Women's Health Benefit Guide · For employers who want to retain and promote women at work · 30+ studies · Assessments of 1,000+ women

Why Your Organisation Needs Differentiated Women's Health Benefits

Organisations today are facing economic volatility and uncertainty on the top line. The first place most look to reduce cost is fixed expense, which puts direct pressure on employee benefits. Benefits need to work harder. At the same time, employers and women have both invested heavily in driving diversity and representation at the workplace, and real progress has been made. But today's benefit landscape is not designed for the unique health needs of women. The result is poor participation in employee benefit programmes, higher attrition, and measurable losses through absenteeism and presenteeism among women.

In This Guide

  1. The Impact: Women are leaving at every level, but the effect is most pronounced at senior ones. The cost to your organisation is significant, both when senior leaders leave, and through the years when productivity is declining but the root cause is never discussed or addressed.
  2. The Root Cause: Today's EAPs do not cater to the unique health needs of women. The system of care for women's health is siloed, when what is actually needed is integrative care.
  3. The Checklist: Six evidence-based criteria to assess the programmes you have and the ones in the market, to see if they actually meet the needs of women.
  4. The Comparison: A detailed score against all major players, with clear ratings and notes on each criterion.
  5. The Roadmap: How to build a women's health programme that actually works for your organisation and saves money. Start with a simple needs assessment, then translate that into the right custom-built programme for you.
  6. FAQ: Questions HR and benefits leaders often ask, starting with: do women really need a different benefit programme?

Summary

Women's health benefits are seeing 6x employer adoption globally. Yet in Singapore, 80% of employers say they should support women's health, but only 2% of employees actually do. This guide covers why you actually need women-specific health benefits, why that gap exists, what you can do to get started, and how to compare cost versus benefit. Your current EAP utilisation is low among women even though 76% of women are not seeking help for their moderate to severe symptoms, leading to up to three months of lost productivity due to absenteeism and presenteeism, and a significant retention gap where at hiring stage there are 49% women but by C-suite only 29%. Each exit at a senior level costs 200% of their salary. So the right programme more than pays back for itself. We have scored six evidence-based criteria for what a good women's health programme could look like and compared key providers globally to guide you on what you should be looking for. We recommend starting with a free needs assessment and a workshop. This guide has been built from 30+ published studies and Srav Health's own data.

Part One

The Impact

The impact of not catering to the unique needs of women through benefit programmes. Women are leaving at every level, but the effect is significantly more pronounced at senior ones. The cost of losing a single senior leader is more than offset by the right programme covering your entire organisation. The hidden cost is the years of lower productivity where 72% of women never share the symptoms they are going through day to day, leading to absenteeism and presenteeism.

Women Are Leaving at Every Level. By the Time They Reach VP, Employers Have Lost the Talent They Spent a Decade Building.

McKinsey and LeanIn have been working on this data every year for a decade and publish their Women in the Workplace report annually. The 2024 edition, their tenth, tracks representation across corporate levels. The headline: 49% of entry-level roles are held by women, roughly equal to men. By senior manager and director, that drops to 39%. By VP, 35%. By C-suite, only 29%. Every one of these women has been invested in. They are highly competitive. They did not suddenly become less competitive. The system has not kept up with their unique needs as the demands on them have increased. (McKinsey & LeanIn, Women in the Workplace 2024)

For every 100 men promoted to manager, only 81 women make the same move. McKinsey calls this the "broken rung," and it has barely shifted in a decade. But the bigger issue is what McKinsey documented in their 2023 report and called "The Great Breakup": for every woman at director level who gets promoted, two women directors leave the company entirely. They are leaving by choice, and in most cases, they are not sharing the complex reasons during their exit interviews. The reasons often include burnout, health issues, an inability to cope with increasing demands. But when you dig deeper, the real issues surface. The challenge is that the environment has not been created to have a conversation around what she is going through, to be able to support her in time. (McKinsey & LeanIn, 2023)

81
women promoted per 100 men at the first step to manager
LeanIn, 2024
2:1
women directors leaving for every one promoted
McKinsey, 2023
200%
of salary to replace an executive who leaves
Center for American Progress

In March 2025, researchers at Stanford University and the Institute for Fiscal Studies published a study using large-scale administrative data. They tracked what happens to women's earnings after a menopause diagnosis and found that women earn 10% less in the four years following diagnosis. We are seeing this pattern on repeat. We saw it first when women fought to be part of the workforce. Then when they fought to be included, and for benefits to support them postpartum. Now this is where women in their thirties to fifties face the same challenge: the overall system is not built to support them, and when health issues interfere with their work productivity, we see greater attrition. (Persson et al., IFS/Stanford, 2025)

"Women now spend up to half their lives in a stage of menopause."

Janet Ko, Menopause Foundation of Canada. FPA/Bayer, Health and Economic Impacts of Menopause, 2025

In Singapore, the NUS Bia-Echo Asia Centre for Reproductive Longevity and Equality partnered with HeyVenus to survey 1,741 working women across five Asia Pacific countries. They found that 67% of women report menopause symptoms disrupting both their professional and personal lives, and that among those affected, over 50% hold mid-to-senior leadership roles. Christina Ang, CEO of HeyVenus, framed the risk directly: unaddressed menopause leads to "loss of experienced mid-career female leaders through disengagement or early retirement, disrupted knowledge transfer and mentorship pipelines, and weakened innovation capacity." (NUS Medicine/HeyVenus, 2025; HRM Asia)

The reality is that this is not a menopause problem that falls off a cliff at fifty. This is a sustained, time-intensified issue. If women have the right system to support them in their thirties and forties, they will not be falling off a cliff in their fifties. These are women who run teams, manage client portfolios, and mentor the next generation of talent. They are deeply embedded in the organisation. When someone like this leaves, the impact goes well beyond her salary. An executive or C-suite exit costs an organisation close to half a million dollars. A women's health benefit programme at $5-15 per employee per month for 200 employees costs $12,000-36,000 a year. Retaining one senior woman pays for the entire programme multiple times over.

