October is Menopause Awareness Month, with the 18th marked globally as World Menopause Awareness Day. In the UK, this year’s awareness-raising sits alongside progress on the Employment Rights Bill. For HR Directors, the message is timely: being menopause friendly is no longer simply a matter of good practice and looking after colleagues’ wellbeing, it’s about organisational resilience, legal compliance and mitigating risk.

The governance challenge

Changes to the Employment Rights Bill to include Equality Action Plans from next Spring, has seen menopause move even higher up the agenda. For HR directors, this means menopause cannot remain an informal wellbeing topic; it must be integrated into an organisation’s wider equality workforce strategy.

While employers may be tempted to try free toolkits, sign pledges or download template policies, these on their own won’t be enough. Regulators, employees and external stakeholders are alert to the difference between ‘menowashing’ and meaningful change. For HR leaders, credibility rests on whether policies are right for your organisation and put into practice – listening to colleagues, saying what you do and doing it.

Why data matters

Sound policy depends on sound evidence. Yet the menopause field has been clouded by flawed statistics and misleading narratives. In 2017, the Government Equality Office conducted a report into the most reliable research. Working with Professor Jo Brewis who was the lead author on this, in June we commissioned The Open University to conduct a robust review of 132 more pieces of research.  Combined, this amounted to more than 230 credible sources spanning peer-reviewed research, lived experience and international contributions to provide decision makers with relevant and reliable data on which to shape workplace policies.

The risks of relying on weak evidence are significant. At best, organisations end up with superficial interventions that fail to deliver impact. At worst, they risk embedding harmful assumptions into policy, undermining workforce trust and even leaving businesses vulnerable to an employee tribunal.

Two examples illustrate the point. One widely circulated survey claimed over 90% of women said menopause seriously affected performance. The methodology was flawed and the conclusion implied diminished productivity, a harmful message perpetuating gender bias. Despite being discredited, another figure still in use suggests 900,000 women left work because of menopause symptoms. By contrast, more reputable sources such as the Fawcett Society’s 2022 report show that one in ten people surveyed left a job due to menopause symptoms, while 14% opted for reduced hours while they navigated their symptoms.

From evidence to impact

Personalisation of policy is critical. While toolkits provide a starting point, effective approaches must reflect organisational culture, workforce demographics and business models. Employers who succeed are those who integrate menopause considerations into existing frameworks such as occupational health, flexible working, wellbeing and gender equality.

More than 160 UK organisations have now achieved the industry-recognised and independently assessed Menopause Friendly Accreditation. Setting benchmarks for best practice, their experience demonstrates that turning intention into impact relies on five key pillars: culture, policies and practices, training, engagement and working environment.

Practical steps for HR leaders

Experience shows that sustainable progress rests on breaking down the challenge into manageable steps:

• Raise awareness and embed training. Education reduces stigma and builds confidence to talk openly. Managing menopause at work should be part of induction, management and leadership training.
• Listen to employees. Surveys and consultations help HR leaders understand real challenges and tailor responses.
• Appoint champions. Visible advocates give employees a voice, shape conversations, and ensure colleagues know where to turn for support.
• Provide resources. Access to guidance, counselling, adjustments and signposting helps colleagues find support discreetly and on their terms.
• Review regularly. Policies should not be static. Continuous feedback and adaptation keep initiatives relevant and impactful.

These steps are not complex – but they are powerful. They move organisations from symbolic gestures to meaningful, lasting change.

A call to action

Menopause is a workplace issue that speaks directly to organisational values. Employers who act now, guided by credible evidence and informed by lived experience, are better placed to attract and retain talent, achieve gender equality and foster a culture of trust and respect.

At the end of the day, responsible employers will not wait to be instructed by law. They will act now because they care – about their people, their culture and their reputation. Those who care, win.