Switzerland is known for its hardworking culture, with weekly working hours the highest for all EU/EFTA countries, coming in at an average of 42 hours a week (Source 1). Employees are often deeply committed to their professions. Yet when it comes to maternity leave in Switzerland and supporting women returning to work, the country still lags behind many of its European neighbours. Compared to countries in the Baltic or Northern Europe, where parental leave policies are more comprehensive, Swiss support structures remain basic and fragmented (Source 2 & 3).

For many women, the return to work is not only about salary or logistics. It is an emotional and physical transition that requires thoughtful support. “Women have a lot of strain,” Martin explained. “Some have big plans about coming back, others face obstacles and need more time. The change is bigger than they anticipate.”
While companies often assume the role remains unchanged during maternity leave, in reality, it is the woman who has undergone a transformation.

“The company hasn’t changed so much, but they have. They think differently.”

This highlights the need for employers to recognize that reintegration is not a one-size-fits-all process. Some women come back with clear plans and tend to transition more smoothly—in Martin’s experience this is around 80% of cases. But surprises always emerge: new role models, shifting perspectives, and unexpected challenges.

HR teams often struggle with time constraints. Much of their work is absorbed by administration, leaving limited capacity for meaningful conversations with employees. “The challenge for HR is always that there isn’t much time. It’s a lot of admin, but someone should be dealing with the women – not just on salary, but on feelings and change,” he said.

In his current position, the Swiss maternity leave processes are informal. HR professionals may sit down with women before they leave to discuss whether they plan to return at 40%, 60%, or more. Line managers are generally open to these conversations, though not always enthusiastic about losing employees for a period.

A follow-up chat usually takes place upon return, but there is no clear structure or consistent framework. Martin emphasized that women should take their time, “Some underestimate the change that has occurred in a short period.”

While some companies have care teams that provide support in cases of long illness or accident, when it comes to maternity leave in Switzerland, resources are often limited. Many HR professionals would welcome external consultants who could create structured programs—covering not only administrative tasks and payroll but also the physical and mental wellbeing of returning mothers.

Martin also highlighted cultural differences within Switzerland and compared them to neighbouring countries where he also has experience. German-speaking Switzerland and Germany, where he works most closely, share similar approaches: pragmatic but lacking a holistic vision.

In Zürich, childcare options are more available, making it easier for mothers to reintegrate. In smaller cities like Luzern, opportunities are far more limited. This creates a real split depending on geography: in some regions, women manage to return more easily, while in others they struggle to find adequate support.

Despite it’s liberal reputation, policies for maternity leave in Switzerland remain uncertain and underdeveloped compared to more progressive European systems. With only five to ten women taking maternity leave per year in his organization, the absolute number may seem small, but the impact is significant for each individual and their teams.

So, what could improve? For one, a more structured approach to reintegration. Early planning conversations should be formalized, with clear bridges to line managers about expectations for return. Ongoing check-ins should be standard practice, not optional.

Equally important is addressing the emotional and psychological shifts women experience, not just the administrative side. As Martin put it, “Checking in physically and mentally for women—that’s what’s missing.”

Ultimately, supporting women through maternity leave in Switzerland and their return to work is not just about fairness. It’s about creating workplaces where employees can thrive in every stage of life. For Swiss companies, this means moving beyond basic support and building holistic, structured systems that recognize the complexity of the transition. Only then can organizations truly unlock the potential of their workforce.