There are moments when an issue changes gear. What was once seen only as personal becomes an organisational matter. What sat quietly within wellbeing conversations becomes a leadership and productivity concern. Menopause is at that point.
By 2030, there will be an estimated 1.2 billion women globally who are menopausal or post-menopausal. In the UK, women aged 45 to 64 are the fastest-growing segment of the workforce. Yet despite this demographic reality, menopause remains one of the least understood and addressed issues in the workplace.
This matters because the impact is real and measurable. As many as two-thirds of women between the ages of 40 and 60 report symptoms that negatively affect their work and home life. Sleep disruption, fatigue, vasomotor symptoms, anxiety and cognitive changes show up in presenteeism, reduced confidence, strained working relationships and, in too many cases, decisions to reduce hours, step back from promotion, or leave employment altogether.
Cost to business
For employers, the consequences are increasingly stark. Businesses lose loyal, experienced, skilled staff at exactly the point where their institutional knowledge, leadership capability and mentoring capacity peak. The costs arise from higher turnover, increased absence, reduced productivity and the quiet erosion of inclusion and trust.
Crucially, menopause is not simply a ‘women’s issue’. Around 60% of women of menopausal age share a bed, with disrupted sleep often affecting partners as well, along with the impact it can have on the ecosystem of line managers, colleagues and teams. How organisations respond sends a clear signal about psychological safety, openness and whether difference is genuinely accommodated or merely
tolerated.
Compliance
There is also a growing legal, regulatory and compliance dimension. Under the Equality Act 2010, menopausal symptoms may intersect with protections relating to sex, age and disability. The NICE menopause guidelines (updated 2024) reinforce the need for evidence-based approaches. Forward-thinking responsible employers recognise that taking action is not just good practice; it is good risk management.
The good news is that support works. Evidence from workplace-based wellbeing initiatives shows that relatively modest interventions have a disproportionate impact. In-house peer support groups create safe spaces for discussion. and reduce stigma. Education improves self-advocacy and managerial confidence. Even practical lifestyle interventions matter: initiatives encouraging regular movement, such as taking 10,000 steps per day, are being associated with reduced symptoms and improved wellbeing.
Leadership issue
What this points to is that menopause is not a marginal HR policy add-on. It is a leadership and cultural issue. How business leaders respond reflects how seriously they handle inclusion, how well they understand their workforce and its demographics, and whether they are prepared to retain talent though better working practices.
This is also an opportunity. Organisations that approach menopause openly and intelligently often see improvements in engagement, loyalty and trust. Menopause-aware workplaces tend to be better workplaces full stop: more flexible, more humane, and more attuned to the realities of modern working lives.
As Dr Tracey Redwood explores in her book Power Surge: Balancing Midlife, the challenge of midlife – whether for women or men – is not decline, but transition. With the right tools, information and support, people move from overwhelm to ownership. The same applies at the business level.
The call to action is clear. If you are an employer: review your wellbeing and people policies through a menopause lens. Train your managers for knowledge and confidence. Create space for open discussion. If you are an employee, know that support exists, seek it out, and help make the conversation open and normal.
Menopause is no longer a hidden issue playing out under the radar at work. It is a strategic issue hidden in plain sight – and one that thoughtful leadership should no longer ignore.
Contact Adrian Pryce on 07720 297402 or email adrian.pryce@northampton.ac.uk
Associate Professor
Strategy & Society
University of Northampton
