Wherever you land and step off the plane, Switzerland is close by. Schindler escalators in the terminal, Omega clocks on the wall, Geberit flush systems in the restroom. On a Stadler Rail train, you will pass Holcim concrete mixers and Hilti tools at construction sites. In hospitals, ABB ensures power supply, Mettler Toledo handles lab measurements, and Novartis and Roche products line the shelves.
In the evening, you’ll stroll past Lindt & Sprüngli and Audemars Piguet shops, and your snack is likely to have been processed by a Bühler machine. And if you break a tooth while eating, Straumann steps in with tooth prosthetics.
Wherever quality, precision, and reliability are needed, Swiss products are in demand. Often, it’s the “hidden champions” that make Switzerland’s economy so strong in exports. In 2024, exports rose by 3.2% to a new record of CHF 282.9 billion, according to the Federal Office for Customs and Border Security (FOCBS).
But the quality of products and services is only as good as the workforce that installs, offers, operates, and maintains them. For companies the issue is clear: only by sustaining this quality can they guarantee their competitive advantage. It was in response to this challenge that Swisscontact was founded in 1959. From day one, Swisscontact has implemented projects inspired by the Swiss dual vocational education system – broadly supported, industry-driven, and tailored to local needs. This remains one of our core principles to this day.
Companies benefit in many ways from partnering with Swisscontact. For example, they gain access to qualified local labour, enjoy stronger customer loyalty, and increased brand visibility. They obtain greater market share thanks to skilled professionals who actively promote partner products. They also benefit from cross-sector networking opportunities.
But it’s not just Swiss companies that benefit. Swisscontact involves all important stakeholders in the target countries – especially local businesses. In 2024 alone, we collaborated with 1,101 private implementation partners. Other actors include industry associations, government agencies, public authorities, and financial institutions.
Bringing all these stakeholders to the table requires extensive local knowledge and a great deal of sensitivity, and it’s worth the time and effort. Because when the system is strengthened, everyone benefits: Local companies become more competitive through access to skilled labour, improved market access, and new technologies. Individuals gain relevant skills that empower them to start businesses or integrate more easily into the job market.
In spring 2025, the Trump II administration decided to slash the USAID budget by 83%, a move that hit the development cooperation sector hard, with negative impacts felt by many countries. However, this blow is only the bellwether of a global trend: European public sector donors are also cutting back. In 2025, the UK reduced its aid budget by 40%, France by 37%, the Netherlands by 35%, and Belgium and Finland by 25%. These cuts directly affect Swisscontact’s work, as public mandates currently make up the majority of its activities.
This makes collaboration with international companies all the more crucial. Swisscontact, historically and through its Foundation Board deeply rooted in Swiss industry, is ideally positioned to listen to and address the interests of the private sector. Whether through tailored partnerships with a single company, joint initiatives with multiple firms, or collaborations with public institutions, Swisscontact speaks both languages and strongly promotes Public-Private Partnerships (PPP). Only when these two worlds join forces can enough resources be mobilized to still achieve the 17 UN Sustainable Development Goals (SDGs).
Companies have a wide range of motivations for partnering with us. Some are driven by interests that address “pain points” in their core business. Others are guided by questions arising from their sustainability strategies, or by philanthropic motives. Still others strongly identify with our values and support our organization financially, with time, or with materials.
Our team in Ukraine works closely with Swiss and Ukrainian companies committed to qualifying workers for reconstruction efforts. In Bangladesh, our team collaborates with leading textile companies to provide workers with access to financial services. A project in Rwanda trains youth in rural areas in skilled trades. Another initiative in Colombia promotes mental health among traumatized women to strengthen them and their family-run businesses within the coffee supply chain.
This newsletter features several examples from our country programs.
Though there’s still much to be done across nearly every sector, we’re ready for the challenge.