Nurturing the workforce of tomorrow, today
Supporting wellbeing, shaping futures
We’re creating an environment where people can flourish.
Mental health and wellbeing are vital foundations that society needs to thrive.
So, when it comes to building a firm for the next generation, a deep understanding of the challenges children and younger people face has to be a priority.
Deloitte UK has a long-standing commitment to workplace and family wellbeing. Our research has shown that UK employers lose billions every year due to reduced productivity and absenteeism caused by children’s mental health.
Organisations like ours are perfectly placed to understand and address the issues impacting our young people. Investing in their mental health is an investment in our future.
Work-life balance cannot wait
For younger employees, wellbeing is much more than a nice to have; it’s actively shaping career paths.
Deloitte Global’s 2026 Gen Z and Millennial Survey shows that balance, autonomy and manageable workloads are increasingly prioritised over rapid progression and job titles, signalling a broader evolution in how fulfilment and success are defined. Flexibility is emerging as an important condition for sustainable careers and leadership roles, rather than being viewed as a benefit.
This shift is rooted in lived experience.
While mental health ratings among younger generations have improved, challenges persist.
Around 35% of Gen Z and 30% of Millennials report feeling anxious or stressed most or all of the time, with nearly half experiencing burnout. Finances and family health are top contributors, with work also a key factor, especially long hours, lack of recognition and concerns about fairness.
Deloitte’s UK human capital lead, Kate Sweeney, points to a ‘maybe later’ mentality emerging among these generations when it comes to life and career milestones, like moving into leadership roles. Despite financial pressures, work-life balance is imperative.
She says: “This isn’t just a preference; it’s a non-negotiable, reflecting a profound shift in workplace values and a conscious prioritisation of wellbeing.”
A deep understanding of the challenges children and younger people face has to be a priority when building a firm for the next generation.
Helping families helps us all
When young people, families and workplaces flourish, so does society. It’s one of the reasons we’ve embraced hybrid working, giving colleagues the freedom to choose the office, virtual spaces, client sites or home.
We recognise all definitions of family, with enhanced leave for parents and carers. We support our people through maternity, paternity, adoption and surrogacy, while our Working Families Network, with over 1,500 members, provides peer assistance and resources.
Colleagues have access to 24/7 counselling as well as our Respect & Inclusion Advisors and Mental Health Champions. Meanwhile, Deloitte’s Time Out scheme enables employees to take four weeks of unpaid leave, once a year, for any reason.
We want to make sure all our people, whatever their responsibilities, can balance their personal and professional lives and enjoy a successful, fulfilling career. Normalising time off shows there’s more to life than work.
And our commitment extends beyond the workplace, through our support for children’s mental health charity Place2Be.
We’ve created an outdoor play area at Castle Hill School in Croydon. The therapeutic, sensory space featured in a special tour for HRH The Princess of Wales when she visited the school during Children’s Mental Health Week in February, alongside Deloitte partner Elizabeth Hampson.
From policies to people
Failure to recognise the importance of child wellbeing comes at a price for companies. Elizabeth’s research has shown poor mental health costs UK employers £59 billion annually, with £8 billion directly linked to working parents’ worries about their child’s mental health.
Almost half of parents (46%) report concerns for their child, resulting in parents’ reduced hours and struggles with productivity. It can even lead to people leaving their jobs.
Starkly, two-thirds would seek external help rather than turn to their employer, which highlights a gap in support as well as a need for more accessible workplace initiatives.
In an essay for The Royal Foundation, which addresses some of society’s greatest challenges, Elizabeth advocates for businesses to acknowledge their role in influencing the wellbeing of the next generation.
“Employers have an important opportunity to be part of the wider support system around children and families,” she says, pointing out that the most forward-looking companies are now rethinking their responsibility.
“Creating the conditions for children to thrive means ensuring parents and carers have the support they need through employers providing flexibility, access to resources and workplace cultures that recognise caregiving as part of modern working life,” Elizabeth concludes.
“Forward-looking businesses are reframing how they think about responsibility, prevention and long-term value. Investing in family and employee health through supportive policies, community partnerships and children's mental health isn’t an add on but a strategic, values-driven choice.”
Elizabeth Hampson, Partner, Deloitte
