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 1. Home
 2. About us
 3. Annual reports
 4. Annual Report 2020


ANNUAL REPORT 2020

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. 


EDITORIAL


Heinrich M. Lanz, Chairman (left);
Samuel Bon, CEO

2020 was defined by the COVID-19 pandemic. Our goal to create employment and
increase incomes was an immense challenge.

Editorial


RESULTS AND IMPACT

94,900
people, 35,3% of whom are women, have completed programmes in skills
development, entrepreneurship, and labour market insertion.
40,700
people, 50,9% of whom are women, found a new or better job or started their own
business. 27 million Swiss francs in additional income was generated.
CHF 71 million
in additional income generated for farmers and SMEs.

MORE RESULTS

Sustainability
Swisscontact focuses on four primary sustainability criteria. The following
examples provide a glimpse into how these criteria make their way into daily
project activities.
Learn more
Financial Statement 2020

Learn more
Organisation
on 31.12.2020
Learn more
Partners
We thank all our partners (in alphabetical order).
Learn more



HIGHLIGHTS




NAVIGATING THE COVID-19 CRISIS WITH INNOVATION AND FLEXIBILITY

The COVID-19 pandemic presented immense challenges to Swisscontact employees.
The global lockdown required us to find new pathways for project implementation.
Our employees continued their project activities from home wherever possible.
They adapted to the new situation, often under difficult conditions, and
mitigated the pandemic’s negative effects on local target populations with
various ad-hoc measures.

Our global staff has remained connected via virtual channels. Despite the
personal challenges and serious burdens caused by this situation, employees have
remained innovative, proactive, and exhibited considerable resilience.

Our financial partners actively supported project implementation during this
difficult time by remaining available to talk at all times and were open to
project team proposals, always engaging with them when asked.

We have our Swisscontact employees and financial partners to thank for the fact
that all our projects could continue despite the pandemic

 




PUBLIC-PRIVATE PARTNERSHIP IN UKRAINE

The private sector in Ukraine is growing. The lack of a well-trained labour
force is, however, a barrier to development. Vocational education in Ukraine
needs reform. Training often does not meet applicable standards, even though
companies must remain competitive on the European market. The few vocational
training programmes carried out by companies cannot address this dearth of a
trained labour force on their own. With its expertise in vocational education
and training, Swisscontact can provide valuable support in Ukraine, so in 2020
it opened a new national office in Kyiv.

Swisscontact is implementing a project intending to improve training of
plumbers. Swisscontact is collaborating closely with local vocational education
institutes. The approach Swisscontact is applying makes it possible to meet
various requirements and ensure that graduates will improve their employability
substantially. In addition, Swisscontact teams will build and strengthen network
linkages between schools and businesses, thereby facilitating the long-term
availability of apprenticeships and internships in local businesses.

The project is financed through a public-private partnership between Geberit AG
and SDC. It came about through a private sector initiative and thus constitutes
a trailblazing example for the future.

 




SWISSCONTACT STRENGTHENED RESILIENCE IN INDONESIA’S COCOA INDUSTRY

In December 2020 after 11 years, the Sustainable Cocoa Production Programme
(SCPP) in Indonesia came to a close. Its partnership with the private sector was
unprecedented. As the main donor, the State Secretariat for Economic Affairs
(SECO) helped Swisscontact bring leading players in the industry together. These
included Nestlé, Mars, Mondelez International, Barry Callebaut, Cargill, Ecom,
JB Cocoa, and Krakakoa.

SCPP trained 164,300 cacao farmers across 57 districts. The cocoa companies
provided their know-how in sustainability and provided market access to
Indonesian cacao farmers. Farmers increased their incomes by US$22.2 million per
year. The share of cacao farmers living below the poverty line decreased by
half.

Thanks to SCPP, new tools were developed and put to use. One of these tools was
a database solution for traceable, certified sustainable cacao. Another was the
creation of needs-based training offered to cacao farmers. These tools are
furthermore of use to value chains beyond cacao itself.

SCPP succeeded in transforming the entire sector. By making the supply chain
more inclusive, innovative, and resilient, it has produced lasting impact on
Indonesia’s cacao production.

 * Project page Sustainable Cocoa Production Programme, SCPP

 




SWISSCONTACT IS ACCELERATING DIGITAL TRANSFORMATION

The COVID-19 pandemic is causing an enormous amount of suffering around the
world. On the other hand, the lockdowns implemented in early 2020 triggered a
digitisation push from which many people have benefited. Many Swisscontact
project teams had been working in the area of digital transformation already.
They used the global lockdown as an opportunity to intensify efforts in this
field. The teams reacted quickly and transferred activities over to the virtual
space, wherever possible and appropriate.

As an example, the Markets for Recycling team in Bolivia organised an online
trade fair for companies in the recycling sector. Furthermore, various
vocational education projects either enhanced distance learning initiatives or
launched them outright, always mindful of the possibilities available to
trainees.

At the same time, the digitisation push was adopted across our entire
organisation and strategically channelled. The aim was to generate as much added
value as quickly as possible in project implementation. The purpose was also to
keep the organisation agile and productive internally while maintaining
communication with clients externally and ensuring continuity of reporting.

 * COVID-19: how Swisscontact is reacting to the pandemic
 * Cambodia: online cooking classes
 * Bolivia: a virtual fair for recycling businesses
 * Time for the right questions: a comment by Samuel Bon, CEO of Swisscontact
 * Distance consulting
 * Online tools and tele-coaching are improving digital skills at technical
   colleges
 * Training via messaging app for rural women

 

Project case study Kenya
Exploring professional opportunities in a refugee camp
Learn more
Project case study Honduras
For a resilient economy in the Dry Corridor
Learn more
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Charity Number: CHE-107.828.868


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