Posted on: 16/10/2025

Thought Leadership

Lorna Wells highlights how menopause support has shifted from a workplace taboo to a strategic priority. For employees, this means recognition, adjustments, and a culture that enables them to thrive through a natural life stage. For employers, it’s a reminder that the stakes go beyond compliance: supporting menopause effectively reduces litigation risk, retains experienced talent, strengthens wellbeing, and reinforces the public sector’s reputation as an inclusive employer of choice.

By Lorna Wells LLM FCIPD, principal HR consultant at West Midlands Employers

Not so long ago, menopause was a workplace taboo. Women often felt forced to leave employment because of the significant impact of symptoms, while employers largely avoided the issue. Thankfully, times are changing. Awareness has grown, policies are emerging, and in many public sector organisations open conversation is now encouraged. Yet, as the Employment Rights Bill signals, there is still a long way to go before support is fully embedded.

Back in 2019, WME began raising awareness across the region, offering guidance and practical recommendations to employers. Since then, many local authorities have introduced training and employee support programmes. These efforts are welcome, but the national picture tells a more complex story. The rise in legal challenges and the prospect of new legislation show that employers are still leaving gaps—gaps which can have significant organisational and financial consequences.

Why this matters

The stakes extend far beyond individual wellbeing. Without adequate understanding and support, the impact of menopause at work can include loss of talent, reduced productivity, increased absence, and strained workplace relationships. For a sector with an ageing workforce, and with more women working into their 50s and 60s, this issue is only going to grow in scale and importance.

The health impacts of menopause are well documented, both physical and psychological. What is becoming clearer is the organisational risk of failing to respond. Recent Employment Tribunal decisions underline this point:

• Lynskey v Direct Line Insurance Services Ltd (2023) resulted in a £64,000 award against the employer for failing to make reasonable adjustments.

• Shearer v South Lanarkshire Council (2024) saw a teacher awarded around £61,000 for disability discrimination and unfair dismissal, again due to a lack of reasonable adjustments.

The direction of travel is unmistakeable. Claims are increasing, and the costs—financial and reputational—are significant. Employers should also consider the potential impact on liability insurance, where stress-related injury claims may follow from poor handling of menopause-related issues. What might once have seemed remote now represents a real and growing exposure.

What’s changing in law

Looking ahead, a further shift is on the horizon. The Employment Rights Bill introduces a new duty for employers with more than 250 staff to publish an equality action plan setting out the steps they will take to support employees experiencing menopause. This will be achieved by amending the Equality Act 2010.

Although initially voluntary from April 2026, the duty is expected to become mandatory in 2027. In practice, plans may cover:

• A schedule of ongoing training programmes

• Enhanced occupational health support

• Clear guidance for managers on reasonable adjustments

The intent is clear: menopause will no longer sit on the margins of equality and diversity policy but must be treated as a distinct area of focus.

Beyond compliance:

the strategic case It is important that we see this as more a compliance issue. Inclusivity is both a moral imperative and a business advantage. In the Public sector our people strategies rightly emphasise flexibility, work–life balance and inclusivity. Addressing menopause effectively helps us attract and retain talent, reflects the communities we serve, and builds a sense of belonging. It also directly supports service delivery by ensuring experienced staff can continue to contribute fully.

Steps HR can take now

Many councils already have good practice in place, but now is the time to review, refresh and embed. Key actions include:

• Policy review – Ensure policies are up to date, visible, and provide clear guidance for both employees and managers.

• Regular training – Maintain a rhythm of awareness sessions so menopause is openly discussed and stigma continues to reduce.

• Flexible solutions – Make flexible working and reasonable adjustments a standard consideration for anyone affected by menopause or perimenopause.

• Wellbeing integration – Embed menopause support into wider health and wellbeing initiatives, including Employee Assistance Programmes.

Final thought

Scrutiny of how employers respond to menopause is intensifying. Litigation is increasing, legislation is catching up, and the case for action—moral, legal and strategic—is compelling. As HR leaders in the public sector, we have a responsibility not just to comply with the law but to lead by example. strengthen organisational resilience.

Menopause is a natural life stage, not a workplace problem. But how we respond to it can either create barriers or build bridges.

Getting it right means retaining talent, improving service delivery, and strengthening our reputation as inclusive employers. In other words, supporting “the change” is a change we cannot afford not to make.

Key Takeaways: Menopause at Work

• Litigation risk is rising – Tribunals are increasingly awarding significant sums where employers fail to make reasonable adjustments.

• New legal duty is coming – Employers with 250+ staff will need to publish menopause equality action plans (voluntary from April 2026, mandatory from 2027).

• Policies need refreshing – Clear guidance for managers and employees must be visible and up to date.

• Regular training matters – Normalise conversation, reduce stigma, and sustain awareness.

• Support is a strategic advantage – Flexible working, wellbeing initiatives and occupational health support not only retain talent but also strengthen service delivery and organisational reputation.