schillingreport 2026

1 Executive Summary

The Swiss economy is undergoing profound change. Digitalisation, technological disruption, decarbonisation and demographic shifts are putting increasing pressure on corporate leadership structures. The 21st edition of the schillingreport examines whether the changes in the Supervisory Board and Executive Board of the 100 largest Swiss employers are sufficiently sustainable to meet these challenges in the long run. Do these developments benefit or even hinder Swiss companies?

Age structure of the Executive Board is shifting
The average age of EB members has risen steadily since 2011 from 50 to 53, while that of CEOs has increased from 52 to 55. A striking development is that newly appointed EB members are also older. While the average age upon entry was 46 in 2006, it has now reached 50 – even though the length of service of EB members who have left the company has remained unchanged at six years. Today’s world is far more complex than it was two decades ago, and the pace of external change continues to accelerate. These challenges require proven leadership and substantial life experience. It therefore comes as little surprise that the EB members are older when they join the company than they were 20 years ago, and therefore also older when they leave.

Demographics alone do not fully explain this trend. A closer look at the data reveals significant shifts in the age distribution of the Executive Board: the proportion of EB members aged 50 or older has increased from 49% in 2006 to 72% today; the group of those over 60 years of age alone has risen from 5% to 9%. Currently, the largest group consists of individuals aged 55 to 60 accounting for 35%, whereas in 2006 the largest group was aged 45 to 49 with 28%. This group now accounts for only 19%. It is also striking that in 2006, 23% of EB members were under 45 years old, whereas today it is only 9%.

Overall, the age distribution is shifting noticeably toward older cohorts, whereas in the past, it used to be more evenly distributed. Older members of the EB bring important experience to the table, but a lack of generational diversity can lead to strategic blind spots. For the next ten years, nomination committees must take a deliberate, forward-looking approach to succession planning for the EB, to integrate emerging talent early and to show them the opportunities available within the company.

Competence over nationality
The proportion of EB members without a Swiss passport is 48%. For many years, this share hovered around 45% and is currently at its second-highest level since surveys began in 2006. It is important to note that 71% of foreign members of senior management are so-called «nationals». «Nationals» are defined as individuals without Swiss citizenship who have already gained professional experience in Swiss companies prior to their promotion to the Executive Board. Among the 20 globally operating SMI companies, 74% of EB members are foreign nationals – here too, «nationals» make up the majority at 75%. SSwiss companies traditionally recruit a part of their specialists abroad and know how to develop them in a targeted manner and retain them for the Swiss economy in the long term, which strengthens competitiveness and innovation. At the same time, increasing regulation may carry the risk of restricting access to global specialists to such an extent that this could become a disadvantage for the Swiss economy in the medium term.

Excluding the 20 SMI companies from the sample, the proportion of EB members without Swiss citizenship is 42%. At the same time, 19% of companies have an entirely Swiss Executive Board, while 15% have no Swiss nationals at all.

Stagnation after reaching gender guidelines
Currently, the proportion of women across all samples is stagnating. On SBs, it rose slightly: from 33% to 34% in the overall sample and from 35% to 36% within SMI companies. With the expiry of the transition period for achieving the gender guidelines in the SB by 1 January 2026, the focus is shifting to corporate responsibility. Although 71% of the companies are meeting the target of 30% women in the SB, almost one third (29%) still do not, and 4% of the companies have no women on the SB at all. 16 listed companies in our sample are currently not meeting the target for the Supervisory Board. These companies face a particular challenge, as they will be required to state the reasons for not meeting the guidelines and outline measures to promote the underrepresented gender in their 2026 remuneration reports.

The share of women on the EBs stagnates at 22 %. Among newly appointed EB members, the share of women is 21 %, the lowest value since 2020. With 28 women leaving, depar tures from the EB are at their second-highest level since records began. This trend is also evident in the 20 SMI companies: the proportion of female EB members even declined, falling from 28 % in 2025 to 27 % currently, and only 25% of vacancies in the SMI were filled by women.

To put the current dynamics into perspective, it is worth taking a look at the 2025 survey results on the Gender-Diversity-Pipeline, which examines the proportion of women below the EB. Between 2016 and 2025, the proportion of women in Middle management increased from 22% to 28% and in Senior management from 14% to 21%. Meanwhile, the proportion of women in EB grew particularly strongly, from 6% to 22%. In recent years, companies have focused on meeting the guideline at the expense of sustainably developing female managers across all levels. This raises the question of whether the Swiss economy is truly aware of the long-term added value of gender-balanced leadership teams at all management levels, or whether gender diversity is still primarily seen as a regulatory obligation rather than a strategic success factor.

Even in the Public Sector, the growth in the proportion of women in Senior public officials is levelling off and stagnating at 27%. For a long time, the public sector was considered a pioneer in gender diversity, but the Private Sector has now caught up to 22%. Within the Federal Administration, the proportion of women in Senior public officials stands at 38 % and remains at the same level as in 2022–2024.

Changing profiles on the Supervisory Board: More market and technology
Following the 2008 financial crisis, Supervisory Boards focused heavily on governance, regulation and risk control – areas where legal expertise played a central role. Today, however, companies are facing other challenges. Global markets, technological disruption, digitalisation and the rise of artificial intelligence require a deeper understanding of business models, markets and technologies. Geopolitical uncertainties and fragmented markets are adding to the pressure on internationally oriented companies. As a result, business & economics professionals and individuals with a STEM profile are coming into focus with their expertise in addressing these challenges. This is also reflected in SB structures: 12 companies already have a dedicated digitalisation/technology committee, the majority of whose chairs have a STEM background.

In particular, the competency profile of chairpersons is shifting substantially away from primarily legal control towards strategic market and technology expertise. In 2006, 27 % of board chairpersons had a law degree, 33 % had a degree in business & economics and 22 % had a degree in STEM subjects. Today, things look different: the proportion of lawyers has declined to 17%, while 42 % have a background in business & economics and 34 % in STEM subjects

Yours faithfully, Guido Schilling

2 Introduction

For 21 years now, guido schilling ag has collected data on the composition of the executive and supervisory boards of the 100 largest Swiss companies. ten years ago, we began looking at the public sector, analysing the top management of all 26 cantons and the federal administration. In addition, guido schilling ag makes a request every 2 years for the 250 largest Swiss companies to disclose their statistics on the gender diversity pipeline to determine the potential for women in upper and middle management. The schilling report seeks to create «Transparency at the Top», and this is why it is recognised as an independent source for in-depth analysis of Switzerland’s management positions.

