Mandatory menopause action plans are coming - here's what you need to know
From April 2026, employers with 250 or more employees will be encouraged to voluntarily publish annual menopause action plans. From April 2027, it will become mandatory.
While this might seem like a daunting prospect for companies and their HR teams to ensure they are compliant, this change is an opportunity for businesses to retain talent, improve productivity and create genuinely inclusive workplaces.
About 17% of working women have considered leaving work due to lack of menopause support, while 6% have actually left, according to the CIPD. Meanwhile, nearly a quarter of working women have considered quitting their role due to menopause or menstrual symptoms. Perhaps most significantly, women with problematic menopausal symptoms at age 50 were 43% more likely to have left their jobs by age 55.
With over seven million women aged 40-60 in the UK workforce, often at the peak of their careers, the scale of this challenge cannot be overstated. When they leave due to inadequate support, businesses lose invaluable institutional knowledge and expertise.
Understanding the business case
Beyond the moral imperative, there is also a compelling business case for action. Government figures indicate that menopause-related departures cost businesses around £1.5 billion a year. Oxford Economics research suggests that replacing a woman earning £25,000 who leaves due to menopause costs her employer over £30,500.
The impact extends beyond permanent departures. More than half (53%) of women experiencing menopause have been unable to attend work due to symptoms. Plenty more are cutting back hours or saying no to promotions they would otherwise jump at. That's a lot of senior talent walking away from leadership roles.
The new law recognises something important: menopause doesn't exist in a vacuum. It's part of a much bigger picture that includes fertility struggles, pregnancy and postnatal recovery – the full spectrum of women's health.
Companies that get this right, that take a proper holistic view, are going to end up with workforces that are more committed and more productive.
Where to start
When implementing a women’s health plan, the first thing to do is work out where you already are. Business leaders should pull together any data they have including gender pay gap reports, absence records, what people say in exit interviews and engagement surveys. Try to fill any gaps. Anonymous surveys work, as do focus groups where people can speak honestly without worrying about consequences.
Then talk to people. Women at different levels, different ages and different roles. And bring men into these conversations too – they need to aware of any new initiatives as they will have colleagues, partners and friends going through it.
Crucially, there is no one size fits all to this. What works in a law firm might fall flat in a warehouse. There is no template you can just copy and paste.
Whatever measures are put in place need to be practical, not performative. Consider putting a health champion scheme in place so women have someone to talk to who gets it.
Proper flexible working means GP appointments don't require elaborate excuses. Occupational health support or access to menopause specialists gives people somewhere to turn when symptoms are serious.
These measures are effective, but only if staff are aware of them. Team meetings, one-to-ones, intranet resources, managers who know what's available and can point people in the right direction, are all crucial channels of information.
Line managers also need proper training. Some may feel out of their depth discussing menopause, so give them practical guidance on adjustments they can offer and clear routes for escalating concerns. Employee resource groups or menopause networks add another layer of support and often flag issues early.
Making it last
Leadership has to be visible. When a managing director talks openly about why menopause support matters, or a senior partner turns up to an awareness session, it shifts the culture. It lets the team know that this is legitimate, it’s important, and you don't need to pretend everything's fine when it isn't.
Management also need to know what's working and what isn't. Track who's using what. Look at retention figures for women in their 40s and 50s – are they improving? Run regular surveys to temperature check sentiment. Make sure exit interviews ask the right questions and essentially, use the intelligence you learn to evaluate and evolve the support on offer.
Siloing menopause off as its own separate issue is also not the answer. Effective support for women’s health should fit within the wider wellbeing approach, ensuring everything connects – mental health, physical health and work pressures.
The organisations getting the best results are the ones that recognise their people are all different and require a different approach depending on their situation.
Implementing women’s health action plans will be an ever-evolving feat. No organisation gets this perfect first time but start somewhere achievable, build trust, then take it further.
What matters is showing employees that you mean it – that this is an organisation that is genuinely listening and willing to change based on what people tell you.
This is an opportunity to do more to keep hold of talented people, inspire and encourage a happy team and ultimately boost morale and productivity.
Supplied by REBA Associate Member, HCML
HCML is a health and wellbeing provider, offering integrated and personalised healthcare solutions.
