A short disclaimer if I may about the menopause: I am an ally, I am inquisitive, but I am not living it. I recently posted on LinkedIn about this subject, about how I am seeing first-hand how the menopause is impacting my wife, and was overwhelmed by the response. However, one thing that was missing was the voice of more men, which I would like to change. And change is the theme…
We all say change is the norm, it’s a constant, particularly when it comes to the commercial world: organisational restructures, strategy resets, digital transformation, AI, hybrid working - most workplaces operate in a near‑constant state of flux. We plan for it, resource it and train our leaders to guide people through uncertainty. Navigating change is no longer optional; it’s a core leadership skill.
And yet, there is one inevitable change we still struggle to address with the same openness and intent: the menopause.
Every woman who lives long enough will experience the change called the menopause, often preceded by years of perimenopause. We aren’t talking about some niche wellbeing topic - it’s a universal life‑stage transition that often coincides with peak professional responsibility. Despite this, the menopause remains widely misunderstood, minimised or quietly endured in the workplace.
We have come to expect disruption with organisational change. We accept that confidence may dip, performance may fluctuate, and people will need clarity, empathy and time to adapt. We normalise human responses to this kind of change.
And here’s the thing – the menopause is no different. The menopause is change - biological, psychological and emotional. It can affect sleep, concentration, memory, confidence, energy and mood. For some women symptoms are manageable; for others, they are profound and long‑lasting. Importantly, the experience is highly individual - something any experienced leader already understands when managing organisational change.
Yet culturally, the menopause has been treated as something to manage privately. Push through. Don’t make a fuss. Silence has become the default.
That silence is no longer sustainable—and increasingly, it’s no longer legally safe.
Menopause support is moving via legislation from “good practice” to leadership accountability. The UK Employment Rights Act 2025 (Duties of employers relating to equality, S33) signals a significant shift, with menopause explicitly referenced and large employers (250+ employees) expected to introduce menopause action plans from 2027. It is worth noting that UK employers already have responsibilities under existing legislation. While the menopause is not a protected characteristic in itself, unfavourable treatment linked to menopausal symptoms can amount to sex, age or disability discrimination. Employers also have duties around health, safety and wellbeing at work.
This matters because the cost of getting it wrong is real: confidence eroded, experience lost with talented women leaving work unnecessarily. The business case could not be more convincing1:
- More than 4.5 million UK women are now in perimenopause or post-menopause, comprising nearly 15 per cent of the national workforce
- Estimates indicate employers lose up to 13.8 working days annually per female employee from menopause-induced absenteeism and presenteeism
- When multiplied across affected staff, lost productivity traced to menopause transition costs UK companies over £10.5 billion each year.
The menopause is not driving people out of organisations—poor organisational responses are.
And this conversation doesn’t stop with women.
Men also experience age‑related hormonal change, often referred to as andropause, which can affect energy, motivation and mood. While different in nature, it reinforces a simple truth: we do not leave life at the door when we go to work. Change across the lifespan affects everyone. And change is inevitable.
So what does good practice look like?
It starts with awareness. Leaders don’t need to be medical experts, but they do need to understand the menopause as a normal life transition with potential workplace impact. Education reduces stigma and creates permission for conversation. This education needs to extend into people managers who can have a significant impact on an employee’s sense of value, purpose and belonging.
It continues with flexibility and trust. Practical adjustments—flexible working, temperature control, rest breaks, understanding around sleep disruption or cognitive overload—can make a meaningful difference. These are not special concessions; they are reasonable, inclusive responses to human need.
How MindForward Alliance Can Help
At MindForward Alliance, we help organisations approach the menopause as they would any other significant change: strategically, compassionately and sustainably. We have experience helping businesses run menopause awareness sessions and have hosted CPD sessions on menopause for Mental Health Champions/First Aiders. We build leadership and management confidence, support the development of practical policies and help create cultures where people feel safe to speak early - before issues escalate.
As legal and cultural expectations evolve, organisations that act now won’t just reduce risk; they’ll retain talent, protect wellbeing and demonstrate what inclusive leadership really looks like.
If change truly is the only constant at work, the menopause deserves to be part of the conversation - openly, confidently and without apology.
References:
1. British Safety Council – Navigating the menopause maze – why employers must act