The statistics on the executive and supervisory boards of Switzerland’s 100 largest employers were gathered by the guido schilling ag internal project team. Our own research, personal interviews and direct enquiries, even at companies that do not normally make their statistics public, are what make the results of the survey so meaningful. The data completeness rate is 99% for the executive boards and 99% for the supervisory boards. The statistics on the public sector were also gathered by the internal project team, and verified by the majority of cantons, as well as the federal administration.

The 250 most important companies were surveyed directly for statistics on the gender diversity pipeline, since this data is not publicly available or researchable. The survey of the 100 largest companies and the public sector was completed on 31 December 2025. Since the statistics on the gender diversity pipeline are only gathered once every two years, that survey was completed on 31 December 2024.

Statistics are also gathered on the subgroups of women, foreigners, SMI companies, as well as CEOs and supervisory board presidents, to examine trends and developments there.

3 General Information about the Report

Since five ten the survey of Switzerland’s largest employers additionally includes the public sector and the composition of its top management, as well as the gender diversity pipeline of the 250 largest Swiss companies. This expanded content has proven to be a valuable addition over the years and will also reveal exciting developments in the coming years. The internal project team used the broadest possible channels to conduct its research for the schillingreport, gathering additional data directly from the companies. Even companies that rarely disclose information have provided statistics that are unavailable to the general public. The consistency of the data continues to be solid in the report’s 21th year of publication.

Data Basis

The data basis is available online and provides comprehensive information on all samples. It also contains additional analyses on the education and age of committee members, languages spoken in the public sector, etc., which are not listed in the report, and thus provides a comprehensive overview of the samples examined.

The Samples

A list of all companies included in the survey is found at the end of the Report. For better orientation, several of the samples on the list are highlighted by an appropriate colour to distinguish between them.

Private Sector Switzerland's 100 Largest Employers		Public Sector 26 Cantons and the Federal Administration		Gender Diversity Pipeline Survey of the 250 Largest Swiss Companies
Executive Boards	Supervisory Boards	Top Officials Federal Chancellor Cantonal Chancellors General Secretaries Department Heads	Federal Councillors/ Government Councillors	Executive Boards Senior Management Middle Management General Workforce	Supervisory Boards

The sample of the private economy, with the 100 largest Swiss employers, continues to be designated in the survey as the Private Sector, as it has been since 2006. The gender diversity pipeline sample, for which the 250 most important Swiss companies were surveyed, is titled Gender Diversity Pipeline. The 20 Swiss Market Index (SMI) companies were surveyed separately for both the private sector and the gender diversity pipeline. The public sector sample includes all 26 cantons, as well as the federal administration. The survey of the 100 largest companies and the public sector was completed on 31 December 2025. Since the statistics on the gender diversity pipeline are only gathered once every two years, that survey was completed on 31 December 2024.

Regarding the gender diversity pipeline, the situation at the two management levels below the executive board were also examined to determine whether there was any potential for the women there to move up to the next level. Senior management refers to the management teams of the executive board members, and middle management refers to those who directly report to senior management. Thus, the survey provides an overview of the three top operational management levels of the companies. For comparison purposes, the corresponding statistics for the entire workforce are examined.

The size of the samples can vary from question to question. This is because the complete data from all individuals is not available for some survey questions. With few exceptions, all percentages are rounded off to whole numbers in accordance with accepted rules, since decimal places reflect an unrealistic precision.

The survey places special emphasis on new members joining the management boards during the survey period, since this is often the best way to identify new developments and trends.

The private sector sample includes both corporate groups as well as subsidiaries that meet the criteria for selection. This apparent duplication is necessary because some subsidiaries have a dominant position on the Swiss market. For example, the survey includes both the parent company, Zurich Insurance Group, and the Swiss subsidiary, Zurich Versicherungs-Gesellschaft AG. Another example of this in this report is ABB Ltd. and UBS AG, with their subsidiaries, ABB Schweiz AG and UBS Switzerland AG. Subsidiaries, branches and corporate divisions were consistently omitted in the survey of the supervisory boards.

The size of the private sector sample varies over the years due to mergers, takeovers and the structure of SMIs. A company may also undergo internal changes so that it no longer meets the criteria for inclusion in the schillingreport. For the private sector, the schilling report currently surveys 963 executive board members at 120 companies. For the public sector, 1053 top executives in 26 cantons and in the federal administration are included in the survey. For the analysis of the Gender Diversity Pipeline, last year’s figures from 155 companies were used.

The sample of the supervisory boards in the private sector is smaller than that of the executive boards, since the supervisory boards of Swiss subsidiaries and corporate divisions were not included. Inclusion of these boards would distort the picture of the sample. The schillingreport currently surveys 865 supervisory board members at 95 companies. For the public sector, 162 federal/governing council members were surveyed to determine the percentage of women. For the analysis of the Gender Diversity Pipeline, last year’s figures from 155 companies were used.

Breakdown of the Surveyed Companies by Industry

For the private sector, the 2026 schillingreport surveyed 120 companies from 10 different industries. The predominant industries were the manufacturing sector (38), and retail/consumer goods (21). There are 21 companies from the financial services sector, i.e. insurance and banking.

For the gender diversity pipeline survey, 155 companies from 11 different industries were surveyed. The manufacturing industry dominates with 27 participating companies. Financial service providers – insurance and banks combined – are represented by 43 companies.

4 Management Boards of the Private and Public Sectors

The first section of the schillingreport concerns the composition of the executive and supervisory boards of the private sector, and that of the posts held by senior executives, as well as those on federal and cantonal government councils of the public sector.

4.1 Composition of the Boards

Executive Boards and Senior Managers

Between 2006 and 2016, the proportion of women on executive boards rose from 4% to 6%, the proportion of women among newly elected executive board members being relatively low. Starting in 2017, the private sector saw higher proportions of women among new management members, reaching 8% women in 2019. In 2022, there was a record growth of 4 percentage points from 12% to 17% women, thanks to 39% of newly appointed positions being filled by women. In 2024, the executive boards reached the gender guidelines with a 20% proportion of women. Companies currently fill 21% of vacancies with women, and the share of women stagnates at 22%.

The turnover rate in the public sector is lower at 9% compared to 17% in the private sector, and the proportion of women among newly appointed top executives is slightly higher at 31% compared to 21% in the private sector. But even in the Public Sector, the growth in the proportion of women in Senior public officials is levelling off and stagnating at 27 %. When considering the federal administration separately from the cantons, the proportion of women in top management reaches 38%, with currently 33% of federal vacancies filled by women. In the 26 cantons, the proportion of women in top management stands at 26%.

The 20 SMI companies reached the gender target four years ago and currently stand at 27% female members in senior management. When looking at the sample of the hundred largest employers excluding the 20 SMI companies, it becomes apparent that they have reached the gender target in senior management at 21% female representation.

