Menopause in the workplace - the benefits of an inclusive approach

Research carried out in 2024 by the World Economic Forum and the McKinsey Health Institute showed that, despite their higher life expectancy, women spend 25% more of their lives in poor health than men. Closing the global gender health gap, the study concluded, could cut this figure by almost two-thirds, which would in turn add at least $1 trillion (£790 billion) to the world economy by 2040. A key way in which countries and employers can capitalise on this significant opportunity is to radically improve menopause support, ensuring it meets every woman’s needs.

Menopause refers to the time from when a woman first experiences menopausal symptoms (this is called the perimenopause) to at least one year after her last period. Although some women have an early menopause, most go through the menopause between the ages of 45 and 55. Menopause symptoms can also affect individuals who do not identify as female, such as transgender men.

In the UK, where the workforce includes a rising number of women, many of whom are extending their careers, the menopause can be a challenge for both the individual and the employer. This is particularly the case if an organisation has outdated attitudes and ineffective support systems, which will invariably undermine productivity and, by extension, overall economic performance. Research conducted by Balance estimates that menopause-related issues have cost the UK economy a staggering £10 billion due to women leaving the workforce prematurely.

An intersectional perspective – the vital ingredient in workplace menopause policies

As awareness of the menopause and its impact on workplace dynamics grows, there is a pressing need to adopt an intersectional lens that considers the varying effects of this natural transition across a diverse workforce. Data from the US SWAN study shows that racially minoritised women are more likely to develop menopause earlier and suffer symptoms for longer – this may be further compounded if racial discrimination and/or cultural taboos are present.

Similarly, women with underlying health conditions may experience more debilitating menopause symptoms. Yet employment policies designed to manage the menopause often take a woefully inadequate one-size-fits-all approach – as a result, many menopausal staff are not able to access the support they need to thrive at work.

Organisations that choose to embrace truly inclusive menopause management practices, on the other hand, are likely to discover the numerous untapped economic advantages of a more equitable workplace, such as reduced rates of absenteeism and burnout, lower staff turnover, higher productivity and improvements in job satisfaction. Inclusive practices also have the potential to foster a positive workplace culture, boosting staff morale and attracting a diverse talent pool. Critically, such policies can help companies recruit and retain emerging millennial leaders, an increasing number of whom are female.

According to research published by Mayo Clinic Healthcare, in their recent e-book ‘Under Pressure: Your Executives’ Health, Wellbeing and Performance’ (L.Meinal, 2025), up-and-coming executives are looking for senior team packages with a strong focus on preventative health, wellness and longevity, including services that support women’s health at every life stage.

Moving towards inclusivity: what business leaders need to do 

By using an intersectional approach to address the menopause challenge head-on, organisations can improve not only individual health outcomes and their own bottom line but also contribute to a more productive and resilient economy.

To make this happen, company directors and senior team members should:

• Develop a cohesive wellness strategy using a codesign process that involves all departments and partners working together.
• Provide leadership training and run workshops to educate all staff on the value of adopting inclusive menopause workplace practices as an integral part of this wider health and wellbeing programme.
• Develop intersectional menopause policies and practical interventions grounded in research that reflects the diverse experiences of employees. Targeted support and menopause-specific workplace adjustments may include flexible working, access to occupational health support and awareness training for line managers.
• Ensure all menopause policies can be monitored and evaluated by tying them to measurable staff wellbeing and business benefits.
• Devise methodologies for economic and social impact measurement and reporting through relevant mediums such as ESG.
• Create or reaffirm an anti-racist gender equality statement. Excellent guidance on how to do this is available from organisations such as Close the Gap.
• Design policies with the aim of normalising workplace conversations about the menopause and eradicating negative stereotypes. Consider periodically creating organisation-wide awareness-raising campaigns about the impact of the menopause using up-to-date anonymised case studies of staff members.
• Communicate the positive impacts of initiatives to staff, customers, partners and shareholders where applicable.
• Lobby the government to urgently invest in research exploring how menopause affects diverse populations. This is much needed to fill the knowledge gap and ensure policy interventions, workplace and healthcare practices are informed by robust data.