The case for change is clear: the lack of support at the workplace for women starting in their late twenties, through their thirties and forties, and into retirement, leads to lower productivity and higher attrition of talent and senior leaders.

The Cost of Replacing Women Who Leave
LevelReplacement Cost (% of Salary)If She Earns $150K
Entry-level30-50%$45-75K
Mid-level50-100%$75-150K
Senior / Manager100-200%$150-300K
Executive / C-Suite200-213%$300K+
Source: Center for American Progress; SHRM

"Unaddressed menopause contributes to loss of experienced mid-career female leaders through disengagement or early retirement, disrupted knowledge transfer and mentorship pipelines, weakened innovation capacity and diversity of thought."

Christina Ang, CEO, HeyVenus Integrated Healthscience. HRM Asia, 2025

A women's health programme at $5-15 per employee per month for 200 employees costs $12,000-36,000 a year. Retaining one senior woman who would otherwise leave pays for the entire programme several times over.

Women Who Stay Are Working at 75% Capacity. Presenteeism Alone Costs 57 Unproductive Days Per Employee Per Year.

Most employers track sick leave and absenteeism because it is obvious and visible. But the bigger cost is what happens when women are showing up but are not able to be 100% productive. That is presenteeism. It impacts their concentration, their output, their decision-making, their ability to manage complex stakeholder situations with ease. All of these are compromised because most of the symptoms women face are psychosomatic and mind-body in nature. They do not just affect a woman physically or psychologically. They are deeply interconnected.

Research published by EHS Today, based on a Global Corporate Challenge study validated against the WHO Health and Productivity Questionnaire, found that presenteeism costs employers roughly ten times more than absenteeism. Employees are absent an average of 4 days per year, but unproductive while physically present for 57.5 days per year. That is roughly three months where someone is at their desk but delivering a fraction of what they are capable of. EHS Today / GCC study; Enhesa, citing WHO HPQ

A 2023 study published in the Menopause journal measured work impairment using the validated WPAI scale across 3,267 postmenopausal women. The results break down by symptom severity:

Work Impairment by Menopause Symptom Severity (WPAI Scale)
Symptom SeverityPresenteeismOverall Work Impairment
Mild4.0%4.3%
Moderate14.5%14.3%
Severe24.3%24.6%
Source: Menopause journal, 2023. n=3,267

A woman with severe symptoms is operating at 75% capacity every day she is at work. The international WARM study found even higher impairment: 30.2% overall work productivity loss and 35.7% daily activity impairment from vasomotor symptoms alone. It is worth noting that vasomotor symptoms do not occur in isolation or because of one singular factor. They are deeply interconnected with the nervous system, hormonal balance, gut microbiome, and inflammatory state. This is exactly what calls for an integrative approach to women's health. WARM Study, Menopause journal, 2025

Imagine a woman trying to be 100% productive while her ears ring with tinnitus, she feels a deep pain in her shoulder, and a tingling sensation runs through her arms and legs. This is not an unusual day for many women in their forties and fifties. It is a regular Tuesday.

A BMJ Open study of 32,748 women in the Netherlands found that 80.7% of menstruating women experience presenteeism, with an average of 23.2 reduced-productivity days per year. That is the equivalent of 8.9 fully lost days per woman, per year. Only 20% told their employer the real reason. This is where, despite all the effort from employers, women are not disclosing what they are going through because the environment and the system have not been set up to receive it. BMJ Open, 2019, n=32,748

"Women in the highest quartile of menopause symptom severity were 15.6 times more likely to have an adverse work outcome compared to those in the lowest quartile."

Dr. Stephanie Faubion, Director of Mayo Clinic Women's Health. Mayo Clinic Proceedings, 2023, n=4,440
Annual Economic Cost of Menopause by Country (USD)
Global
$150B
US (total)
$26.6B
Japan
$12.0B
Australia
$11.0B
Germany
$9.9B
Canada
$3.3B
UK
$2.0B
Singapore
$110M+ est.
Sources: FPA/Bayer, 2025; Mayo Clinic, 2023; AARP, 2024

"Menopause at work is not solved with a poster, and it is not solved with silence. It is handled like any health issue that affects work."

Progevita, Menopause at Work: Invisible Cost, 2026

What makes this worse is that the problem does not stabilise over time. Hologic and Gallup have tracked women's health globally for five years across 145,000 respondents in 144 countries. Their 2026 index shows the global women's health score sitting at 54 out of 100, unchanged from Year One. Women aged 61 and older are the only age group whose emotional health scores got worse across all four measures: stress, worry, sadness, and anger. The data suggests that without structured support, women's health outcomes get progressively worse over the course of a career, not better. Hologic/Gallup GWHI Year 5, 2026, n=145,000+

"Health is everything. If you're healthy, you're productive. You can stay active, achieve your goals and live your life."