The survey only examined the percentage of foreigners in the private sector, since senior public officials are almost exclusively Swiss citizens, and a survey of the percentage of foreigners has no relevance. In the private sector, the share of foreigners on executive boards is 48%, with also 48% of the new management board members in the survey year being foreigners. In other words, almost half of the newly appointed executive board members do not hold a Swiss passport.

Supervisory Boards and Federal/Governing Councils

Of the supervisory board members in the private sector the gender target had been reached two years ago, now 34% are women (2024: 31%). Among the newly appointed supervisory board members, 38% are women. Thus, more than a third of the vacant board seats were filled by women. Among those serving on the political boards of the federal government and the cantons, 35% (2025: 34%) of all federal and governing council members are women, while 29% of those serving as councillors in the federal government alone are women.

In the SMI, the proportion of women on supervisory boards rose slightly from 35% to 36%. When considering the hundred largest Swiss employers excluding the 20 SMI companies, these currently achieve a female representation of 33% on the board of directors, thus meeting the required gender target.

The share of foreigners on supervisory boards of the private sector is 39% (2025: 37%), while 48% of the newly elected supervisory board members do not hold a Swiss passport. This survey of foreigners was not conducted in the public sector because political officeholders are almost exclusively Swiss citizens.

4.2 Areas of Responsibility of Senior Federal and Cantonal Officials, and of Executive Board Members

Areas of Responsibility of Top Federal and Cantonal Officials

In addition to the overall sample, three different areas of responsibilities or function groups are identified at the top levels of the public sector. The 26 cantonal chancellors and the federal chancellor are examined separately, as are the general secretaries and department heads.

Areas of Responsibility of Executive Board Members
Executive board members are divided into business and service functions in the survey. The business function includes all turnover-related positions at the company and/or all functions in the company’s core business, such as sales, marketing responsibilities, research and development, and production. Service functions are all positions that play a supporting role at the company and have no direct impact on sales, such as human resources and communication.

While 68% of executive board members have a business function, the figure for new members is 61%. While more than the half of the women (55%) manage a support unit, then three quarters (75%) of the male executive board members work in the company’s core business, and just a quarter in managing service units.

4.3 Experience of the Board Members

When examining the experience of the board members in the private sector, two essential questions arise: What professional experience did the executive and supervisory board members have prior to being appointed to a board? And how long have they been at the company? In the public administration, on the other hand, the question of the permeability of the boundary between the public and private sector arises.

Private Sector

Executive Boards

A total of 54% of executive board members worked at the company prior to joining the board and were recruited internally. This indicates the importance of managing internal talent. Among executive board members, 21% had sat on the board of another company prior to being appointed. By contrast, just 17% had no relevant experience at the same company or on another executive board. This is due in part to the recruitment from large corporate groups of managers who had not held posts on the top management board of the company, but instead on a lower board at the divisional level of corporate management, for example. Among new members, 19% had neither experience on another executive board nor were recruited internally. 42% of the newly appointed managers were already working at the company when they were appointed to the executive board. The number of new managers with experience on another executive board was 21%.

There were some particularly interesting findings in the analysis of the average experience of executive board members. An examination of the period during which an executive board member has been employed at a company reveals that managers promoted internally must work at the company longer (an average of 10 years) before they are appointed to the executive board than members with external experience at the same hierarchical level – even if only at an SME. The latter are appointed to the management board after an average of just 7 years.

Comparing the 65% of internally promoted men with the 51% of internally promoted women reveals that internally promoted women were brought into the executive board after 11 years of tenure, while men, with 19 years, were active in the company 8 years longer than women before their appointment to the executive board.

Supervisory Boards

A total of 865 supervisory board members were surveyed this year. Of these, 165 had already worked for the company before joining the board (19%). Of the latter, 19% were CEOs, 7% were part of executive board, and another 2% held both of these posts. Therefore, experience at the company is an important factor in being selected to serve on the supervisory board. 60 people in the sample are members of several supervisory boards, holding a total of 132 seats. In addition, 46 executive board members also sit on the supervisory board of another company included in the report.

The average supervisory board member has held the post for 6 years. With an average of 9 years, supervisory board members who worked in operations at the company beforehand have a little more seniority. They have been with the company an average of 18 years and were appointed to the supervisory board after an average of 9 years. The new supervisory board members were appointed to the strategic management board after an average of 9 years.

Public Sector

In analysing the experience of the senior officials of the public administration, the issue of the permeability of the boundary between the public and private sector comes to the forefront. It is also interesting to learn what career experience these individuals had prior to taking their current position, and how long they have been working for the cantonal/federal government overall.

Length of Service

The average length of service of the individuals surveyed is 7 years. The female cantonal chancellors have served the longest, an average of 10 years. The survey results show that, across all other samples, women have served less time than men overall in those posts. The department heads stand out in particular, with the average length of service for male department heads being 3 years higher than that of female department heads.

Experience

Before assuming their current post, 51% of the individuals surveyed worked continuously in the same canton or in the federal administration. Therefore, more than half of these senior officials were recruited internally. On average, these persons have been working in the federal/cantonal administration for 18 years, achieved their current post in 11 years, and have been working in it for an average of 7 years. Those who had not previously worked in the same canton or in the federal administration have also been working an average of 7 years in their current post.

Permeability

Overall, 51% of the senior officials surveyed already worked for their current cantonal/federal employer prior to taking their current post. A total of 33% of these individuals once worked in the private sector before taking their current position. A total of 51% had previously worked for another public administration. And 16% had previously worked in both the private as well as the public sector. This means that many public managers have accumulated extensive experience throughout their careers beyond the organisation they work for now, facilitating a broader view of the professional world.

Of the 93 people who were newly appointed to their posts in the survey period, 49% were recruited internally (2025: 51%). A total of 80% of the new people previously worked in another public administration capacity, while 540% had experience in the private sector, 46% in both public administration and the private sector. In most cases, cantonal chancellors are recruited from within the cantons/federal government. In this survey, 67% of the cantonal chancellors were recruited internally for their posts. This figure is 52% in the case of the general secretaries, and 50% for department heads. A third of department heads (36%) bring experience from the private sector, while for general secretaries it’s 35%, and for heads of chancellery supervisors, it’s 34%.

4.4 Age of the Board Members

A person’s age is often equated with their experience. This chapter details the average age of board members and the changes in average age over the years.

Private Sector

Executive Boards

Executive board members are on average 53 years old and new executive board members 50 years old. Both average ages have gone up in the past few years. The average age of the new members has increased by 4 years since 2008, at which time they were 46 years old. The increase in age also became apparent 3 years later in the overall sample: In 2012 the executive board members were 51 years old – 2 years younger than today. Female executive board members are now 52 years old, which makes them 2 years younger than their male colleagues (54 years). Swiss and foreign executive board members are 52 and 54 years old, respectively. At 52, the new foreign executive board members are 2 years older than their Swiss counterparts (50 years).

