Invisible reality: Why women's health is often ignored
Although more than half of the working population in Germany is female, many companies lack concrete strategies to support women’s health needs. The reasons for this are often a lack of knowledge, uncertainty in dealing with sensitive issues and fear of additional organisational effort. As a result, even widespread health challenges such as menstrual problems, hormonal changes or infertility are neither addressed nor taken into account.
What’s more, many health issues are not immediately visible – they operate in the background but lead to recurring absences, reduced performance and, in the worst case, inner resignation. Women’s health in the workplace is therefore not a ‘nice to have’ but an economically relevant factor. Companies that take action in this area signal appreciation and create a working environment that takes individual life phases seriously – a clear advantage in the competition for talent.
Pregnancy in the workplace: between protective legislation and corporate culture
Pregnancy should not be viewed as an organisational problem, but rather as a natural part of life and working history. Women who are expecting a child benefit particularly from flexible working hours, home office options and a structured transition before and after the birth. Open communication and early planning help to find individual solutions – and reduce stress on both sides.
Unfortunately, a study by the Federal Anti-Discrimination Agency shows that one in eight mothers loses her job after parental leave. In addition, there are structural hurdles to returning to work, such as a lack of part-time options or inflexible return models. Companies that work with return-to-work interviews, coordinated re-entry plans and formats such as parent networks create a supportive environment. In the long term, they benefit from loyal employees and a family-friendly image.
Desire to have children & fertility journey: Between hormone therapy and time pressure
For many women, the unfulfilled desire to have children is an intense and often stressful phase of life. In addition to the emotional strain, there are physical procedures, hormone treatments and frequent doctor’s appointments. These demands are difficult to reconcile with traditional 9-to-5 working models. Employees often experience this time as a double burden – between career responsibilities and medical emergencies.
Employers who recognise this reality send an important signal. Confidential counselling, flexible working hours or even the option to block off treatment appointments in the calendar provide relief. In addition, anonymous psychological counselling services or internal exchange formats help to remove the taboo surrounding the topic. Fertility benefits – such as cost sharing for treatments – have long been standard in other countries. In Germany, too, they are increasingly becoming a competitive factor.
Endometriosis and PCOS: invisible pain with a big impact
Endometriosis affects an estimated 10–15% of all women of childbearing age. PCOS – polycystic ovary syndrome – is thought to have a prevalence of around 5–10%. Both conditions lead to chronic pain, irregular periods, hormonal imbalances and, in many cases, infertility. Symptoms range from migraines, fatigue and digestive problems to mood swings – often with a significant impact on the ability to work.
What is particularly problematic is that those affected often remain silent out of shame or fear of being considered less resilient. Managers and teams often do not know how to provide support. Companies that take action in this area focus on targeted awareness-raising – for example, through internal training, clear communication guidelines and space for individual solutions. In a 2023 KKH study, 94% of endometriosis patients surveyed said they were restricted in their professional lives. This is not only an individual issue, but also a corporate one.
Menopause: The underestimated career curve
Menopause marks a hormonal transition phase that is accompanied by numerous physical and psychological changes – from hot flushes and sleep disorders to concentration difficulties and mood swings. Nevertheless, menopause has hardly been addressed in companies to date. Yet it affects women in key positions and leadership roles – with considerable experience and strategic importance.
According to HWR Berlin, one in four women in menopause reduces their working hours, and more than one in ten resigns. Companies that take age diversity seriously must consider menopause: through quiet rooms, good ventilation, flexible break times, an open culture of dialogue and, last but not least, through managers who know how to deal with the issue. A menopause policy – with clear standards and support services – provides guidance and lowers the threshold for talking about it.
What employers can do
Companies can take action on several levels to sustainably anchor women’s health. A key step is to train managers – not in medical matters, but in attitude and communication. Those who respond sensitively are more likely to address health issues and enable individual solutions. Internal information, awareness campaigns or integration into existing health initiatives can also help.
In addition, clear framework conditions should be created: fertility policies, menopause guidelines or flexible working models make care visible. Technical solutions – such as a protected calendar for doctor’s appointments or digital knowledge platforms – can also make everyday life easier. It is important to note that women’s health is not an isolated issue, but affects almost every female employee at some point in her life. Creating structures means securing the future.
Strategically integrating women's health with Onuava
Onuava supports companies in systematically integrating female health realities into their corporate culture. The platform offers medically sound information, digital video courses, webinars and personal advice on topics such as endometriosis, infertility, PCOS and menopause. Employees gain in-depth knowledge, while HR teams and managers receive support with structural implementation.
In addition, Onuava develops company-specific guidelines, for example on fertility treatments or menopause support. These so-called health policies contain practical standards on communication, working time models, doctor’s visits and support services – tailored to the respective corporate culture. In this way, individual health promotion becomes a strategic resource – with measurable added value for employers and employees alike.
