Unlocking Health Literacy: A Strategic Priority for Swiss Insurers and Healthcare Leaders
Health literacy in Switzerland is at a critical crossroads. Nearly half the population struggles to understand and use health-related information. This undermines prevention and reduces care quality and cost efficiency. Deloitte’s latest market analysis identifies key gaps in digital literacy, self-management and system navigation by individuals, alongside the absence of a coordinated national strategy. Yet these challenges also create openings for leadership. For health insurers and providers, there is an opportunity to shift from reactive healthcare to prevention and proactive enablement. The most effective approaches blend breadth and depth of application, empowers clinicians, employers and other contributors, and commit to measurable outcomes. In the face of demographic shifts, increasing complexity and constrained resources, investing in health literacy is more than a societal good—it’s a smart, future-facing move.
Health literacy in Switzerland: a strategic imperative
Switzerland’s healthcare system is among the most advanced in the world. Yet behind its high performance lies a systemic vulnerability: low health literacy. Nearly one in two individuals struggles to access, understand, assess and use health information effectively. As healthcare becomes increasingly digital, decentralised and patient-driven, there are real risks—not just to the well-being of individuals, but also to system efficiency and cost containment.
What is health literacy—and why does it matter?
Health literacy (HL) is more than the ability to read a brochure. It encompasses an individual’s ability to find, understand, evaluate, and use health-related information in everyday life, and take informed decisions and health-promoting measures. High levels of HL lead to:
- Better ’health outcomes’ attributable to a healthy lifestyle, better assessment of symptoms, and optimal management of illness.
- Efficient use of resources in healthcare, due to the application of the ’right’ healthcare services at the right time.
- Reduction of inequality in access to healthcare for socially disadvantaged individuals.
For insurers and healthcare institutions, faced with an ageing population, workforce shortages, and rising public expectations, HL is a leverage point for both quality and long-term viability.
A fragmented landscape with untapped potential
Deloitte’s market survey, conducted across Switzerland in 2024, identified 88 active HL-related initiatives. Many of these are promising—in particular, in areas like mental health and child-focused programmes. However, systemic challenges persist:
- Customers: Relevant health information is hard for individuals to find and understand. Its implementation in practice is also challenging.
- Healthcare system: The Swiss healthcare system is complex and fragmented. There is often insufficient coordination between players, who also struggle with resource scarcity.
- Planning and implementation of initiatives: There is a lack of strategy and coordination at the national level. Resources, particularly funding, are scarce.
While various public and private stakeholders are active in the area of HL, efforts remain siloed, duplicated, and unevenly distributed across cantons and demographics.
Strategic ‘white spots’ for action
Based on the Deloitte analysis, we identify the following several priority fields for insurers and healthcare providers seeking strategic, high-impact engagement:
- Digital HL: Despite the increasing numbers of health platforms, apps and AI-driven services, digital HL is severely under-developed. With the rapid digitisation of healthcare, the ability to assess, interpret and trust online health information is a basic requirement. Few Swiss programmes address this need directly.
- HL for the broad population: Currently, offerings focus mainly on specific target groups (e.g. chronically ill people). To have a broad impact, the population as a whole needs to be reached, sooner rather than later.
- Enabling healthcare professionals and employers: Healthcare professionals and employers should be intrinsically motivated to improve HL. For healthcare professionals, clients with higher HL require fewer resources; and for employers, employees with higher HL are healthier and more productive. Despite this, both employers and healthcare professionals are currently under-engaged in HL initiatives.
- Navigation and self-management competencies: Patients with knowledge of the healthcare system and with (chronic) disease self-care skills cost the system less and experience better outcomes. Yet these areas of competency remain under-developed.
- Measurement and impact frameworks: The absence of a standard approach to HL measurement limits (national) initiative, prioritisation/coordination and resource allocation.
Insurers and providers: From payers to partners
Swiss health insurers already play a role in shaping healthcare choices through plan design, and the use of digital tools and incentives. Even though HL initiatives align naturally with insurers’ goals of promoting appropriate healthcare, strengthening engagement, and differentiating offerings in a competitive market, few have made HL a core strategic focus.
Potential avenues include:
- Improving HL accessibility by integrating it into digital tools (e.g., triage platforms)
- Investing in scalable, evidence-based initiatives that combine human and digital elements
- Partnering with schools, employers, or healthcare providers to reach key segments through trusted clinicians, employers and other multipliers
For healthcare providers, the case is equally strong: better-informed patients enable more meaningful, efficient and effective clinical interactions, and reduce the downstream burden of subsequent care.
Seven principles for effective HL initiatives
Deloitte’s research has identified seven design principles common to successful programmes—national and international.
- Clear goals and measurable outcomes
- Deep understanding of customer needs
- Strategic use of teachers, clinicians, employers
- Evidence-based design of offerings
- Technology as an enabler and a means to an end
- Long-term integration and alignment with existing structures
- Clear impact model and quantified expected benefits
These are not abstract ideals, but actionable standards by which organisations can differentiate and sustain their impact.
The moment for leadership
HL is not just a public health issue—it’s a strategic opportunity for the Swiss insurance and healthcare sectors. The absence of a national roadmap is not a void to lament, but a space in which to lead.
Institutions that invest now in building the population’s HL will not only drive better outcomes, but also earn their trust and loyalty, and gain they influence will need in a rapidly-evolving ecosystem.
Leadership in health literacy is leadership in healthcare.
Authors
- Dr. Marcel Thom, Partner, Insurance Lead, Switzerland
- Fabian Staubli, Director
- Nicolas Himmelspach, Manager
- Maxime Vandierendounck, Senior Consultant