Supervisory Boards

Since 2024, the average age of supervisory board members has stagnated at 60 years. The new supervisory board members are 2 years younger (58 years) than the overall sample of board members. Female supervisory board members are 57 years old – 4 years younger than their male colleagues (61 years). The new female supervisory board members are 56 years old and the new male supervisory board members are 59 years old. The Swiss supervisory board members are 59 years old thus two years younger than the foreign supervisory board members with 61 years. Among the new supervisory board members, foreigners are on average 59 years old, 3 years older than the Swiss (56 years).

Public Sector

Top Federal and Cantonal Officials

Senior public officials in federal and cantonal administration are on average 54 years old and the new senior officials 48 years. The average age of female senior officials is 52 years. The men are 3 years older (55 years). The new female senior officials are 46 and the new male senior officials are 49 years old.

The average age of federal chancellors and cantonal chancellors (male and female) has remained unchanged at 52 years for many years, since surveying began in 2016. Since 2021 an increase to 56 years was observed.

The average age of general secretaries (male and female) remains unchanged compared to the previous year, standing at 51 years. Since surveying began in 2016, the average age has increased by 2 years. Women are 50 years old and thus 2 years younger than their male colleagues (52 years).

The average age of department heads (male and female) remains stagnant compared to the previous year, at 54 years. Since surveying began in 2016 the average age has increased by 2 years. The women are younger, with an average age of 52 years compared to their male colleagues with an average age of 55 years.

4.5 Length of Employment of Resigned Board Members

This chapter shows how long board members who resigned during the survey period had been employed. This observation offers fascinating insights into how women, men, Swiss and foreigners differ in the length of time they stay at their posts. 

Private Sector

Executive Boards

During the past year, 146 executive board members left their posts. They had been active board members for 6 years on average – same length as the previous year. The 28 female executive board members remained 4 years in office, the 118 men 6 years. Consequently, women stayed on executive boards for a shorter time than men. In the previous year, men had also been 7 years on executive boards and the women who resigned 3 years.

Female executive board members who had been internally recruited stayed 4 years in office. Externally recruited women stayed 3 years on the board. The reverse is true for men: Men who were internally recruited stayed 6 years, externally recruited 7 years.

The Swiss stayed 6 years on the executive board, foreigners 5 years. As was already the case in prior years, the Swiss stayed longer on executive boards than foreigners.

Supervisory Boards

Last year 92 supervisory board members left their posts. On average they stayed 10 years on the supervisory board – the same as the previous year. The 26 female supervisory board members remained for 9 years, but the 66 supervisory board members who left served for 10 years. Swiss supervisory board members remain in the supervisory board for slightly longer, at 11 years, compared to their foreign counterparts, who stay for 8 years. This trend has also been observed in the previous years, with Swiss members staying longer in the supervisory board than foreign members.

Public Sector

Top Federal and Cantonal Officials

Last year 93 senior officials in federal and cantonal administration left their post. Data is available on the appointment date for 89 senior officials. On average senior officials stayed 10 years in office. Men stayed in their post for 12 years, women 7 years. Across all groups, men stayed in office longer than women. The 11 general secretaries stayed 10 years in office. The 78 department heads stayed 10 years on average in office – men 11 years, the women 7 years.

5 Gender Diversity of the Private and Public Sectors

This chapter focuses on the shares of women in the examined samples of the private and public sectors as well as the gender diversity pipeline of the participating companies. The gender diversity pipeline sample, in which the 250 most important Swiss companies were surveyed, is different from that of the 100 largest Swiss employers surveyed since 2006. The figures for the gender diversity pipeline are collected every two years. For this year’s report, no new figures are available, the figures from 2025 apply. This chapter therefore only gives a brief overview this year.

5.1 Overview of the Shares of Women

For the 155 companies surveyed, the percentage of women on the supervisory board is 30%, 3 percentage points higher than the figure for the last survey in 2023. Supervisory board president positions amount to 7% (2023: 7%). While 39% of the total workforce is made up of women, 28% work in middle management and 21% in top management. A clear and continuous decline in the proportion of women can be observed from one hierarchical level to the next. At the executive board level, this percentage has again fallen; in the companies surveyed, women account for 20%. At each of these levels, the proportion of women has increased between 1 and 3 percentage points each since 2019. 7% of CEOs are women. In the public sector sample, 20 cantons and the Swiss Federation evaluated their percentages of women at the levels below senior public officials, and the picture is similar to that of the 155 private sector companies, although with higher values. All 26 cantons and the federal administration were evaluated for the senior public officials. In the included cantons, almost half of the workforce consists of women with 49% (2023: 46%), 36% at middle management level (2023: 29%) and 34% at senior management level (2023: 21%).

The figures above can be easily displayed as a pipeline by means of these graphs, which clearly shows that the percentages of women are significantly higher in the lower levels than at management level. The pyramid shape is characteristic of many participating companies and their industry values, with large differences in the proportion of women within the industries.

6 Nationalities in the Private Sector

The internationalisation of companies also brings changes to their management boards. It is not just the best managers in Switzerland who are in demand today but the best international managers. A clear sign of this is that English is increasingly becoming the corporate language. This trend merits special consideration. A survey of nationalities in the public sector was not conducted, since the public sector employs almost exclusively Swiss citizens, and a survey of the percentage of foreigners is of no relevance.

6.1 Executive Boards

Overview of Foreign EB Members

The proportion of EB members without a Swiss passport is 48 %. For many years, this share hovered around 45 % and is currently at its second-highest level since surveys began in 2006. It is important to note that 71 % of foreign members of senior management are so-called «nationals». «Nationals» are defined as individuals without Swiss citizenship who have already gained professional experience in Swiss companies prior to their promotion to the Executive Board.

After stagnating at 62% between 2016 and 2018, the proportion of foreigners on the management boards of SMI companies rose to 72% in 2022. Currently the figure stands at 75%. This share is therefore well above the overall sample, which is 48%, representing a difference of 27 percentage points.

The proportion of foreign CEOs increases at 45% (compared to 43% in 2025). Among the foreigners in the overall sample, the percentage of women, at 26%, is more than the share in the overall average (22%).

There are no Swiss members on 14 of the executive boards examined in the report (12%), while all of the executive board members at 23 of the 120 companies surveyed (19%) are Swiss. Last year, this figure was lower, by 18%. Both of these figures are low, which means that the companies have mixed management boards in terms of nationality.

Nationality of Foreign EB Members

Most of the foreign executive board members continue to be from Germany (125 of 464, or 27%). The 110 Anglo-Saxons (U.S., GB, AUS, CAN, IRL) represent a total of 24% (2025: 23%). Germans and Anglo-Saxons also represent the majority of the 80 new executive board members. The 19 German members account for 24%, representing an decrease from last year (2025: 36%). In contrast, the 22 Anglo-Saxons now represent 29% (2025: 21%).

