Financial Statement 2020

Basic information

The annual financial statement has been prepared in accordance with the Swiss GAAP FER 21 financial reporting guidelines for charitable and social non-profit organisations.

For the statement of accounts, Swiss GAAP FER 21 stipulates that the year-end result is reported after changes in funds. Donations are assigned directly to the fund (allocation to funds reflected in income statement). Earmarked or non-earmarked donations contained in the fund will then be used in accordance with Swisscontact’s overall objective to finance project activities (use of funds reflected in income statement). This may be done during the year the donations are allocated, or else in subsequent reporting years.

The cost structure and apportionment of administrative expenses, administrative programme expenses, and direct programme expenses comply with the ZEWO Foundation guidelines.

Important benchmarks and figures


Despite the challenges associated with the Covid-19 pandemic in the implementation of the individual projects, the project volume increased slightly compared to the previous year, from kCHF 100,404 to kCHF 101,004 (+0.6%). Swisscontact Services Ltd. contributed TCHF 996 to this.

Donations and contributions (donations with performance mandates), excluding the Confederation's programme contribution, decreased to kCHF 13,893 in the reporting year (previous year: kCHF 15,083).

In addition to the project-related donations/contributions, kCHF 192 free donations were recorded (previous year: kCHF 88). As in the previous year, no donations were used, which is why the free donation fund increased to kCHF 1,732 (previous year: kCHF 1,540).


The expenses for communication & fundraising in 2020 amount to kCHF 757 (previous year: TCHF 1,038). In relation to total expenses, this amounts to 0.8% (previous year: 1.0%).

The share of administration in total expenses has increased to 6.9% in 2020 (previous year: 6.1%). This increase in the reporting year is mainly explained by the full write-off of the goodwill resulting from the purchase of the Springfield Centre for Business Development Ltd. at Swisscontact Services Ltd. Without this write-off, the share of administrative expenses in total expenses would have remained constant at 6.1%. Following the outbreak of the COVID-19 pandemic, the Executive Board introduced cost-cutting measures at an early stage to reduce the associated uncertainties, which led to a slightly lower share of general administration in operating expenses (from 5.5% to 5.3%).

Organisational capital

The consolidated financial statement of Swisscontact closes with a profit of kCHF 38, whereas the Foundation recorded a loss of kCHF 93 in the previous year. Taking into account the currency effects and the change in the free fund, the organisational capital increased from kCHF 13,481 to kCHF 13,717.

In the year of crisis that was 2020, Swisscontact was able to build on its many years of experience building stable structures, networks, and partnerships at the local level. This helps people, businesses, and the economy as a whole to find their way out of crises more quickly. 
Swisscontact focuses on four primary sustainability criteria. The following examples provide a glimpse into how these criteria make their way into daily project activities.
Results and Impact
Swisscontact is implementing 117 projects in 39 countries. This is what we achieved in 2020.
on 31.12.2020
We thank all our partners (in alphabetical order).