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Performance culture

Trustworthy collaboration thanks to open dialogue and a cooperative management approach.

The success of Swiss Life is based on the skills and performance of  its staff. Swiss Life wants to find the most suitable employees on the labour market, get them interested in working for the company, retain them and support their further development.


The Swiss Life purpose, enabling people to lead a self-determined life, also provides the frame-work for performance-driven collaboration within the company. Building on this, Swiss Life offers its employees and management a work environment in which they can act with self-determination and personal responsibility and shape their professional career and further development in every phase of life.

Newly hired employees by gender per segment

Number as at 31.12.2018
Men in % Women in %
Switzerland 198 69.2 88 30.8
France 160 47.2 179 52.8
Germany 132 54.8 109 45.2
international 105 43.4 137 56.6
Asset Managers 198 49.9
199 50.1
Other 2 33.3 4 66.7
TOTAL 795 52.6 716 47.4

Departures of employees by gender per segment

Number as at 31.12.2018
Men in % Women in %
Switzerland 188 74.6 64 25.4
France 171 48.3 183 51.7
Germany 114 51.3 108 48.7
International 109 46.6 125 53.4
Asset Managers 131 45.3 158 54.7
Other 2 66.7 1 33.3
TOTAL 715 52.8 639 47.2

The Swiss Life Group leadership priorities are as follows:

A successful management and communication style is set out in the Swiss Life Group’s people leadership competencies. Management and communication mean in day-to-day work the crea-tion of credibility and trust, providing direction and perspective, and making goals reality together.

Swiss Life revised its behavioural principles in 2018. One of their focuses is self-determination and personal responsibility on the part of employees – qualities expected by the employees of themselves. Management give their employees confidence, provide them with competencies and responsibilities and encourage independent work and activities. The resulting autonomy has a positive effect on employee engagement and promotes innovation.

The following behavioural principles are valid for all Swiss Life Group employees as of Janu-ary 2019:

  • I think consistently from the customer’s perspective.
  • I collaborate effectively in the best interests of the company.
  • I act in an efficient and goal-oriented way.
  • I work in a committed and agile manner.
  • I build trust.
  • I pursue continual self-development.

The following principles are valid for management as of January 2019:

  • I think and act in an exemplary manner and in the best interests of the company.
  • I create meaning and understanding within the context of our purpose.
  • I trust my employees.
  • I encourage appreciative collaboration.
  • I promote the development of my employees.
  • I set and achieve ambitious goals.


Group-wide standard processes are used to provide optimal support to managers and employees.

Swiss Life’s leadership processes:

  • Performance reviews with all employees
  • Performance assessments with all employees (setting of objectives and performance assessment)
  • Professional development interviews and measures
  • Decisions on salaries and promotions
  • Strategy and value-oriented behaviour – as per the Group-wide competency model
  • Assessment and management of employee risks

The Swiss Life Group performs periodic employee surveys in cooperation with an independent research institute.1 The last survey was carried out in 2017 and enjoyed a participation rate of 87% (+1 percentage point compared to the 2015 survey). At 86%, employee engagement at the Swiss Life Group is above average (+1 percentage point compared to the 2015 survey), 14 percentage points over the “Financial industry in Europe” external benchmark.

1 Quelle: Global Employee Engagement Survey, IPSOS (Suisse) SA 2017

Since 2016, Swiss Life has been publicly committed to the issue of a “self-determined life”. As part of this commitment, the company has been running its “Actively shaping your career” cam-paign over the past three years. The initiative aims to support employees as they optimally steer their professional lives throughout all phases of their career. To this end, three success factors have been identified: “Ensuring employability through constant development”, “Valuing and exploiting diversity” and “Maintaining long-term work ability”. These three focuses will ensure that employees’ individual resources are enhanced while at the same time various operational demands and personal requirements are taken into account and harmonised with one another during the various phases of an employee’s professional and personal life. That is how Swiss Life meets the current and future challenges of the working world. By the end of 2018, all of the ini-tiative’s measures had been implemented according to plan at the Swiss location, and implemen-tation is also well under way in the divisions. The measures include:

“Ensuring employability through constant development”

  • Continuous training and development for employees of all ages
  • Systematic career analyses and situation reviews for all ages
  • Enabling part-time work in old age

“Valuing and exploiting diversity”

  • Flexible working hours and sites offered
  • Promoting cooperation among generations
  • Childcare offerings and support for those caring for relatives

“Maintaining long-term work ability”

  • Offering time-out models
  • Diverse range of offerings for the promotion and maintenance of health
  • Social counselling offers