6.2 Supervisory Boards

Overview of Foreign Supervisory Board Members

With 39%, the proportion of foreigners on the supervisory board increases compared to the previous year (2025: 37%) and currently stands 9 percentage points below that in the executive board (48%). Among the supervisory board presidents, 32% are foreigners, more than in the previous year (2025: 30%). The proportion of foreign CEOs increased from 43% to 45%. The proportion of women among the foreigners is 41%, higher than the 34% in the overall sample, and it has continuously increased since the survey began. Among new foreign members, the proportion of women is also higher with 43% than the 38% of the overall sample. The 61% of foreign supervisory board members at SMI companies is 22 points higher than that of all foreign supervisory board members (39%).

At 3 of the companies surveyed (3%), there are no Swiss supervisory board members, while all of the supervisory board members at 20 of the 95 companies surveyed (21%) are Swiss.

Nationality of Foreign Supervisory Board Members

Among the 335 foreign supervisory board members, those from the U.S. form the largest group with 22% 72 people). Germany is the second largest group with 21% (70 people), followed by Great Britain with 8% (26), and France with 5% (16). There are a total of 109 Anglo-Saxons (U.S., GB, CAN, IRL) representing 33%. Among those from German-speaking countries, Germany and Austria make up a total of 24% of foreign supervisory board members (80 people), which is 9 percentage point less than the Anglo-Saxons. So while the Germans have significantly more members on executive boards than the Americans, the situation is different on supervisory boards.

This year there are 54 new foreign supervisory board members, reflecting an interesting trend with respect to previous years. In 2018, the Germans represented the largest group by far with 31%, followed by the U.S. with 18% and the British with 8%. Overall, Anglo-Saxons (U.S., GB, CAN, IRL) represented 31% (12) of the new supervisory board members, while Germans and Austrians represented a total of 33% (13 members). In 2019, members from the U.S. represented 18% (9) of the new supervisory board members, followed by the Germans, who represented 14% (7), and ahead of the British, who represented 10% (5). Altogether, the Anglo-Saxon countries represented 36% of the new supervisory board members. In 2020, Germans were again second with 3 new supervisory board members (10%) behind the U.S. with 12 (39%), but in front of the Anglo-Saxons (British and Canadian), the Netherlands and Spain with 2 seats (6%) each. Currently, U.S. nationals are once again in first place with 35% (19), ahead of the Germans with 17% (9). The Anglo-Saxon countries (AUS, U.S., GB, IRL) account for 39% (21) foreign supervisory board members, far more than Germany and Austria together with 19% (10).

6.3 Women

Overview

Among the female executive board members, the share of Swiss nationals decreased to 43%, compared to last year (45%). At 54%, there are also less Swiss women on supervisory boards than last year (57%), although the figure has levelled off at 55% over the last 5 years. This suggests that the self-image of women pursuing a career is higher abroad than in Switzerland. Socially, politically and corporately Switzerland has a lot of catching up to do in this area.

Nationality of Foreign Women on Executive Boards

The largest group among foreign women is made up of Germans: 21% (26) of all female foreign executive board members have a German passport (2025: 26%). US-American women (17) follow in second place with 14% (2025: 15%). French and British women (16 each) follow in third place with 13% (2025: 14%). The 21 newcomers include 2 (10%) British women and 5 (24%) French women. From the U.S. and Germandy, 4 women each (19%) have joined. Of the 9 new female SMI executive board members, 1 (11%) has a Swiss passport (2025: 11%), while the 8 foreign SMI managers come from the U.S. (4), France (3) and Spain (1).

Nationality of Foreign Women on Supervisory Boards

Among supervisory board members, 54% are Swiss women. Last year, it was also 57%, and in the previous year, it was 56%. Looking only at the 136 foreign female supervisory board members, Anglo-Saxons account for 34% (46), with over half (25%, 34 people) holding a US passport. Germany is represented by 17% (23) of female supervisory board members, the UK by 7% (10), France by 7% (9), China by 5% (7) and Canada by 4% (6). If SMI companies are excluded from the analysis, the proportion of Swiss women (134) among the 219 supervisory board members is 61%. This is explained by the fact that 38% (51) of all 136 of the foreign female supervisory board members work at SMI companies. Therefore, SMI-listed companies are the most internationalized with respect to female supervisory board members.

7 A Look at Interesting Subgroups

This separate analysis of interesting subgroups and industries is based on extensive findings in the private sector and on the gender diversity pipeline, and on a comparison with the overall sample. The analysis is intended as a starting point for a better understanding of specific developments and trends in Switzerland.

7.1 CEOs and Supervisory Board Presidents

CEOs and supervisory board presidents warrant special attention. Their statistics were examined separately from the overall survey data because they reveal how the path to the top of a company might look.

Overview of CEOs and Supervisory Board Presidents

CEOs

In the current survey year, a total of 19 CEOs were newly appointed to their position, which corresponds to a share of 16%. Among the 119 CEOs, men clearly dominate with 88%, while the proportion of women has increased to 12% compared to last year (2025: 10%). The 14 female CEOs are Philomena Colatrella (CSS Versicherung), Sabine Keller-Busse (UBS Switzerland AG), Magdalena Martullo-Blocher (EMS-Chemie Holding AG), Michèle Rodoni (Die Mobiliar), Nora Teuwsen (ABB Schweiz AG), Ricarda Demarmels (Emmi Schweiz AG), Hanneke Faber (Logitech International SA), Lara Skripitsky (McDonald’s Suisse Holding SA), Suzanne Thoma (Sulzer AG), Nadja Lang (ZFV-Unternehmungen), Géraldine Picaud (SGS), Susanne Wille (SRG), Ann-Kristin Erkens (SIG Holding Ltd.) and Laura Gersch (Allianz Suisse Versicherungs-Gesellschaft AG).

The number of CEOs who are foreigners equals 45%, which is lower than in the overall sample (48%). The SMI CEOs present a clearly more international picture, even though the figure has slightly decreased compared to the previous year: currently, 70% of all SMI CEOs hold a foreign passport (75% in 2025).

Supervisory Board Presidents

There are 7 female supervisory board presidents.These are Nayla Hayek (The Swatch Group Ltd.), Ursula Nold (Migros-Genossenschafts-Bund), Monika Ribar (SBB Schweizerische Bundesbahnen), Suzanne Thoma (Sulzer AG), Esther von Ziegler (ZFV-Unternehmungen), Petra Rumpf (Institut Straumann) and Audrey Zibelman (Landis+Gyr AG). The proportion of women among the supervisory board presidents decreases slightly from 8% to 7%.

