and mixGHG emissionsBeyond value chain mitigation (BVCM)Avoided emissionsClimate resilience analysis
Resource use and circular economy (E5)
PoliciesActions on circular economyTargetsOutflows of resources and waste
Social
Own workforce (S1)
Working conditions and work-life balanceHealth and safetyDiversity, equity and inclusionTraining and skills development
Workers in the value chain (S2)Consumers and end users (S4)
Data protection, security and ethicsMedia literacy and protection of childrenNetwork access and expansion
Governance
Business conduct (G1)
Corporate cultureAnti-corruptionSupplier management
Annex and methodological note
Basis for preparationPolicy overviewReporting standards and frameworks
Independent Assurance Report
Financial Statements
Consolidated financial statements Swisscom Group
Consolidated statement of comprehensive incomeConsolidated balance sheetConsolidated statement of cash flowsConsolidated statement of changes in equityNotes to the consolidated financial statements
General information and changes in accounting policies1 Operating performance2 Capital and financial risk management3 Operating assets and liabilities4 Employees5 Scope of consolidation6 Other disclosures
Report of the statutory auditor
Financial statements of Swisscom Ltd
Income statementBalance sheetGeneral disclosuresFurther disclosuresProposed appropriation of retained earnings
Five-year review

Anti-corruption

Swisscom Group’s anti-corruption efforts are monitored in the central Group-wide compliance management system (CMS). The anti-corruption policy specifies the conduct expected of employees in the battle against corruption. The CMS uses context analysis to identify all applicable legal and contractual regulations and record them as compliance risk management (sub)categories in the governance, risk and compliance tool. The risks of business activities are then identified and ultimately eliminated or mitigated with appropriate measures (e.g. anti-corruption directives, training, control processes). The controls, monitoring and audits that the Group has implemented enable corruption risks to be detected. There are also options for reporting suspected cases to the responsible compliance functions or a whistleblowing channel.

Swisscom Group conducts its business fairly, honestly and transparently and is opposed to any form of corruption.

Compliance or Internal Audit functions (whistleblowing) investigate suspected violations of the code of conduct or anti-corruption policy internally, independently of management. The procedure for reporting to public authorities is set out in detail in the compliance policy and the Whistleblowing Directive.

The anti-corruption policy is sent to all employees who are required to read and accept it. All members of management and the Board of Directors must complete an e-learning course, which includes an exam. Employees who encounter members of public authorities or legislatures in the course of their work (lobbyists) receive additional in-depth training reflecting their heightened exposure to the risk of corruption. All training courses are held at least every three years. The last training courses in 2023 were successfully completed by 95% of the employees concerned. In Italy, 100% of functions-at-risk were covered by training programmes in 2025.

In Italy, the Model 231 of Fastweb and Vodafone Italy represent an additional comprehensive structure of rules and controls aimed at preventing offences set out in Legislative Decree 231/2001. The Anti-Corruption Officer reports periodically to the Board of Directors, the Independent Control Committee and the Board of Statutory Auditors on their activities and ensures proper functioning of the anti-corruption management system, which is ISO 37001-compliant and certified annually by an external auditor.

The code of conduct prohibits the offering of benefits to public officials, limits the value of gifts, and strictly regulates sponsorships and donations (excluding donations to political parties). Prevention relies on ‘just-in-time’ risk updates and the use of confidential whistleblowing channels compliant with Legislative Decree 24/2023 (Italy), which are also available to external stakeholders. The guidelines are shared internally through the intranet and training activities, and externally via the company’s website. The Board of Directors of Fastweb receives information regarding the guidelines and major anti-corruption procedures and formally approves them.

In the year under review, there were no confirmed convictions for violation of anti-corruption and anti-bribery laws, and no fines were issued.

Policy overview

Compliance Management System