Hologic/Gallup Global Women's Health Index, Year 5, 2026

Part Two

The Root Cause

Today's EAPs do not cater to the unique health needs of women. The system of care for women's health is siloed, when what is actually needed is integrative care.

EAP Utilisation Sits Below 5% Among Women. Wellness Budgets Are Growing. Employee Satisfaction With Benefits Is Falling.

The root cause is that today's EAP programmes do not cater to the unique health needs of women. The system of care for women's health is siloed, when what is actually needed is integrative care.

EAP utilisation today sits at an abysmally low 3-5% among women. Wellness budgets are growing year on year, yet employee satisfaction with these benefits has been continuously falling. If you are a benefits leader reading this, you have probably seen this pattern already and are frustrated. Every year, your organisation adds another programme or vendor. The budget grows. The engagement scores keep declining. You are suffering from point solution fatigue.

3%
average EAP utilisation rate. 93% of companies offer one. Half of workers don't know it exists.
Meditopia, 2025
20+
wellness point solutions the average employer manages. Only 30% show measurable ROI in isolation.
Shortlister; BSI
48%
of employees felt their employer cares about their mental health (2025). Down from 54% a year earlier.
Wellable, 2026

Maven Clinic's 2026 annual report, surveying over 7,000 HR leaders and employees across four countries, captured precisely why this is happening. Employers increased women's and family health benefit offerings by 39% year over year, while the share of employees who said those benefits support them "very well" dropped 10%. The gap is between what is being offered and what employees specifically need. Preconception support confidence fell from 65% to 56%. Fertility from 55% to 49%. Adoption from 46% to 39%. This shows where benefits are actually being served, and exposes a significant gap where benefits are actually needed: continual, integrated support that is not being offered at all. (Maven Clinic, 2026)

Benefits consultants point to several explanations. First, there is point solution fatigue. A meditation app from one vendor, a fertility benefit from another, a menopause webinar from a third, a mental health chatbot from a fourth. Too much to choose from, but nobody is bringing all the aspects of a woman's health together. Each vendor looks at health in a siloed way instead of interconnecting all aspects of health for the target cohort. The average employer now manages over 20 point solutions: one for the wellbeing calendar, another for workshops, another for a women's health specific clinic, and so on. According to Tendo Health, 84% of benefits consultants say their clients are experiencing this fatigue, and 63% report clients are actively exploring how to consolidate. (Tendo Health; Shortlister)

The reality is that many HR and benefits leaders know what is needed but are hesitant to surface it in commercial leadership meetings. Even today, senior decision-makers in many organisations hold a dated perspective on whether women-specific benefits are even necessary. So even though there is a shared reality, a shared need, and data showing it clearly, that specific point does not get raised. This is especially true in Asia, where, for example, in Singapore there are zero employers with a targeted integrative women's health benefit programme.

In Singapore, the gap between intention and action is striking. Aon's 2026 Human Capital Trends Study, surveying 2,361 leaders across 62 countries, found that 80% of Singapore employers believe they should be supporting women's health, but only 2% of Singapore employees say they actually receive it. That is a 78-point gap, the widest seen in any benefit category. Not surprisingly, 76% of women do not even seek support for their moderate to severe symptoms because they know that support is not easily accessible or available, or for fear of judgement. We go into this more in the next part. (Aon 2026 HC Trends, p87-88)

"Women's health needs often outpace traditional benefit plans. Unmet needs don't just show up in medical claims. They affect disability trends, absences, workforce participation."

Marsh McLennan Agency, Women's Health at Work, 2026. MMA is part of the world's largest insurance broker.

When the world's largest insurance broker frames women's health as a "business continuity concern beyond employee wellness" and calls specifically for "coordinated care," the market signal is clear. As we have seen, when women's health issues aggregate over time, they lead to significant productivity decline day to day, and then to attrition that costs organisations hundreds of thousands of dollars. The Kearney [w]Health Employer Index, released May 2026 with UNFPA, found that only 65% of organisations are advancing women's health support at all, and just 29% offer menopause-specific support. But the reality is that women's health benefit adoption is seeing exponential growth, with 6x adoption globally between 2023 and 2026. In the West, many women are even choosing employers based on the benefits they provide. It is only a matter of time before this becomes a deciding factor in Asia as well. (Kearney/UNFPA, 2026; PwC/Mercer, 2026)

72% of Women Hide Their Symptoms at Work Because Disclosure Hurts Their Career

72% of women hide their symptoms at work because disclosure hurts their career and the workplace is not set up to receive it. Manager training is lacking. Women's hormonal health at work is where mental health was ten years ago, and where pregnancy was thirty years ago. When mental health was taboo, nobody used the EAP either, and employers read that as "our people are fine, they will just manage it." When pregnant women were considered unemployable, nobody asked for maternity benefits because the asking itself was career-ending. The same dynamic is now playing out with women across age ranges, whether postpartum, perimenopause, or menopause. These are just labels. The reality is that women's health is not just a life stage. It is a complex mind-body, multi-system mechanism which needs continuous calibration and input.

According to Catalyst's 2024 survey of 2,892 employees across eight countries, 84% of women want more menopause support at work. But the workplace culture, the clinical awareness, and the manager training are not there yet. There is simply not a safe space to engage with these types of conversations. And commercial leaders tend to continue to be old school, challenging their HR teams on why they are not hitting their DEI numbers while not investing in the infrastructure that would actually retain the women they have already developed.