32% of the supervisory board presidents do not hold a Swiss passport. Currently, 15% (equivalent to 14 positions) of the supervisory board presidents have been newly filled. Among these, 57% do not hold a Swiss passport, which corresponds to a increase of 17 percentage points compared to the previous year (2025: 40%).

Nationality of CEOs and Supervisory Board Presidents

Nationality of Foreign CEOs

Among the 119 CEOs, 66 (55%) hold a Swiss passport. The 22 Germans (18%) represent the largest group of foreign CEOs, as they do on the executive boards. The 7 French CEOs (6%) are in second place. The Dutch and US CEOs share third place, with 4 representatives each (3%). They are followed by the Austrian CEOs with 3 representatives (3%), and finally Italy and South Africa with 2 representatives each (2%). Among the 19 newly appointed CEOs, 10 are Swiss (53%), compared to 38% in the previous year. In addition, 6 Germans, and 1 Italian, 1 Dane, and 1 Frenchman were appointed.

Nationality of Foreign Supervisory Board Presidents

The percentage of Swiss supervisory board presidents is higher than that of Swiss CEOs. While 66 (55%) of the 119 CEOs are Swiss, 65 (68%) of the 95 Supervisory presidents hold a Swiss passport. The 6 Germans represent the largest group, representing 20% of all foreign supervisory board presidents. The Belgians follow with 4 (13%) and the Swedes with 3 (10%), as well as 2 (7%) representatives each from Great Britain, Spain, and the USA. The foreign supervisory board presidents represent 17 different countries, i.e. most countries are represented just once. A similar pattern can be observed in past years.

Experience of CEOs and Supervisory Board Presidents

CEOs

64% of the CEOs were already working within the company before their appointment and were thus internally promoted. Currently, 9% (equivalent to 11) of the CEO positions have been newly filled. Of these new CEOs, 18% were internally promoted.

On average, the CEOs have held the position for 4 years. Internally recruited CEOs have been at the company an average of 13 years, were appointed to the executive board after an average of 8 years, and as CEO after 5 years.

Supervisory Board Presidents

66% of the supervisory board presidents were already working in an operational or board capacity within the company before being appointed to the chairmanship. Just 34% of the presidents were appointed from outside the company. A total of 41% (2025: 49%) were on the supervisory board, 23% of them were CEOs (2025: 27%) and 2% (2025: 2%) were members of the executive board, prior to their appointment as supervisory board president. Among the newly appointed presidents, 14% (2025: 10%) were already on the supervisory board.

On average, SB presidents have been in the post for 6 years, while the average is 8 years for internally recruited presidents, thus slightly longer. Those presidents who were already supervisory board members have held seats on the current board an average of 14 years, and those who worked in operations beforehand have been at the company an average of 18 years. The externally recruited supervisory board presidents have held the office 5 years on average.

Age of CEOs and Supervisory Board Presidents

CEOs

The average age of CEOs is 55 years and has not changed compared to the previous year; it has, however, increased by 3 years since 2012. CEOs are on average 2 years older than executive board members. The average age of the new CEOs is 50 years, which is 3 years lower than the previous year’s value. Female CEOs are on average 53 years old and therefore 2 years younger than their male colleagues (55 years).

Supervisory Board Presidents

Supervisory board presidents are on average 64 years old and therefore 4 years older than other members of the supervisory board (60 years). The average age of presidents has slightly increased over the years and is currently 2 years higher than when surveying began in 2010 (62 years). Newly appointed SB presidents are 63 years old and are therefore 5 years older than new members of the supervisory board (58 years).

Length of Employment of Resigned CEOs and Supervisory Board Presidents

CEOs

Last year, 15 CEOs resigned from office. They had served as CEOs for an average of 5 years – 3 years less than last year. In 2025, only male CEOs resigned. Among the CEOs with Swiss passports who resigned last year, they held office for an average of 6 years, while those without Swiss passports served for 5 years. CEOs who were recruited from within the company stayed 4 years in office, which is shorter than CEOs who were recruited externally (7 years).

Supervisory Board Presidents

In the past year 13 supervisory board presidents resigned from office. They had served in their function for 8 years on average – 1 year more than in the year before. Among those who resigned, there was 1 woman. Those supervisory board presidents who were previously active on the board served for 6 years before being elected to the chairmanship. Last year, the foreign-born presidents stayed in office for 6 years and were on the board for 10 years in total. Swiss nationals served as presidents for 9 years and 12 years as board members.

7.2 SMI Companies

The blue-chip SMI is Switzerland’s most important stock-market index and includes the 20 largest SPI (Swiss Performance Index) stocks. The SMI accounts for around 85% of the total capitalisation of the Swiss stock market. SMI companies are the leaders in internationalisation, but also in other areas. The SMI companies are analysed as a separate subgroup to identify important trends in relation to the future evolution of Swiss management boards.

Composition of SMI Executive Boards

At SMI companies, the share of women on executive boards stagnated at a low level between 3% and 6% from 2006 to 2016. From 2017 onwards, a marked upward trend began: the share rose continuously from 6% to 28% in 2024. Currently, this trend is slightly declining for the first time – the share of women fell from 28% to 27%. Currently, SMI companies fill 25% of vacant executive board positions with women (2025: 28%).

The proportion of foreigners on the executive boards of SMI companies has consolidated at a high level in recent years. After an interim decline to 61% in 2017, the value rose again continuously and has now reached a new peak of 75%. The composition of executive boards at SMI companies is therefore considerably more international than the overall sample (48%). An interesting trend has developed regarding CEOs at SMI companies. Eight years ago, the percentage of foreigners among SMI chief executives was 71%. Seven years ago, it dropped to 55%, five years ago it reached 45%. Currently, SMI companies record 70% CEOs with foreign passports

Composition of SMI Supervisory Boards

Compared to the overall sample of supervisory board members at 34%, SMI board members have a higher proportion of women at 36%. This value has increased by one point of percentage since last year. In SMI boards, the proportion of foreigners increased from 59% last year to 61% currently. The proportion of foreigners among new SMI supervisory board members is 81%, compared to 50% last year. Of the 20 SMI SB presidents, 8 hold a Swiss passport, or 40%.

Nationality of SMI Management Boards

Executive Boards

With 56 members, the Anglo-Saxon countries (U.S., GB, AUS and CAN) make up 40% of the 141 foreigners on SMI executive boards. With 26 members (18%), Germany is in second place after the U.S., which represents 27% (38 members) and before Great Britain with 10% (14 members). France is fourth with 9% (12 members). This picture is different among the new SMI executive board members: 43% of the new foreign SMI executive board members are Americans (13 members), and 13% are French (4), followed by 10% Germans (3). The comparison between the overall sample and the SMI shows that German managers play a subordinate role in SMI companies, while they clearly dominate among the foreigners in the overall sample.

