Is Asia ready for a workplace revolution in reproductive health?

As conversations around workplace inclusion continue to evolve, one area that remains critically overlooked in reproductive health—particularly the impact of conditions like endometriosis on women’s professional lives. While countries like the UK are making strides through proposed legislation that reframes menstrual and reproductive health as legitimate workplace issues, many organisations across Asia still treat such conditions as personal matters rather than organisational responsibilities.

But change is overdue—and according to Dr Dawn Soo, Medical Director for Asia, the Middle East and Africa at Cigna Healthcare, organisations in Asia have a unique opportunity to lead this transformation.

“There is a pressing need across Asia to establish formal recognition and support frameworks for such conditions,” Dr Soo told HRM Asia. “These often have a significant impact on women’s physical wellbeing and their ability to perform at work, yet they continue to be trivialised or misunderstood.”

Endometriosis, which affects approximately one in 10 women globally, is a chronic condition marked by debilitating symptoms such as severe pelvic pain, fatigue, and heavy menstruation. In the UK alone, it is estimated to cost the economy £11 billion (US$14.9 billion) annually in lost productivity. Women with endometriosis often lose up to 15.8 work hours per week navigating symptoms with rigid schedules—schedules not designed for the unpredictable nature of the disease.

Many remain silent at work, fearing stigma, disbelief, or career penalties. As a result, they are forced to work through pain or develop workarounds—like strategic leave-taking or shifting to part-time or freelance work—to accommodate their needs.

“In many cases, women are unfairly judged for taking time off or requesting accommodations,” she pointed out. “Even though the symptoms they experience can be as debilitating as those of many better-recognised chronic conditions.”

From personal struggle to organisational responsibility

A growing number of experts argue that the onus should not be on women to advocate for accommodations, especially when workplace systems are designed around uninterrupted availability. What is needed, they say, is a paradigm shift in how reproductive health is addressed in the workplace.

“Changing the narrative around women’s reproductive health begins with acknowledging that these issues are not just personal struggles,” she said. “They are workplace health concerns that warrant the same attention and support as any other chronic condition.”

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Indeed, the productivity argument is strong. Cigna Healthcare’s International Health Study 2024 found that 92% of working women with high vitality—those who are supported in their physical and mental wellbeing—are enthusiastic about their jobs. “Healthier employees are more engaged, more productive, and more likely to remain loyal to their employer,” Dr Soo added.

To create supportive workplaces, HR leaders can implement practical, actionable strategies, particularly in regions like Asia, where conversations about reproductive health are still in the early stages of development. Dr Soo offered several recommendations:

1. Education and Awareness: “Education is a crucial first step,” Dr Soo advised. Organisations can host sessions with healthcare professionals or advocacy groups to foster understanding. Involving senior female leaders who share personal experiences can further normalise these discussions. Tailoring programmes to women at different life stages—such as young professionals, those planning families, or new mothers—ensures inclusivity.
2. Flexible Policies: Formalising flexible leave policies is essential. Allowing women to manage symptoms through adjusted hours or remote work options can make a significant difference. For example, starting work later to manage morning pain or working from home on high-pain days can improve both wellbeing and productivity. The UK’s Employment Rights Bill, which strengthens flexible working rights, serves as a model for such policies.
3. Comprehensive Health Benefits: Ensuring health insurance covers reproductive health conditions is critical. “Organisations should formalise flexible leave policies that allow women to manage their health without penalty and ensure their health insurance benefits provide meaningful coverage for reproductive conditions,” said Dr Soo.
4. Cultural Change and Training: Appointing female champions or creating support networks can normalise conversations about reproductive health. Training managers to approach these discussions with empathy, focusing on support rather than medical proof, is equally important. “When support becomes part of the organisational culture—and not just a policy on paper—real change begins,” she emphasised.

The role of legislation and global inspiration

The UK’s Employment Rights Bill, currently progressing through parliament, offers a blueprint for change. By mandating gender equality plans for organisations with over 250 employees, including provisions for menopause support and transparency around pay gaps, it signals a shift towards recognising reproductive health as a key workplace issue. However, experts argued it must go further, incorporating menstruation action plans to address conditions like endometriosis comprehensively.

Globally, progressive markets such as the UK and the US offer valuable lessons. “Sharing what’s being done in more progressive markets…can also serve as a useful reference,” Dr Soo suggested. In Asia, where cultural sensitivities may hinder progress, HR leaders can adapt these models by tailoring them to local contexts while advocating for change.

Endometriosis and other reproductive health challenges are more than personal health issues—they are workplace issues that demand organisational accountability. By fostering open dialogue, implementing flexible policies, and investing in education, HR leaders can create environments where women feel safe and supported. As Dr Soo puts it, “By legitimising these health issues within both medical and corporate structures, we can reduce stigma, encourage timely care, and create more supportive, inclusive workplaces that enable all employees to thrive.”