Catalyst found that 72% of women have hidden menopause symptoms at work. Not because the symptoms are mild. They may be moderate to severe. But 35% perceive a stigma against discussing menopause in the workplace. 93% report moderate or severe impact on work performance but do not find a safe space to discuss it or benefits that can help them. This whole mindset shift of supporting women's health is multi-tiered, because it directly backs women, but also creates an organisational culture to support women through these transitions, ultimately leading to higher productivity, higher retention, and higher engagement rates at lower costs overall. (Catalyst, Closing the Menopause Support Gap, 2024)

Deloitte's 2024 Women @ Work study found that only 19% of women felt supported by their employer after disclosing symptoms, down from 30% a year before. The CIPD surveyed over 2,000 women aged 40-60 and found that among those who took sick leave for menopause symptoms, only 25% felt able to tell their manager the real reason. The reasons are telling: 45% cited privacy concerns, 34% cited embarrassment, and 32% said their manager would not be supportive. So the absence gets logged as a cold, a migraine, or a personal day. The employer is never able to connect the dots to see the real pattern. Perhaps even the women themselves do not. And so the loss in productivity continues. (Deloitte Women @ Work, 2024; CIPD, Menopause in the Workplace, 2023)

In Deloitte's 2025 report, only 10% of women believe their manager would know how to respond to menstrual health or menopause concerns. That in itself is highly stress-inducing and stigma-causing. Nearly 90% believe managers would view them negatively if they disclosed symptoms. (Deloitte Women @ Work, 2025, n=7,500)

"We assume universal coverage means universal access. But for women, the system is still hard to navigate, still slow to respond and still gatekept."

Hologic/Gallup Global Women's Health Index, Year 5, 2026

The clinical care system compounds the problem. BCG's 2025 analysis found that 95% of women are never offered treatment by their physician. Only 29% seek care at all. Of those who do, 35% require four or more visits before symptoms are correctly linked to any specific cause. Less than 1% of actively licensed US doctors are certified in menopause care. In New York, there are roughly 200 certified doctors for 4.5 million women over 45. These numbers look far worse for Asia and Singapore. (BCG, Closing the Menopause Care Gap, 2025)

In Singapore, 70% of women with moderate-to-severe symptoms have not sought care. The NUS MARIE-Singapore qualitative study found that GPs lack training in menopause management and showed reluctance prescribing HRT, or even being able to fully educate women on the specific needs they have and the lifestyle shifts they may need to integrate to continue thriving. Women reported feeling dismissed. Research by Srav Health shows that 76% of women feel unsupported or dismissed when they talk about their symptoms to their healthcare provider. (KKH, 2025; Annals of Singapore, MARIE-Singapore; Srav Health, n=106)

The demand is already there. Women are asking for it. Organisations need it. 84% want more support at work (Catalyst). 90% of APAC employees say a menopause-friendly policy would benefit their organisation (NUS/HeyVenus). What is missing is a systematic, integrative infrastructure to deliver it, and employer adoption enabled by ease and systems.

"Menopause education ought to be treated like puberty or pregnancy education."

Dr. Ekta Kapoor, Mayo Clinic. FPA/Bayer, Health and Economic Impacts of Menopause, 2025

"The cost of the service is insignificant compared to what we spend on absence."

Employer client of Peppy Health. Peppy/Mott MacDonald case study

Part Three

What Does a Women's Health Programme That Actually Delivers Look Like? Six Criteria, Scored 1 to 5.

We have developed six criteria and scored them so that you can assess where you are on the journey. Based on our review of published outcomes from over 30 sources, combined with clinical evidence and employer feedback, we have identified these criteria and rank different programmes according to them.

01
Integration Across Modalities
Does it coordinate care across body systems, or treat symptoms in isolation?

This is a foundational criterion for any successful programme supporting women's health. It evaluates whether care is coordinated across multiple modalities or is treating symptoms in isolation.

A woman going through insomnia might see her GP. At the same time, she may be seeing a psychologist or psychotherapist for anxiety and burnout, a gastroenterologist for bloating, and a physiotherapist for joint pain. But the reality is that all these symptoms are deeply interconnected and need a joint protocol. Each practitioner should not just be treating what is in front of them. They need to see the full clinical picture and connect the dots. Because clinically, these symptoms share a single root, and care should be coordinated across all providers who are supporting the woman through her journey.

In this example, her root cause could be related to declining estrogen, nervous system dysregulation, or gut microbiome disruption. Each of these requires a coordinated protocol. In many cases, we see multiple systems out of balance rather than a single one, and a multi-modality approach tends to be far more effective than siloed, single-treatment care. A review analysing 688 studies confirmed that when estrogen drops, inflammatory markers rise, adaptive immunity shifts, and the downstream impact touches every major system. But underlying conditions like anxiety or perfectionism, which may have already existed, tend to come more to the surface and require attention as well.

Take the gut as another example. There is a subset of gut bacteria called the estrobolome that controls how much estrogen gets reabsorbed into the body versus excreted. When gut health deteriorates, estrogen regulation deteriorates with it. A 2023 meta-analysis established a causal relationship between gut microbiome disruption and estrogen-related conditions like PCOS, as well as mental health conditions like low mood, anxiety, and depression. This is a complicated intermix of multiple symptoms. If treated in silos, they may offer short-term bandages but not long-term care. The woman needs to understand it, and her care providers also need to understand it and work as a system. Today, we see women on a cocktail of drugs: antidepressants, birth control pills, steroids, each acting on a specific symptom by itself, but not really helping her in the long term or resolving the situation.

