Two experts one clear message

If you feel overwhelmed by the “latest” menopause headlines you are not alone. Every October the noise ramps up. Some of it is excellent… some of it is not. That’s why it is important to understand what strong evidence actually says — why it matters for your organisation and the practical actions that make a real difference today as new legal duties approach.

For years many of us have known instinctively that menopause can affect working lives. Now the research is catching up and it is painting a clear picture of why every employer needs to act.

Two of the world’s leading authorities on menopause and work — Professor Jo Brewis and Professor Carol Atkinson — have been at the forefront of shaping that evidence. A decade ago, when the idea of linking menopause and employment was met with confusion, their early work helped shift the national conversation. Thanks to their research, and that of many others, along with growing insight and advocacy, we now have the data and understanding to take meaningful action.

Professor Atkinson recently discussed findings from the Chartered Institute of Personnel and Development (CIPD), whose report revealed that the UK has the largest female health gap in the G20 and the 12th largest globally — meaning women here have less access to healthcare and poorer outcomes when they do engage with it. The CIPD analysis exposes how underserved women’s health remains in the UK and how this gap translates directly into lost productivity and opportunity.

The reality behind the statistics

According to the CIPD, the lack of attention to women’s health costs the UK economy almost £11 billion each year through absenteeism and lost productivity. Menopause alone accounts for around £1.5 billion of that figure — primarily through absence, reduced performance and premature exits from the workforce. Behind every number is a person who might have stayed and thrived with the right support.

As Professor Atkinson reflected, “The scale of the issue is undeniable. We cannot treat menopause and reproductive health as private or niche topics anymore. They are workplace and economic issues and we simply can’t afford to ignore them.”

She added that while awareness has grown, it is not enough on its own. “Good intentions are welcome,” she said, “but they must turn into systematic, lasting change.”

Professor Brewis agreed. “We should have been doing this thirty years ago,” she said, “but what matters now is that we’re getting the research right and understanding what really makes a difference.”

Awareness is growing but support is patchy

The CIPD findings confirm what many of us see in practice — awareness is improving but support remains uneven. Fewer than one in five organisations include menstrual health in wellbeing programmes and most small and medium-sized employers still have no formal provision for menopause or menstruation.

This matters because awareness alone is not enough. It is not only a dignity-at-work issue, it is also a performance and retention issue. When women receive the right support they stay longer, perform better and feel more confident.

Professor Atkinson noted that most managers have never been trained to talk about menopause or menstrual health, which leaves them uncertain and out of their depth. “We need to start much earlier,” she said. “It’s not just about medical education or management training — schools need to be part of the solution too. We need to normalise these conversations from the very start of working life.”

Both experts agreed that organisations must focus on building confidence and skills for line managers. Without this, stigma and silence continue and the workplace remains a difficult place for those experiencing menopause or other reproductive health challenges.

The evidence has deepened and diversified

Professor Jo Brewis’s latest research, funded by the Menopause and Menstruation Friendly Employer Awards 2025, brings the evidence base right up to date. In her systematic review she analysed 132 publications across peer-reviewed studies, government and parliamentary reports and high-quality grey literature. This research is freely available to everyone.

Her findings confirm what earlier studies suggested but add crucial new insights. They show that menopause is not one-size-fits-all. Experiences differ by race, ethnicity, gender identity, disability and neurodiversity so support must be inclusive and personalised.

The research also shows that work can worsen symptoms just as symptoms can affect work. Poor ventilation, heavy uniforms, inflexible shifts and high stress can all make menopause harder to manage. Conversely, small environmental and cultural changes can make a huge difference.

One striking new finding is the emergence of robust longitudinal data showing that severe menopausal symptoms correlate strongly with reducing hours or leaving work altogether. That is not just a health issue, it is a workforce planning issue that impacts recruitment, retention and business performance.

As Professor Brewis explained, “We now have the quantitative and qualitative evidence to prove what many of us have known anecdotally for years. The business case and the human case are both undeniable.”

What really works

The evidence is clear that the best results come when employers combine culture, communication and practical support.

Policies and guidance are useful when they are simple, accessible and actively used rather than filed away. They should set out what support is available, who to speak to and how adjustments can be made. Manager training remains one of the most powerful drivers of change because it builds confidence, empathy and understanding. When leaders and line managers know how to talk about menopause and menstrual health, culture begins to shift.

Practical steps also make an enormous difference. Adjustments such as temperature control, breathable uniforms, access to cold water and flexibility in start or finish times cost little but show care and understanding. Creating peer networks or menopause champions gives people someone to talk to and reduces isolation. Awareness sessions for everyone, not just women, help normalise the subject and build allyship across the workplace.

Above all, the organisations that succeed start by listening. Asking colleagues what gets in the way of them being at their best is the most direct route to knowing what needs to change. The right solutions will look different in a factory than in a law firm but the principle is the same – co-design support with the people it is meant to serve.

Menopause action plans are coming

Under the Employment Rights Bill, expected to pass later this year, employers with 250+ employees will be required to publish menopause action plans. The detail is still emerging but these plans are likely to include clear policies, access to occupational health and evidence of training and support.

Even if your organisation falls below the 250-employee threshold the message is clear. The best employers are already acting because they understand the value. Supporting menopause is not just about compliance it is about reputation, retention and doing the right thing.

As Professor Brewis reminded us, “Law doesn’t change culture — people do. A plan on paper is a start but it only works when there’s genuine commitment that brings it to life.”

The business case and the human case

From an economic perspective, investing in menopause support pays back fast. Reduced absence, improved retention and fewer employment disputes all deliver measurable returns. But behind every statistic is a human story — someone who wants to stay, contribute and succeed.

Employers who act now are building healthier, more inclusive workplaces where everyone can thrive. That is not just good for individuals, it’s good for business too.