PCP
Four-year objectives, annual review
DETEC combines four-year strategic objectives with annual reporting to the Federal Council. Its official page gathers the 2025 material, with publication dated 13 March 2026. Reports permit scrutiny without automatically settling political priorities.
The FFA explains that ownership instruments depend on legal form and mandate. Economic and safety regulators have a particular position. An instruction suitable for a market enterprise cannot simply be transferred to an independent regulator.
Profit does not describe the whole service
Financial results explain available resources. They cannot alone establish access, maintained assets or preserved essential capabilities. The PCP wants objectives naming the service, territory and continuity requirements.
A social obligation may cost more than serving only profitable customers. That cost needs discussion and funding, rather than simultaneous demands for returns and expansion without resources. Conversely, calling an activity public service does not exempt its organisation and results from examination.
Make conflicting objectives decidable
More access, higher dividends and lower spending may conflict. Objectives need priorities and an authority responsible for resolving them. Staff should not settle an owner-created contradiction alone at the counter.
The PCP supports examining necessary investment and staffing. Postponed renewal may sustain an annual result while shifting obligations into the next programme. Strategy must consider future commitments and the ability to maintain service.
Measure usable access
Access indicators should reflect usable possibilities: opening hours, travel and assistance at a counter; availability and continuity in a network. Averages can conceal persistent regional or group-specific obstacles.
These are appraisal proposals, not established allegations against the named companies. The PCP wants methods and starting conditions alongside indicators. Reported satisfaction and material access complement one another.
Correct strategy without managing every operation
Owners set purposes and demand accountability; management organises operations. This distinction justifies neither political intervention in every task nor excluding elected representatives from decisions permanently changing provision.
Missed objectives need explanations of departures, constraints and correction. Workers and users can contribute experience. The PCP wants annual scrutiny to improve ownership decisions: funding recognised obligations, changing priorities and strengthening capabilities.