According to a BJOG systematic review (De Corte, 2025), endometriosis takes 7-10 years to diagnose. Monash University found PCOS takes 2+ years, with 47% of women seeing three or more practitioners before getting an answer. Biote's 2025 survey of over 1,000 women found that 40% were misdiagnosed during perimenopause, and over half were treated for anxiety or depression when the underlying driver was hormonal transition. We see these misdiagnoses and delayed diagnoses significantly reduce or be totally eliminated when the care protocol and the clinical team is a multi-modality team instead of single, siloed, one-off care. The care needs to be proactive, integrative, preventive, lifestyle-driven, and focused on building self-sufficiency. (BJOG, 2025; Monash University; Biote, 2025)

What a score of 5 looks like: Multiple clinical modalities working together as a team with the patient, not in silos. The care team tracks the patient's protocol, progress, outcomes, and symptoms together. Any overlaps or drug contraindications are discussed as a team.
What a score of 1 looks like: A single modality, one-off. Content or education only. No clinical coordination between providers.

02
Anonymity and Privacy
Can women use the benefit feeling safe, without stigma or shame?

We covered this in Part Two, but creating an environment where a woman feels safe to express what she is going through and the care and support she needs goes beyond manager training. It is the assurance to her that her private health data will not be shared with anyone, and that she is completely anonymous and safe. Time after time, this comes up as the single most important factor in platform adoption, whether it is an employer benefit or direct to consumer.

Catalyst's 2024 survey found 72% of women had hidden symptoms at work. The CIPD found 45% cited privacy as their primary reason for not telling their manager. Deloitte's 2024 Women @ Work report found that 16% of women who did disclose menopause as a reason for time off said it negatively affected their career. And we know this. We have heard women say "I was treated differently after my pregnancy." These are not loud, overt biases. These are silent biases that creep in. We need to create an environment through training and through providing women the confidence of anonymity, so that these biases will not affect their career. In fact, quite the opposite: they should receive the support they deserve to further advance their career without feeling the burden of the health challenges they face day to day. (Catalyst, 2024; CIPD, 2023; Deloitte, 2024)

Any programme offered by employers should be PDPA, HIPAA, and GDPR compliant, and that is just a baseline. The programme's architecture should make individual identification structurally impossible.

What a score of 5 looks like: Women sign up directly. No manager involvement, no referrals needed. Employer only receives aggregate dashboard-level data. The architecture of the system prevents any individual identification.
What a score of 1 looks like: Requires manager referral or employer approval. Individual participation and specific details are visible to HR.

03
Practitioner-Led, Not AI-Only
Two-thirds of women report not trusting AI-based care. Women's health is complex, requires multiple modalities, and deep context.

According to Pew Research Center data cited in SVB's 2026 Innovation in Women's Health report, two-thirds of women say they would have less trust in a provider who relies on AI. At the same time, Maven's 2026 survey found that 81% of employees have already used AI for health information, 33% took action based on what it told them, including changing medications and scheduling procedures, and 88% of HR leaders are concerned employees may act on inaccurate AI guidance. Maven also found that 70% of employees took action after seeing HRT advertisements online, often before talking to a clinician. (SVB/Pew Research Center, 2026; Maven, 2026)

So there is a real tension and a real concern here. Women do not want AI making health decisions for them, and neither do employers, but they are doing so in the absence of anything better, which may be leading to suboptimal consequences. The role of AI in a well-designed programme is behind the scenes: supporting practitioner-led care, supporting behavioural algorithms to encourage the right lifestyle changes, and longer-term pattern recognition. The relationship a woman has with her practitioner and care team, who knows her case, who knows her data, who knows her history, and has gone beyond surface-level symptoms to really understand where that woman is in her journey, will beat AI-led outcomes every time. And that is what we see. A woman's trust is directly correlated with the outcome she gets. And that trust sits within human care, supported by AI.

What a score of 5 looks like: Dedicated practitioners with AI working behind the scenes on plan generation and symptom tracking. The woman's primary relationship is with her human clinician.
What a score of 1 looks like: Chatbot or content library with no access to qualified practitioners. AI is the only interface or the main interface.

04
Full Journey: Closed-Loop System From Awareness to Continuous Clinical Care
Does the platform cover the full spectrum from awareness to deep clinical care, or does it stop at education and one-off sessions?

When most organisations say they offer women's health support, they mean a webinar during International Women's Day, maybe a panel discussion, or a one-off workshop. These create some awareness, but they do not create any long-term effective impact. They do not create the feeling or the change where a woman thinks "I now understand what is going on, and I feel in control to be able to not only improve my symptoms, but start thriving at work."

Intellect, Singapore's leading mental health platform, is a useful comparison here. Their model moves progressively from a self-care app to coaching to therapy to psychiatry to crisis intervention, and they report 30-40% utilisation compared to 1-3% for traditional EAPs. Intellect does not cover women's hormonal health or other aspects of women's health, but their escalation architecture demonstrates something important: when people have a pathway that deepens based on their specific need, they actually end up using the benefit. Women's health programmes need an even more progressive structure: education leading to assessment, leading to care, leading to coordinated treatment, leading to ongoing tracking and referral pathways. (Intellect)

What a score of 5 looks like: A clear pathway from awareness through education, structured assessment, personalised planning, practitioner-led care, and ongoing tracking.
What a score of 1 looks like: Education or content only, with no in-person care or full pathway built in.

