Women’s networks can be a powerful source of connection, insight and career development, but they should not be expected to carry responsibility for gender equality or women’s health on their own. This article explores what makes a women’s network genuinely effective, from executive sponsorship and meaningful budgets to recognition, influence and a clear connection to wider organisational strategy.

Many organisations are doing more on women’s health, but the work is often scattered across HR, Wellbeing, EHS, employee networks and passionate volunteers. This article explores why shared responsibility still needs clear accountability, and why women’s health needs senior ownership, a clear strategy and better connection to talent, leadership and employee experience.