From policy to practice: why the future of women’s health at work will be measured by culture, not compliance 

For much of the past decade, workplace conversations around menopause have focused on one goal: getting organisations to acknowledge it. 

In many respects, that battle has been won. 

Across the UK, employers have introduced menopause policies, launched awareness campaigns and expanded support for women’s health. The Employment Rights Act 2025 has accelerated that momentum, introducing Menopause Action Plans as part of new Equality Action Plans for larger employers. While publication is voluntary during 2026, it’s expected to become mandatory for employers with 250 or more employees from 2027, marking a significant shift in how workplace support for menopause is viewed. 

Yet, despite this progress, many employees continue to report that support feels inconsistent once they actually need it. 

The gap between policy and lived experience has become one of the defining challenges for workplace health. 

As organisations continue to mature their wellbeing strategies, the conversation is shifting again. The question is no longer whether employers have a menopause policy. It is whether that policy translates into confident managers, supportive teams and workplaces where people genuinely feel able to ask for help. 

That distinction matters because documents do not create culture. 

“A policy is just a document. It tells people what support should be available. It doesn’t guarantee they experience it,” says Sally Leech, Director and co-founder of Henpicked: Menopause in the Workplace. 

“The employers making the biggest difference understand that support comes to life through leadership, communication, listening and manager capability. People need to know help is available and managers need the confidence to have conversations and make adjustments.” 

That reflects a wider shift taking place across workplace wellbeing. Increasingly, organisations are recognising that women’s health cannot be viewed solely through a wellbeing lens. 

Historically, menopause and menstrual health have often been positioned alongside health initiatives or employee wellbeing programmes. While important, that framing can underestimate their wider organisational impact. 

Women’s health influences recruitment, retention, progression, productivity and absence. Supporting people through different life stages is increasingly becoming a workforce planning issue rather than simply a wellbeing initiative. 

As Leech explains: 

“Some organisations still see women’s health primarily as a wellbeing topic. The challenge with that approach is that it can overlook the impact on recruitment, retention, progression, productivity and absence.” 

“When you look at today’s workforce demographics, this is clearly a workforce and leadership priority. Supporting people through menopause and menstrual health isn’t simply about wellbeing. It’s about creating workplaces where talented people can stay, develop and succeed.” 

That shift in thinking is reflected in the introduction of Menopause Action Plans, which place greater emphasis on workplace equality, progression and organisational responsibility. However, policy alone is unlikely to deliver cultural change. 

One of the most common misconceptions, according to Henpicked, is assuming awareness automatically equips managers to provide meaningful support. 

“One of the biggest mistakes is assuming awareness and training are the same thing,” says Leech. 

“Awareness is important because it helps break down stigma and start conversations. But awareness alone doesn’t give managers the confidence or capability to support someone who is struggling.” 

The practical consequences are felt by both employees and managers. 

“We regularly hear from managers who worry about getting conversations wrong and employees who don’t know what support is available or whether it’s safe to ask for it. That’s where the real gap often sits.” 

Closing that confidence gap may ultimately prove more valuable than introducing another policy document. Importantly, menopause should not be viewed as a conversation only for those directly affected. 

Building understanding across an entire workforce creates stronger teams, more confident managers and healthier organisational cultures. The organisations making the greatest progress are those embedding knowledge and practical support throughout the business rather than limiting education to a small group of employees. 

That broader approach also reflects another evolution taking place across workplace health: the move from reactive support towards prevention. 

Preventative support begins long before someone reaches crisis point. 

It starts by listening to employees, understanding where barriers exist and identifying what practical support would make the greatest difference. It means equipping managers to recognise challenges early, making workplace adjustments accessible and ensuring support remains visible throughout the year, rather than appearing only during awareness campaigns. 

As Leech puts it: 

“Preventative support is about creating the right environment before someone reaches a crisis point. The employers seeing the best outcomes combine leadership commitment, education, communication and practical support. Great conversations followed by meaningful action are often what make the biggest difference.” 

There is little doubt the conversation around women’s health has evolved. A decade ago, many workplaces were reluctant even to say the word menopause. Today, the language has become far more normalised. 

But conversation alone does not transform culture. 

“Culture changes when employees trust that they will be supported. It changes when managers know what to do. It changes when organisations listen, measure impact and keep improving,” says Leech. “Compliance may meet an obligation. Cultural change changes lives.” 

As legal expectations continue to evolve, more organisations will inevitably introduce new policies and action plans. That should be welcomed, but the employers likely to see the greatest return will be those treating compliance as the starting point rather than the destination. 

The next chapter of workplace health will not be defined by how many policies organisations publish. It will be defined by whether employees experience those policies as something real. And increasingly, that may become the true measure of organisational culture.