Supervisory Boards

The picture is somewhat similar on SMI supervisory boards. At 44%, the 56 Anglo-Saxons (U.S., GB, CAN and IRL) also represent the dominant share of the 127 foreigners, the largest group among them being the 42 U.S. citizens, representing 33%. The 17 German members are the second largest group with 13%, and the 6 British and French members each occupy third place with 5%. Of the 25 newly appointed foreign SMI supervisory board members, the Americans are by far the largest group with 52% (13 people), followed by Germans with 16% (4 people). The USA therefore has significantly more supervisory board members than Germany, both in SMI companies and in the overall sample.

Areas of Responsibilities of SMI Executive Board Members

Executive board members are divided into business and service functions in the survey. The business function includes all sales-related positions at the company and/or all functions in the company’s core business, such as sales, marketing responsibilities, research and development, and production. The service function includes all positions that play a supporting role at the company and have no direct impact on sales, such as human resources and communication.

While 64% of SMI executive board members have a business function, the figure for new members is 51%. Both values are below the overall sample (68% and 61% respectively). Among female SMI executive board members, 34% have a business function, while 30% of the new female members do.

Experience of SMI Board Members

Executive Boards

A total of 61% of the SMI executive board members worked at the company prior to joining the board. Among executive board members, 21% had sat on another executive board prior to being appointed, while 10% had no relevant experience at the same company or another executive board. Among the new SMI executive board members, 6% (2025: 13%) had no relevant experience at the same company or on another executive board.

An analysis of the length of service of executive board members reveals that internally promoted SMI managers have to work for an average of 5 years at the company before being appointed to the board, the same as those in the overall sample. SMI executive board members have 19 years of experience at the company on average, compared to 15 years in the overall sample. SMI executive management board members with external executive management experience – even if only at an SME – join the management board after 4 years on average, the same length as in the overall sample.

Supervisory Boards

Internally recruited SMI supervisory board members have worked an average of 22 years at the company and were appointed to the supervisory board after 8 years. The average SMI supervisory board member has held the post for 6 years, which is the same as in the overall sample.

A total of 207 SMI supervisory board members were surveyed this year. 14% of these members had already been working for the company before joining the board. Of these, 32% were previously CEO, 14% were on the executive board, and 4% had been both executive board members and CEOs.

Age of SMI Board Members

Executive Boards

The executive board members of SMI companies are on average 54, while new board members are 52 years old. The SMI board members are the same age on average as in the previous year, but 4 years older than in 2006 when surveying began (50 years). Female and male SMI executive board members both have an average age of 54 years. The new female and male SMI executive board members are both 52 years old. Swiss SMI executive board members are 53 years old, while their foreign counterparts are 2 years older (55 years). The CEOs of SMI companies are 55 years old, while the new CEOs are 54 years old.

Supervisory Boards

The supervisory board members of SMI companies are on average 62 years old, while the new supervisory board members are 60 years old. The SMI supervisory board members are slightly older compared to the previous year and when surveying began in 2010. The female SMI supervisory board members are 60 years old, thus 3 years younger than their male colleagues (63 years). The new female SMI supervisory board members are 59 years old; their male colleagues are 2 years older (61 years). Swiss SMI supervisory board members are 61 years old, while their foreign counterparts are 62. The supervisory board presidents of SMI companies are 65 years old, while the newly elected presidents are 61.