05
Early Identification Before Crisis
Is the benefit plan built so that it catches problems early, or does it wait for women to self-diagnose or hunt for solutions?

We covered the diagnosis delay data in criterion one, but it is worth restating here through a different lens. We know that some key issues in women's health take years to diagnose. Endometriosis takes 7-10 years. PCOS takes 2+ years. Adenomyosis takes 11+ years. And the reality is that 40% of women, as found by Biote, are misdiagnosed entirely, and over half are treated for depression or anxiety when the underlying cause is something else. One menopause specialist reported that roughly 70% of her patients had been offered antidepressants by their GP instead of a hormonal evaluation. These delays happen because no one is looking at the integrative mind-body system early enough.

A structured health assessment and a clinical care panel will totally change this, along with education. When women start understanding their own body, they start connecting the dots. When a woman completes a detailed intake, her symptoms are mapped across the nervous system, hormonal axis, gut, inflammatory markers, and mental health together, and patterns start emerging which a fifteen-minute GP visit will miss. Women who need clinical support get flagged before they reach the point of reducing hours, quietly looking for another job, or switching projects. For the employer, the cost comparison is straightforward and highly positive: coordinating a woman's care leads to a fraction of the cost compared to replacing her or absorbing the loss in productivity. As we have seen, at senior level that replacement cost is 200% of salary.

What a score of 5 looks like: A proactive, structured, integrated system that does a systemic intake to identify which systems may be dysregulated, and has a care team to work with the woman instead of just reacting to crisis.
What a score of 1 looks like: Purely reactive. Waits for the employee to self-identify, self-diagnose, and seek care.

06
Active Engagement Design
Does the platform drive participation, or is it just available with no specific targeting, visibility, or reason to engage?

The reason EAPs sit at 3% utilisation is not that employees do not need help. It is that employees get onboarded once a year or when they join the company, and then that is it. It is left to the employee to figure out, to recall, to dig up that phone number or website. There is no reason to engage. When you are going through a crisis or a chronic condition, the whole idea is for help to be really visible and easily accessible, because you just do not have the cognitive bandwidth to be searching for solutions.

Compare that to Peppy, a UK-based women's health platform that reports 30-40% utilisation and has peer-reviewed outcomes published in Maturitas (2024, n=11,870): 15% work impairment reduction in 90 days, 58% severe symptom reduction at 180 days, and 74% of users feeling more positive about their employer for offering the service. (Maturitas, 2024)

Srav Health outcomes are even better. A case study published in July 2026 tracks the improvement of a woman facing severe symptoms of gut health issues, anxiety, moderate depression, and low productivity at work. Within twelve weeks, she saw total elimination of her anxiety and depression, sugar cravings, and bloating, and reports feeling engaged and meaningfully involved at work. That is the kind of transformation we want to see women go through.

When you look at what Peppy, Fertifa, Srav Health, and Intellect do differently from a traditional EAP, it comes down to how often and how visibly the programme shows up. The whole rhythm is about recurrence: workshops, calendars, having someone easy to reach out to on a weekly basis, community spaces where women can share experiences, daily symptom and habit tracking with a full feedback loop, interconnection with other sources of data like Oura Ring and Fitbit. This really creates an ecosystem of care which stays top of mind. Leadership also needs visibility to champion adoption of these benefits. Fertifa's case studies show what happens when this is done well: Monzo achieved 10% employee registration, Bain Capital hit 20% access rates with 40% of employees claiming reimbursement. Deloitte's analysis of wellbeing programme ROI found that for every GBP 1 invested, employers see GBP 4.70 back in productivity gains. And the number on women's health looks much higher. (Fertifa case studies; Deloitte, 2022)

What a score of 5 looks like: Recurring workshops, community, clear calendar, ability to book sessions and have a care provider available within 48 hours, continuous symptom and habit tracking, providing employees multiple entry points into the care system and remaining top of mind.
What a score of 1 looks like: A phone line or app download mentioned once during onboarding, with no follow-up, no visibility, and no recurring touchpoints.

Part Four

Srav Health vs Intellect, Maven, Peppy, Zora, EAPs, and Workshops. Scored on All Six Criteria.

We compared the key providers in the landscape today against the criteria we developed. The providers in the integrative women's health space are limited. In fact, there is no other provider in this space other than Srav Health. So we have picked up Intellect, Maven Clinic, Peppy, Zora Health, traditional EAPs, and ad-hoc workshop providers, and scored these seven programme types against the six criteria. The scores reflect publicly available product information, published outcomes, and clinical model analysis. This is an internal assessment, and we welcome any correction or updates. This comparison has been done keeping Singapore and APAC in mind.

