Interview with Saskia Günther, Head of Sustainability at Swisscom

Deloitte: One aspect of demographic change in Switzerland is that, according to forecasts by the Federal Statistical Office, the population will grow to 10.3 million by 2050. How does Swisscom's sustainability strategy and, in particular, its net zero target take this population growth into account?

Saskia Günther: When designing our net zero transition plan, we carefully analysed major macrotrends and external dynamics, such as population growth and the transformation of the national energy grid. By combining these insights, we were able to anticipate future needs and maintain a balance between ambition and feasibility in our approach to net zero.

Deloitte: Between 1990 and 2025, Swisscom has already reduced its direct CO₂ emissions from business operations and purchased energy (scope 1 & 2) in Switzerland by almost 90 per cent. Can you give an example of a measure that has helped achieve this reduction?

Saskia Günther: It was actually a range of measures that enabled us to reduce our direct CO₂ emissions significantly. As early as 2010, we began purchasing 100% renewable electricity and expanded our own solar power generation. Another key initiative was our energy efficiency programme. Here we replaced conventional cooling systems with fresh-air systems wherever possible. We also gradually replaced all fossil-based heating with renewable heating systems in our own buildings. As one of the largest fleet operators in Switzerland, Swisscom also identified significant potential for decarbonisation and accelerated its electrification efforts by ordering over 1,200 electric vehicles in 2024. Since April 2025, all the passenger cars in our fleet have been fully electric.

Deloitte: Over 95 per cent of Swisscom's CO₂ emissions are generated indirectly in the value chain (Scope 3), for example when the company buys goods from suppliers. How is Swisscom working with its suppliers and partners to reduce these CO₂ emissions by 90 per cent by 2035, in line with its target?

Saskia Günther: Indeed, more than 95 per cent of our total emissions come from indirect Scope 3 sources. So that’s where the real challenge, but also a great opportunity, lies. Every year we purchase CO₂-relevant goods and services worth over CHF 3.4 billion. In total, we work with over 3,000 suppliers in more than 150 commodity groups. Two-thirds of our indirect emissions in the value chain are generated in the production and delivery of the network infrastructure, IT, merchandise and services we purchase.

Having said that, mitigating the effects of climate change in our supply chain can only be achieved through long-term collaboration. That’s why, along with other telecoms providers, we are an active member of JAC (Joint Alliance for CSR). True to the motto ‘Cooperation Beyond Competition’, we are working together as an industry to decarbonise supply chains.

The most significant supply chain-related CO₂ reduction initiatives we have implemented with our suppliers and partners include the Carbon Disclosure Programme (CDP), the Supplier Engagement Programme (SEP), and the Joint Carbon Reduction Programme (CRP). We have also introduced an ESG bonus model that rewards suppliers demonstrating strong decarbonisation performance. CO₂ performance is now embedded in procurement, supplier evaluation, and incentive models, fostering continuous decarbonisation across the value chain.

Deloitte: Another aspect of demographic change in Switzerland is the ageing of society. According to FSO forecasts, the number of people aged 65 and over will grow by over 40 per cent by 2050 and represent a quarter of the population. Given an ageing population, how will the consumption patterns of ICT products and services change and what does this mean for Swisscom’s offering?

Saskia Günther: Rapid innovation in the ICT sector means that older generations need to adapt faster than ever. For this reason, Swisscom actively promotes digital and media literacy across all the population, with a particular focus on young people.

The initiative also targets working adults and seniors. As a 2022 BAKOM study showed, older adults lag behind other age groups in media literacy, especially in relation to disinformation, cybersecurity, and artificial intelligence. Swisscom is therefore committed to reducing barriers and ensuring that older people can access everyday digital services with confidence.

Deloitte: How do Swisscom's sustainability efforts take ageing people in Switzerland into account?

Saskia Günther: We take a holistic approach. Digital inclusion is part of social sustainability. Swisscom addresses demographic developments on three levels: First, we reduce the barriers to accessing our products and services and ensure that our shops are fully accessible. Second, we integrate new technologies for human–machine interaction into our products, such as voice-controlled set-top boxes. And third, as mentioned before, we strengthen media literacy across all generations.

Deloitte: Studies have shown that the digitalisation services of ICT companies such as Swisscom can help to reduce (global) CO₂ emissions by up to 20 per cent. How does Swisscom’s B2B offering support the sustainability efforts of its business customers?

Saskia Günther: The requirements for ESG reporting and goal tracking are increasing rapidly – driven not only by new legislation such as Switzerland’s Climate and Innovation Act, but also by financial market expectations and customer demands for transparent ESG data.

Swisscom has therefore expanded its portfolio to support data-driven sustainability. For example, our ESG Software Radar provides an overview of more than 280 ESG tools, while our ESG Tool Evaluation Service helps companies identify the most suitable solutions for their needs. We are also the Swiss implementation partner for Sweep, one of the world’s leading ESG management platforms.

For SME customers Swisscom is working with the car repair shops sector to develop the MVP (minimum viable product) of a platform which facilitates the calculation and exchange of emissions and net zero reduction paths and the fulfilment of ESG reporting needs for SMEs. If the MVP is successful, it can be extended to other sectors.

Deloitte: Swisscom also helps consumers to lower their CO₂ emissions, for example, by refurbishing, repairing, and recycling mobile phones. Do you plan additional initiatives for consumers to reduce their ecological footprint?

Saskia Günther: Circularity is key. Our second-life programmes for smartphones play a key role, since they address a market with high device sales. Today, every third device we sell comes back to us and we make sure that the old devices are reused or disposed of properly. We want to increase this rate to 50% by 2030. It is equally important for us to further reduce the CO₂ footprint of Swisscom's own products, Internet-Boxes and TV-Boxes. Since these products are owned and branded by Swisscom, we can start our refurbishment earlier in the value chain by designing and driving forward ecological improvements through minimisation and the use of recycled materials, in close cooperation with our suppliers.

A huge challenge for strengthening the circular economy is the active participation of our customers. The return of devices that are no longer used and the reuse of the raw materials in them, known as urban mining, are an important component of our programmes. We engage with customers year-round through targeted communication and public awareness campaigns, encouraging them to return unused devices and actively contribute to the circular economy.