8 Overview of the Companies Included in the Report

Companies	Private Sector	Gender-Diversity-Pipeline (sr2025)	Companies	Private Sector	Gender-Diversity-Pipeline (sr2025)
Aargauische Kantonalbank		•	IVF Hartmann AG		•
ABB Ltd.	•		Jet Aviation Management AG	•
ABB Schweiz AG	•	•	Julius Bär Gruppe AG	•
Accelleron Industries AG		•	Jungfraubahnen Management AG
Addex Therapeutics Ltd.			Kardex AG
Adecco Management & Consulting SA	•		Klingelnberg AG
Adval Tech Holding AG			Komax AG
Aéroport International de Genève		•	Kühne + Nagel International AG	•	•
AEVIS VICTORIA SA	•		Landis+Gyr AG	•
Airesis SA			Leonteq Securities AG
Alcon Switzerland AG	•		Liechtensteinische Landesbank		•
Allianz Suisse Versicherungs-Gesellschaft AG	•	•	Lindt & Sprüngli (Schweiz) AG
Allreal Holding AG			LLB Schweiz AG		•
Alpiq AG		•	Logitech International SA	•	•
ALSO Holding AG			Lonza Group AG	•
Aluflexpack AG			Luzerner Kantonalbank		•
AMAG Automobil- und Motoren AG		•	Magazine zum Globus AG		•
Amrize Ltd	•		Manor AG	•	•
Amstein + Walthert AG		•	McDonald's Suisse Holding SA	•	•
Angst & Pfister AG			MCH Group AG
APG SGA AG		•	Medartis AG
Appenzeller Kantonalbank		•	medmix Group AG
Arbonia AG	•		Meier Tobler AG		•
ARYZTA AG	•		Metall Zug AG
Ascom Holding AG		•	Mettler-Toledo Holding AG	•
Autoneum Holding AG	•		Meyer Burger AG
Avaloq Group AG			Migros-Genossenschafts-Bund	•	•
Avolta AG	•		Mikron Holding AG
AXA Versicherungen AG	•	•	Mobilezone AG		•
Axpo Holding AG	•	•	Mobimo Management AG		•
Bachem Holding AG			Montana Tech Components AG		•
Baloise Gruppe		•	Nestlé S.A.	•	•
Banca dello Stato del Cantone Ticino		•	Nidwaldner Kantonalbank		•
Bank Cler AG			Novartis AG	•
Bank J. Safra Sarasin AG			NZZ-Mediengruppe		•
Bank Julius Bär & Co. AG			Obwaldner Kantonalbank		•
Bank Lombard Odier & Co			OC Oerlikon Corporation AG	•	•
Bank Vontobel AG		•	Orascom Development Holding AG
Banque Cantonale de Fribourg			Orell Füssli Holding AG		•
Banque Cantonale de Genève			ORI­OR AG
Banque Cantonale du Jura		•	Partners Group Holding AG	•	•
Banque Cantonale du Valais		•	Phoenix Mecano AG	•	•
Banque Cantonale Neuchâteloise			Pictet Group SA	•
Banque Cantonale Vaudoise			Planzer Transport AG		•
Banque Pictet & Cie SA			PLAZZA AG
Barry Callebaut AG	•		PostFinance AG	•
Basellandschaftliche Kantonalbank		•	PSP Swiss Property AG		•
Basilea Pharmaceutica Ltd		•	PwC Switzerland AG	•	•
Basler Kantonalbank		•	Raiffeisen Schweiz	•	•
Basler Verkehrs-Betriebe			Rehau GmbH
BDO AG			Restaurant Bindella terra vite vita SA		•
Belimo Automation AG			Rhätische Bahn AG		•
Bell Food Group AG	•		Rieter Holding AG	•
Bellevue Group AG		•	Ringier Holding AG	•	•
Berner Kantonalbank AG		•	Romande Energie Holding SA
BKW AG	•	•	RONAL AG
BLS AG	•	•	RUAG International AG		•
BNP Paribas (Suisse) SA			RUAG MRO Holding AG	•	•
Bobst Group SA	•	•	Saint-Gobain Weber AG
Bossard Holding			Sandoz AG	•
Bucher Industries AG	•	•	Santhera Pharmaceuticals Holding AG
Bühler AG	•	•	SAURER AG
Burckhardt Compression AG			SBB Cargo AG	•
Burkhalter Holding AG	•	•	Schaffhauser Kantonalbank		•
BVZ Holding AG		•	Schindler Holding AG	•
Bystronic Group AG		•	Schlatter Holding AG		•
Calida Holding AG			Schweiter Technologies AG
Cembra Money Bank AG		•	Schweizerische Bundesbahnen SBB	•	•
Chocoladefabriken Lindt & Sprüngli AG	•		Schweizerische Mobiliar Versicherungsgesellschaft AG	•	•
Cicor Management AG			Schweizerische Nationalbank		•
Clariant AG	•		Schwyzer Kantonalbank		•
Coca-Cola HBC AG	•	•	Securitas AG		•
Coltène Holding AG			Selecta AG
Comet AG			Sensirion AG
Compagnie Financière Richemont SA	•		SFS Holding AG	•	•
CONCORDIA Schweizerische Kranken- und Unfallversicherung AG		•	SGS SA	•
Coop Genossenschaft	•		Siegfried Holding AG
CPH Chemie + Papier Holding AG			Siemens Schweiz AG	•
CREALOGIX AG			SIG Holding Ltd.	•	•
CSL Vifor			Sika AG	•
CSS Holding AG	•	•	SIX Group AG	•	•
Dätwyler Holding AG	•	•	SKAN AG		•
Deloitte AG			Sonova Holding AG	•
Denner AG	•	•	SR Technics Ltd.	•	•
Die Schweizerische Post	•	•	SRG SSR	•	•
Digitec Galaxus AG			St. Galler Kantonalbank		•
DKSH Holding AG	•	•	Stadler Rail AG	•
dormakaba International Holding AG	•	•	Starrag Group Holding AG
Dosenbach-Ochsner AG			Straumann Holding AG	•	•
Dottikon Exclusive Synthesis AG			Sulzer AG	•	•
DSM-Firmenich AG	•		Sunrise GmbH		•
Edelweiss Air AG			Suva	•	•
EFG International AG			SV Group AG	•	•
Elca Informatik AG			SWICA Krankenversicherung AG		•
Elektrizitätswerke des Kanton Zürich (EKZ)			Swiss Finance & Property Group AG		•
Elma Electronic AG		•	Swiss International Air Lines AG	•	•
Emil Frey AG		•	Swiss Life AG	•	•
Emmi AG	•	•	Swiss Life Schweiz	•
EMS-CHEMIE HOLDING AG	•		Swiss Prime Site AG
Endress + Hauser AG	•		Swiss Re Ltd	•	•
EQUANS Switzerland AG	•	•	Swiss Steel Holding AG	•
ERNE AG		•	Swisscom AG	•	•
Feintool International Holding AG			Swissport International Ltd.	•
F. Hoffmann-La Roche AG	•	•	Swissquote Bank AG
fenaco Genossenschaft	•	•	Syngenta AG	•
Flughafen Zürich AG		•	Tecan Group AG		•
Forbo International SA	•		Temenos Group AG		•
Franke Holding AG	•	•	Tertianum Management AG	•
Frutiger AG	•	•	Tetra Laval Group SA	•
Galderma SA	•		The Swatch Group Ltd.	•
Galenica AG	•	•	Thurgauer Kantonalbank		•
GAM Investments AG			TITLIS Bergbahnen AG
gategroup AG	•		TX Group AG	•	•
Geberit AG	•	•	UBS AG	•	•
Generali (Schweiz) Holding AG			UBS Switzerland AG	•
Georg Fischer AG	•	•	Urner Kantonalbank
Givaudan SA	•		Valiant Bank AG		•
Glarner Kantonalbank			Valora Holding AG	•
Glas Trösch Holding AG	•		VAT Group AG
Glencore plc	•		Vaudoise Versicherungen
Graubündner Kantonalbank		•	Vebego Schweiz Holding AG	•
Gurit Holding AG		•	Vetropack Holding AG
Helsana Versicherungen AG	•	•	VISANA Services AG
Helvetia Baloise Holding AG	•		Von Roll Holding AG
Helvetia Schweizerische Versicherungsgesellschaft AG		•	Vontobel Holding AG		•
HIAG Immobilien Holding AG		•	VP Bank AG		•
Hirslanden AG	•		VZ Gruppe AG
HOCHDORF Holding AG		•	V-ZUG Holding AG	•	•
Holcim Ltd	•		Warteck Invest AG		•
HUBER+SUHNER AG	•	•	Ypsomed Holding AG		•
Hypothekarbank Lenzburg AG		•	Zehnder Group AG		•
IBM Schweiz AG	•	•	ZFV-Unternehmungen	•	•
Idorsia Pharmaceuticals Ltd			Zug Estates Holding AG		•
Implenia AG	•	•	Zuger Kantonalbank
Inficon Holding AG			Zur Rose Suisse AG
Interroll Holding AG			Zürcher Kantonalbank	•	•
Intershop Holding AG			Zurich Insurance Group AG	•
Investis Holding AG		•	Zürich Versicherungs-Gesellschaft AG	•	•
ISS Holding AG	•	•

9 Data basis

In the data basis, the series of figures since 2006 and 2010 are available for all samples. It also contains additional analyses on the education and age of committee members, languages spoken in the public sector, etc., which are not listed in the report.

Abbreviations

AG	Aktiengesellschaft (joint stock company)	Ltd.	Limited
CEO	Chief Executive Officer	NCC	Nomination and Compensation Committee
CFO	Chief Financial Officer	plc	Public Limited Company
EB	Executive Board	SB	Supervisory Board
EU	European Union	SME	Small and medium-sized enterprises
HR	Human Resources	SMI	Swiss Market Index
i.e.	id est	SPI	Swiss Performance Index

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