Women's Health Programme Comparison: Singapore & APAC
Programme Type Srav Health Intellect Maven Clinic Peppy Zora Health Traditional EAP Ad-Hoc Workshops
Focus Integrative women's health Mental health Reproductive lifecycle Menopause + fertility Fertility navigation Generic counselling Awareness only
Geography SG, EU, US SG, Global US, UK, CA, IN UK, expanding SG Global Any
1. Integration Multi-modality coordination 56 modalities, shared records, sequenced protocol 2Mental health only, no hormonal/gut/immune 3Western medicine + coaching, no integrative 2Nurse-led education + support, limited clinical 1Fertility only, single focus area 1Generic counselling, no women's health 1Awareness only, no clinical component
2. Anonymity Privacy and data protection 5Aggregate only, PDPA compliant, no employer access 4Strong privacy, zero-knowledge encryption 4HIPAA compliant, aggregate reporting 4ISO27001, SOC2, GDPR, aggregate only 3Standard privacy, limited detail on architecture 3Confidential but often employer-referred 5No individual tracking at all
3. Practitioner-Led Human clinical judgement 5Dedicated practitioners, AI behind the scenes 4Coaching + therapy + psychiatry escalation 4Large clinician network, virtual visits 3Nurse-led, some specialist referral 3Navigation support, clinic referrals 3Counsellors available but generic 2External speakers, no ongoing clinical
4. Full Journey Awareness to clinical care 5Education > assessment > 12-week protocol > tracking > referral 3App > coaching > therapy > crisis. Strong escalation, not women's health 4Full reproductive lifecycle, virtual clinic model 3Education + nurse support, limited clinical depth 2Fertility navigation only, narrow scope 1Reactive counselling, no health journey 1One-off events, no continuity
5. Early ID Proactive assessment 553-question assessment across 5 body systems 2Mental health screening, no hormonal/physical 3Risk screening for pregnancy, some triage 2Symptom checkers, nurse triage 2Fertility-specific intake only 1No proactive assessment 1No assessment component
6. Engagement Active participation design 5Workshops, tracking, community, health calendar, manager training 4Daily app, coaching nudges, manager training 3App-based, employer dashboard, moderate touchpoints 3Chat-based support, some employer events 2Consultation-based, limited recurring 1Phone line in onboarding packet 2Event-based, no continuity between sessions
Total /30 30 19 21 17 13 10 12

Scores reflect Srav Health's internal assessment framework, August 2026. Based on publicly available product information, published outcomes, and clinical model analysis. Intellect is an excellent mental health platform. It does not claim to address women's hormonal health. Maven and Peppy are strong in their markets. Neither operates in APAC with local practitioners.

Internal assessment, Aug 2026. sravhealth.com/employer-guide

Intellect scores very well on privacy and engagement because they have built a genuinely strong mental health platform, but they do not cover women's integrative health and do not play in that category. They are mental health only. Maven, which is a US-based company, scores highest among global women's health players on journey depth and clinical coordination, but they do not operate in Asia Pacific with local practitioners or provide care to employers in APAC. Peppy, also a US-based company, has strong published outcomes in the UK but is still expanding internationally. Zora Health is based in Singapore and covers fertility navigation specifically, but not the broader spectrum, and it is not integrative care. Traditional EAPs and one-off workshops score very low across the board because of all the criteria and explanation we have discussed: they lack integration, they lack actual conversion to usage, and they lack longitudinal outcomes.

Srav Health is the only programme in this comparison that provides integrated, coordinated women's health clinical care across multiple modalities with APAC-based practitioners, covering the full journey from education and awareness, to treatment and care, to outcome and symptom tracking, follow-up care, a full wellbeing calendar, integration of data, and full anonymity.

Part Five

How to Build a Women's Health Programme That Saves Money. Start Small With a Free Needs Assessment, Scale Based on Your Unique Needs.

Every organisation we have spoken with has the same concern: "We do not want to buy a full programme before we know the scope of the problem. We may have budget challenges, and management may not be open to increasing the budget for something specific to women's health." Our response: assess your need, pilot a programme, and that will prove whether you need it, what type of programme fits, and the cost-benefit analysis. Ten out of ten cases, we see full adoption post pilot.

Each step generates data and learning that informs how to design the next stage. You can take a pause at any point.

Step 1
Needs Assessment
An anonymised survey of your female workforce to understand what the unmet needs are and what kind of care support they really need and will appreciate. You also do a comparison and assessment of current EAPs in the system, what could meet the need, and what is lacking. You understand the costs associated with productivity and retention versus how much you are currently paying for EAP benefits.
Free. No obligation. 2 weeks.
Step 2
Awareness Workshops
Manager training, health calendar events, integrated multi-modality workshops to understand the kind of uptake and interest. These could be lunch-and-learns, panel discussions, or hands-on sessions. Remember, workshops alone are one-off and do not create the long-lasting impact your organisation really needs.
Per session. Quarterly or monthly.
Step 3
Baseline Access for All
Everyone gets access to a baseline: protocol development, one conversation every quarter, educational and programmatic content, and access to community. This creates the foundation and identifies who needs deeper support.
Low PEPM. Employer-funded.
Step 4
Targeted Care for High-Need Groups
You identify high-need groups and offer a more targeted, multi-modality, multi-week programme covering Functional Medicine, Clinical Nutrition, Clinical Psychotherapy, Ayurveda, TCM, and Breathwork. Funded via flexi-benefits, insurance, and employer subsidy.
Co-pay or subsidised. 12-week cycles.
Step 5
Embedded Programme
Full integration: symptom tracking, habit tracking, data integration, dashboards for HR, annual health calendar. You are able to track your DEI goals and productivity goals against the input, usage, and engagement of the specific benefit.
Annual PEPM. Continuous.

Most organisations start at Step 1 and Step 2, which is the needs assessment and a few workshops, and that is exactly the right thing to do. Once you see that 67% of your female employees are reporting symptoms disrupting their work, as the NUS 2025 study found, and that 70% have not sought care, as the KKH 2025 study found, the question shifts from "should we do something" to "how do we create a custom programme that is right for our population of employees."

