The Swedish government's work environment strategy 2026–2031 — what employers need to know

The Swedish government has presented a new work environment strategy for the period 2026–2031. The strategy is intended to contribute to a working life where more people can work for longer, where ill health and accidents are prevented, and where the work environment develops in step with changes in working life. But what does the new strategy mean for employers — and how can companies work more preventively on health and work environment?

A new strategy for a changing working life

In June 2026 the government presented its new work environment strategy, “A good work environment in a changing working life”. The strategy sets out the government’s long-term direction for work environment policy over the period 2026–2031. The overarching goal is good working conditions and opportunities to develop, while the work environment is to prevent ill health and accidents, counter exclusion and take account of people’s differing circumstances.

The background is a working life that is changing fast. New ways of working, technological development, changing demands and a growing emphasis on both physical and mental health all affect how workplaces need to approach the work environment.

The strategy therefore does not focus solely on reducing risks and accidents. It also brings forward health, development, wellbeing and a sustainable working life as important parts of the work environment of the future.

Four areas in focus

The new work environment strategy rests on four overarching objectives:

1. More people should be able, have the reserves and want to work a full working life

A sustainable working life is central to the strategy. The goal is that more people should be able to stay in working life longer, and that the work environment and work-related ill health should not be reasons for people leaving working life early.

For employers, that means a need to think long term about employee health and capacity to work. A sustainable working life is therefore not only about handling problems as they arise, but about creating working conditions where people can feel well and function over time.

2. No one should risk their safety, life or health because of their work

Physical safety remains a central part of work environment management. Among other things, the strategy focuses on reducing accidents, fatalities and various forms of vulnerability in working life.

At the same time, work environment needs to be seen from a broader perspective. It covers not only physical safety but also organisational and social factors that can affect health. The Swedish Work Environment Authority points, for example, to unhealthy workload, the scheduling of working hours and victimisation at work as areas that need to be handled within work environment management.

3. Working life should contribute to health, development and wellbeing

A healthy working life is another central goal. The government points to the need to counter work-related illness and reduce sickness absence, while employers’ preventive work on both physical and mental health needs strengthening.

That means health-promoting measures and preventive work environment management are becoming ever more important. For employers, that can mean identifying risks early, creating a reasonable workload, giving managers the right conditions, and building a workplace where employees have a say in their own working situation.

4. Good working environments should contribute to innovation and transition

Technology and new ways of working are changing working life. The government therefore wants the work environment perspective to be present when organisations develop, digitalise and adapt.

That means the work environment should not be treated as something brought in after a change has already been made. When new ways of working or technical solutions are introduced, the consequences for employees’ work environment need to be weighed in too.

What does the strategy mean for employers?

It is important to distinguish between the government’s work environment strategy and the concrete laws and regulations that govern an employer’s duties. The strategy is the government’s long-term political direction and does not in itself mean that all employers acquire new obligations. Employers do, however, already have a duty to carry out systematic work environment management and to prevent risks of ill health and accidents.

At the same time, the new strategy can be read as a clear signal of the direction the work environment field is taking.

For companies, that means it is becoming ever more important to:

• work preventively instead of only handling problems as they arise
• include the physical, organisational and social work environment alike
• pay attention to mental health and workload
• give managers the knowledge and conditions to work on the work environment
• involve employees in work environment management
• take account of different employees’ circumstances and needs
• integrate the work environment into the organisation’s long-term development.

The Work Environment Authority also stresses the importance of dialogue between managers and employees. Organisational and social risks are not always as visible as physical ones, which makes it important to create forums where employees can raise how the work actually functions day to day.

From strategy to practical work environment management

A strategy at national level is one thing. The important work then happens out in the workplaces.

A good first step is to review how your systematic work environment management works today. The Work Environment Authority describes systematic work environment management as a structured way of continuously examining the work environment, identifying risks, carrying out measures and following up the result.

Consider, for example:

What does the workload look like?

Is there a balance between demands and resources, or are there groups or roles where the load risks becoming unhealthy?

How are our employees?

Do you have a picture of both physical and mental health, and is there a way to spot problems early?

Do our managers have the right conditions?

The Work Environment Authority stresses that managers need knowledge, support, a reasonable workload and sufficient authority to be able to put work environment management into practice.

Are employees involved?

Work environment management that functions needs to involve employees and safety representatives. That dialogue can give important information about risks that are otherwise hard to spot.

Is the work environment part of the organisation’s development?

When you change the organisation, introduce new technology or develop new ways of working — is the work environment perspective there from the start?

Preventive work builds workplaces that last

The new work environment strategy puts a clear focus on a working life where people can feel well, develop and work over a long period. For employers, then, it is not only about following rules, but about creating the conditions for an organisation that lasts.

Structured, preventive work environment management can help organisations spot risks earlier, strengthen employee health and create better conditions for people and organisation alike.

At Helo Hälsa we believe in preventive, long-term work on health and work environment, where measures start from the actual needs of the organisation and its employees.

Would you like to know more about how you can develop your work environment management? Helo Hälsa helps companies work in a more structured and preventive way on health and work environment. Get in touch and we will tell you more about how we can support you.