Swiss employers cautiously increase investments in employee wellbeing

Although employee wellbeing has become a key focus in Swiss organisations over recent years, new figures reveal that companies are moving forward cautiously but clearly. A recent survey by recruitment specialist Robert Walters among Swiss business leaders and executives reveals that more than a third of organisations plan to expand their wellbeing initiatives by 2026, while the majority expect to maintain their current approach. 

Gradual growth in wellbeing policies 

The results show that 38% of organisations plan to slightly expand their wellbeing initiatives by 2026. The largest group (44%) expects current policies to remain unchanged, while 9% even anticipate a decrease. 

“More than a third of Swiss organisations planning to expand their wellbeing initiatives shows that wellbeing is increasingly embedded in strategic HR thinking,” says Christian Atkinson, Country Director at Robert Walters Switzerland. “In a competitive labour market, this is an important signal from employers who want to actively invest in motivation and mental resilience.” 

Work-life balance under pressure 

Employee perceptions of work-life balance are evolving less positively. Only 16% of respondents say employees experience an improvement compared to two years ago. By contrast, 28% report a worsening, and another 9% indicate a significant decline. For one in three, the balance remains unchanged. 

“Yet we see that perceptions of work-life balance among employees are not improving everywhere,” continues Christian Atkinson. “This serves as a wake-up call for many organisations. Companies that embed employee wellbeing structurally into their culture will see long-term gains in both engagement and productivity.” 

Motivation is the biggest risk to productivity 

When leaders were asked what they see as the greatest risk to productivity in 2026, a majority of 56% cited lack of motivation or engagement as the biggest threat. In addition, 22% named burnout and mental health challenges as key risks. High turnover (13%) and skills gaps (6%) were less frequently mentioned. 

“The top risks identified by leaders - lack of engagement and mental health - are closely linked,” explains Christian. “Companies that invest now in wellbeing, leadership training, and autonomy in the workplace are not only strengthening their teams but also enhancing their attractiveness to talent.” 

An opportunity for progress 

The combination of cautious growth in wellbeing initiatives, pressure on work-life balance, and recognition that motivation and mental health are the greatest risks calls for action. 

“Wellbeing should not be treated as a standalone project; it must be integrated into the entire corporate culture,” concludes Christian Atkinson. “Organisations that equip leaders with the right tools and offer employees trust and recognition build a resilient, motivated workforce ready for the future.” 

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