Singapore Spotlight

In Singapore, 80% of Employers Want to Support Women's Health. Only 2% Actually Do.

Singapore ranks sixth globally on the Hologic/Gallup Women's Health Index. 97% of women feel safe walking alone at night, the highest in the world. But safety is very different from health support. The data on women's health benefits in Singapore tells a very different story.

Singapore: The Aspiration-to-Delivery Gap
80%
of SG employers say they should support women's health
Aon, 2026
2%
of SG employees say they actually receive women's health benefits
Aon, 2026
70%
of SG women with symptoms have not sought care
KKH, 2025
Sources: Aon HC Trends, 2026; KKH, 2025

There is not even a single integrated women's health vendor in Asia Pacific for corporate buyers. Zero. As we have seen, the providers are very specifically mental health or fertility focused. We have not progressed to what the US and UK are seeing, where the UK has actually mandated that employers must provide women's health support. Singapore has this opportunity to lead the curve before we start falling behind, and these numbers start reflecting in employer performance and DEI outcomes.

What makes Singapore unusual is that the infrastructure to deliver women's health benefits already exists. There are TPAs like IHP and Tribe that support flexi-benefit configurations. Brokers like Aon, Mercer, Lockton, and Pacific Prime manage employer benefit renewals across the market. The infrastructure is there. The rails are there. What has been missing is an integrated women's health product built for this region, with local practitioners, that plugs into these existing systems and understands the Asian context.

The regulatory environment is shifting as well. Singapore's Workplace Fairness Act, passed in January 2025, explicitly prohibits discrimination based on sex, pregnancy status, and caregiving responsibilities. While it does not mandate menopause-specific support the way the UK's Employment Rights Act 2025 does (menopause action plans required for 250+ staff by 2027), the direction of travel is very clear. Singapore tends to follow closely the best global practices. Employers who build this capability ahead of time will be the ones winning the talent war.

"Women spend more than 40 per cent of their reproductive years in the workplace, making their health a critical factor for their participation in the workforce."

Mariarosa Cutillo, UNFPA. Kearney/UNFPA [w]Health Employer Index, 2026

Part Six

Common Questions HR and Benefits Leaders Are Asking About Women's Health Programmes

Do we really need a specific women's health provider?

We have seen the data that women tend to spend more time in poor health than men, and their productivity is significantly impacted due to their symptoms. They are engaging poorly in current EAP benefits. There is enough data on two key aspects. First, women require integrative, women-specific health care. Second, the utilisation of current programmes is low, indicating they are not meeting this need. So yes, the straight answer is you do need specific women's health benefits, without which your current EAP money is actually getting wasted, and you are also losing money on top with loss in productivity and attrition of talent.

How is this different from our existing EAP?

EAPs are reactive. They are generic and report a utilisation of 3-5%. They are not designed for women's health as they are not coordinated care, do not promote active engagement, and do not deliver outcomes. Programmes specifically mindful of women's health see 30-40% utilisation because they address needs that EAPs structurally cannot. Srav Health has seen that when you address this specifically, you see significant improvement in productivity and engagement in just a twelve-week period.

What does "integrative" mean? Is this alternative medicine?

Integrative does not mean alternative. It means coordinated. It means looking at the mind-body complex and multiple body systems like the gut and estrobolome, the nervous system, hormonal axis, inflammatory state, and mind-body connection, and addressing them together. It also means looking at the protocol holistically: multiple levels of psychotherapy, breathwork and CBT, lifestyle interventions around nutrition, movement, supplementation, and daily rituals, rather than just a prescription to fix it. It also means the care team is coordinating so that there are no contraindications, and you see a step-level improvement in outcomes.

Will our company see individual employee health data? What kind of reporting is available?

At an HR or aggregate level, you will be able to see utilisation, how it has impacted productivity, how it has impacted engagement, what types of services women are using more or less of, the NPS score and feedback on different services, and the cost and ROI attached to each. What you will not see is any individual employee-related specific symptoms or anything which gives away the anonymity of the employee. This is what also drives high engagement. According to Catalyst (2024), 72% of women hide symptoms at work, and 45% cite privacy as the top barrier.

What does this cost? How does pricing work?

As mentioned above, it is very important to start with the needs assessment so you are able to work through a pilot and then build on that to really meet the actual and specific needs of your population cohort. Pricing depends on what you need, with a baseline of per employee per month, and then it is dependent on actual usage.

Can employees in other countries access this?

Absolutely. Srav Health is available in 30+ countries with 100% virtual capability. We have a mobile app and a web app, so employees can get started tomorrow with the ease of a click. Virtual-first delivery closes the access gap directly.

What type of adoption is women's health benefit seeing?

Women's health benefit adoption is seeing the kind of growth that mental health did during and post COVID. We are seeing 6x adoption by employers and also of specific care that is integrative and embedded. The market has already developed in the US and UK. Employers who adopt later will have to work with solutions that have already evolved and standardised. But early adopters have the advantage of actually co-shaping the solution and getting a higher return, where newer players like Srav Health are open to customising and personalising the solution to the specific needs of the employer.

Start With a Conversation

We offer a free, no-obligation needs assessment for your workforce. See the data before you commit to anything.

WhatsApp +65 8725 3112 priyanka@sravhealth.com