Investing in being menopause friendly is a cost you can’t afford to cut 

By: Deborah Garlick, CEO and founder of Menopause in the Workplace by Henpicked 

It is no longer possible for UK employers to ignore the seriousness of becoming menopause friendly. With Menopause Action Plans moving from good practice to legal requirement under the Employment Rights Act 2025 for organisations with 250 or more employees, the issue has shifted from being an optional wellbeing initiative to a call for governance, risk management and leadership. 

For employers, the real question is no longer whether their menopause friendly policy will be published, but whether their organisation is ready to stand behind it. 

Becoming menopause friendly does require investment as organisations must commit time, training and leadership attention. Policies must be developed, managers equipped with confidence to support colleagues and workplace environments reviewed to ensure practical adjustments are accessible. But the cost of this commitment is far less than the cost of doing nothing. 

Business cost of not being menopause friendly 

Failing to prepare carries a tangible reputational and legal risk to a business. Once Menopause Action Plans are published, organisations will face greater visibility and scrutiny. If published commitments do not match day-to-day reality, the gap quickly becomes a reputational and employee relations issue. Rushed policies, copied templates or one-off training sessions rarely hold up when tested against lived experience. An employer will be exposed if its occupational health pathways are unclear, its reasonable adjustments difficult to access or its managers lack confidence in supporting and signposting colleagues experiencing menopause symptoms in the workplace. 

Losing top talent 

Inaction also has a direct operational cost. Menopause typically occurs between the ages of 45 and 55, often when employees are at the height of their experience and leadership capability. In the UK, there are around 3.5 million women aged 50–65 currently in employment: the vast majority of these will experience menopause while working. Worryingly, a significant number leave work because of their symptoms, while many more reduce their hours or step back from career progression. 

The loss of experienced colleagues carries a clear financial impact through recruitment costs, lost expertise and reduced productivity. At the extreme end, poorly handled workplace situations can escalate into employee tribunals if actions are judged discriminatory or unlawful. 

The human cost of not being menopause friendly 

The bottom line of a business may typically focus on the financials. But this misses the most important point when talking about menopause in the workplace. And that is the human cost of those people affected – directly or indirectly. 

Being menopause friendly starts and ends with people. Their lived experience, concerns and discomfort. And the very real risk that their career, earnings and pension will be damaged beyond repair. 

When workplaces fail to recognise the impact menopause can have on employees, the consequences can be profound. Careers may be cut short. Earnings can fall, limiting future pension potential. Confidence and wellbeing may be damaged at a time when individuals should be thriving professionally. 

It’s about people not paperwork 

Menopause Action Plans cannot be considered a ‘paperwork’ exercise. They are about people’s everyday experience at work. Without meaningful action, symptoms remain unmanaged, silence persists and inequality is reinforced. Colleagues struggle to find guidance, managers feel unsure how to respond and policies sit on intranets disconnected from reality. 

Far reaching benefits 

Organisations that invest in becoming menopause friendly know that this isn’t just a tickbox process. There are far wider benefits to be gained from having a menopause friendly culture. Open conversations reduce stigma while education builds line-manager capability. Practical workplace adjustments that help keep employees well and productive help to grow trust as people see policies translated into real support. 

This is not about special treatment. It is about fairness, good work design and enabling people to perform at their best. 

Organisations that act early also protect themselves. They build credibility and confidence internally, strengthen retention and prioritise performance. Aware of their legal obligation, they are far less vulnerable to being taken to tribunal as colleagues won’t have a case against best practice. Importantly, being menopause friendly should be seen less as a defensive action and more as a demonstration that leadership commitments are real, not reactive. 

Waiting until reporting becomes mandatory under the Employment Rights Act is a risky option. Quick fixes created under pressure of a deadline rarely deliver lasting change and often expose gaps between intention and reality. 

The most effective organisations start by building capability now: opening the conversation, shaping policies around workforce needs, training managers, establishing champions and facilitating practical workplace adjustments. 

Take the lead 

Menopause friendly workplaces are built through sustained action and visible leadership. The cost of becoming menopause friendly is not discretionary spend – it’s a strategic investment in governance, retention and organisational integrity. 

So, yes, there is a cost attached to being a menopause friendly employer. But it’s far less than the business and human cost of inaction. 

First Steps to Becoming Menopause Friendly 

1. Start the conversation: Bring menopause into the open with expert-led sessions and encourage shared insight. 

2. Create a bespoke policy: Ask employees what helps them perform at their best. Shape policy around real workforce need and empower implementation. 

3. Train all staff: From HR to line managers to senior leaders, capability must be consistent and refreshed. 

4. Champion the cause: Develop menopause champions across departments and levels, including men and younger colleagues. Create networks that sustain dialogue. 

5. Make resources accessible: Provide tailored workplace guidance via your intranet and signpost trusted external support. 

6. Implement practical adjustments: Improve ventilation, provide deskside fans and access to cool water, offer free period products, review workwear flexibility and enable flexible working where possible. 

Disclaimer: The views expressed in this opinion piece are those of the author and do not necessarily reflect the views of The Well Crowd. This content is for information and discussion purposes only and should not be taken as medical, health, or professional advice.