Annual Report 2025/26
Shaping what’s next
Revenue
Gross revenues by Line of Service
in CHF million
Net revenue by Line of Service*
in CHF million
Gross revenues by industry group
in CHF million
People
3,371 people in 13 locations
Our strong local presence keeps us close to our clients, wherever they operate. Across 13 offices in Switzerland and Liechtenstein, we combine deep market insight with the strength of PwC's global network to support them where they are and where they want to go next.
Our people make the difference, bringing expertise from 89 countries to challenge assumptions and develop solutions that create real value. We're investing in digital skills and using AI to enhance how we work, how we serve clients and how we deliver measurable impact. Together, experienced people and the right technology are what set us apart.
Inclusion and diversity
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Awards
Purpose
Accelerating towards a sustainable future
The PwC network has committed to reach net zero GHG emissions across its value chain by FY50, with near-term targets independently validated by the SBTi and aligned with a 1.5-degree scenario. By FY30, the network aims to reduce both scope 1 and 2 and business travel emissions by 50% (from a FY19 base) and reach 100% renewable electricity.
PwC Switzerland is aligned with these global targets and is making measurable progress. As of FY26, against our FY19 baseline, PwC Switzerland has reduced scope 1 and 2 emissions (market-based) by 87% and business travel emissions by 70%. In addition, our own operations run on 100% renewable electricity and the share of suppliers (by emissions) with science-based targets has reached 40%. Following a "reduce first, then remove" principle, the carbon credits we voluntarily retire are additional to our reported reductions and not counted towards them. We aim to shift increasingly towards carbon removals. For network-level progress, please refer to the PwC Network Sustainability Report.
Our environmental engagement
Our corporate carbon footprint (in tCO2e) and climate-related KPIs
| Category | FY25 | FY26 | vs. FY19 (baseline) |
| Scope 1 – direct emissions (own operations) | |||
| Stationary and mobile fuel combustion | 82 | 29* | |
| Scope 2 – indirect energy emissions (own operations) | |||
| Purchased electricity and heating (location-based) | 131 | 136 | |
| Purchased electricity and heating (market-based) | 55 | 55 | |
| Subtotal Scope 1+2 (market-based) | 137 | 84 | -87% |
| Scope 3 – value chain emissions | |||
| Fuel and energy-related activities | 132 | 134 | |
| Business travel (air travel, land-based travel, accommodation) | 4,479 | 3,196* | -70% |
| Carbon credits | |||
| Carbon credits (retired a voluntary basis, not deducted from reported figures) | (4,651) | (3,280*) | |
| Key performance indicators | |||
| Share of renewable electricity (within scope 2) | n/a | 100%* | |
| Energy usage (in MWh) | 5,120 | 5,596* | |
| % of suppliers with science-based-targets (via SBTi) (in purchased goods & services + capital goods, by GHG emissions) |
16% | 40% |
Supplementary note regarding Scope 1: increased data granularity – BEVs, hybrid and plug-in hybrid cars were considered individually for this year’s calculation (resulting in an overall substantially lower amount vs. previous year).
Building trust, driving progress
A resilient business must be ready to respond to both today’s challenges and tomorrow’s needs. We therefore continue to evolve our business model, processes and ways of working to support the transition to a low-carbon economy and contribute to a more sustainable society.
Our people are central to this progress. By investing in their skills and awareness, we enable them to turn knowledge into meaningful action, for our clients, communities, social enterprises and charitable organisations.
Through pro bono and discounted services, corporate volunteering, donations and skills-based engagements, we bring together our people’s expertise and experience where they can have the greatest impact. In doing so, we help strengthen communities, create opportunities and contribute to a more sustainable future.
Our impact on society
Number of beneficiaries* reached
Number of participants in community activities
Total volunteering hours*
(general and skilled)
Cash and 'in kind'* donations
(in CHF)
Supplementary Note regarding FY25 value: amount has been restated (reduced) due to an incorrect categorization (applicable also for previous years).
Organisation
Sound governance is the backbone of our culture, and it's what allows clients and stakeholders to rely on us with confidence. We hold ourselves to high standards, not as a formality, but because they reflect who we are and what we stand for: building trust in society and solving important problems.
Our organisation
Management Board 2025/26 PwC Group Switzerland
At the end of the financial year 2025/26, the Management Board of PwC Group Switzerland comprised:
Gustav Baldinger
CEO
Andrin Bernet
Leader Assurance
Dieter Wirth
Leader Tax & Legal Services
Dominik Hotz
Leader Advisory
Julie Fitzgerald
Leader Growth & Markets
Norbert Kühnis
Leader Family Business & SMEs
Board of Directors 2025/26 PricewaterhouseCoopers AG
At the end of the financial year 2025/26, the Board of Directors of PricewaterhouseCoopers AG comprised:
Beresford Caloia
Chairman
Gustav Baldinger
Delegate
Andrin Bernet
Member
Sandra Böhm
Member
Claudia Benz
Member
Operating Board 2025/26 PricewaterhouseCoopers AG
At the end of the financial year 2025/26, the Operating Board of PricewaterhouseCoopers AG comprised:
Gustav Baldinger
CEO
Andrin Bernet
Leader Assurance
Dieter Wirth
Leader Tax & Legal Services
Dominik Hotz
Leader Advisory
Julie Fitzgerald
Leader Growth & Markets
Sandra Böhm
COO/CFO
Claudia Benz
Leader Quality & Regulatory Affairs
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Stéphanie Tobler