With the Office for Equality and Opportunity confirming that Menopause Action Plans will become mandatory for larger employers by Spring 2027, many organisations of every size are now turning their attention to what good support actually looks like in practice. An action plan sets the direction. A menopause workplace policy is what makes that support consistent, embedded and lasting, rather than dependent on which manager happens to be on shift.
So what does a genuinely effective policy actually look like? And how do you write a menopause policy without simply ticking a box?
How to Write a Menopause Policy That Makes a Difference
Over the past few years, I have spoken to probably hundreds of women about their experiences of menopause at work. Some have felt well supported by their employers. Others, however, have struggled in silence. Many worried about how colleagues might view them if they spoke openly about brain fog, fatigue, anxiety or disrupted sleep. These symptoms, along with many others, often accompany the menopause transition.
As awareness of menopause in the workplace has grown, more organisations are considering introducing a menopause policy. That’s undoubtedly a positive step. However, one of the biggest misconceptions is that writing a policy is the end goal.
It isn’t. In short, a menopause policy should reflect a workplace culture that values, listens to and supports its people.
Start with the people, not the policy
Whenever I’m asked where to begin, my answer is always the same: listen.
Before anyone opens a Word document and starts drafting a policy, take time to understand the people it will affect. For example, that might be through a staff survey, focus groups, informal listening sessions or conversations within employee networks.
It’s equally important to understand what’s already working well. Many organisations already have supportive managers, flexible working or wellbeing initiatives in place. In practice, though, they do not always recognise these as part of their menopause support offer.
The most effective policies build on lived experience, not assumptions.
Be clear about what you’re trying to achieve
A good menopause policy doesn’t need to be long or overly complicated. At its heart, it should send a simple message:
“We understand that menopause can affect people differently, and if you need support, we’re here to help.”
The policy should explain the organisation’s commitment and outline the support available. It should also reassure employees that they can talk about menopause without fear of embarrassment, judgement or disadvantage. In fact, that sense of psychological safety often matters more than any single policy clause.
Remember that support is everyone’s responsibility
However, one thing I often notice when reviewing workplace policies is that responsibilities can be a little vague. Creating a menopause-friendly workplace isn’t just an HR issue.
Senior leaders help set the tone and demonstrate commitment. Managers play a key role in creating safe and supportive conversations. Employees need to know where they can seek support. In addition, many organisations are now finding real value in developing menopause champions or workplace advocates. These advocates can offer informal guidance and peer support.
Ultimately, the important thing is that everyone understands the role they play in creating a supportive culture.
Focus on practical support
For many employees, this is the section that matters most. The reality is that people don’t usually need grand gestures. They need practical, sensible adjustments that help them manage symptoms and continue performing at their best.
That might mean flexibility around start and finish times following a difficult night’s sleep. For example, it could involve hybrid working or access to a quiet space when symptoms become overwhelming. Other options include improved ventilation, easy access to drinking water, or simply the option to take additional breaks when needed.
I have also seen organisations make a real difference through occupational health support and employee assistance programmes. Coaching, peer support networks and signposting to specialist menopause organisations can help too.
In practice, it’s often the small things that have the biggest impact.
Equip managers with confidence
I hear this concern from managers all the time: “I’m worried about saying the wrong thing.”
The good news is that managers don’t need to be menopause experts. They don’t need to understand every symptom or treatment pathway.
What they need most is confidence. They should feel able to listen, ask the right questions and understand what support exists. They also need to know where to signpost someone who needs extra help.
In fact, employees consistently tell us that an understanding manager can make an enormous difference to their workplace experience.
Keep the conversation going
One of the pitfalls of introducing any policy is simple. People launch it, upload it to the intranet and then quietly forget about it. Real change happens when conversations continue beyond the policy launch.
That might involve awareness campaigns, lunch and learn sessions or manager briefings. It could also mean sharing lived experiences, recognising World Menopause Day, or simply creating more opportunities for open discussion.
The goal isn’t to talk about menopause all the time. Instead, it’s to make it a topic that people don’t feel they need to hide.
Menopause support isn’t a one-off project. Over time, as organisations learn more, gather feedback and better understand their workforce’s needs, their approach should develop too.
Regularly reviewing what’s working, what isn’t and where extra support may help, ensures the policy stays relevant and meaningful.
Final thoughts
Perhaps the biggest mistake organisations make is treating a menopause policy as a box-ticking exercise. It should never be just a necessary document. It’s a statement of intent and a signal that people matter.
In fact, the organisations making the greatest progress are not necessarily those with the longest or most detailed policies. They’re the ones creating workplaces where someone feels comfortable saying: “I’m struggling a bit at the moment and I’d like some support.”
When that conversation can happen openly, safely and without stigma, the policy is doing its job.
A menopause policy shouldn’t exist in isolation. The strongest approaches link menopause support to wider conversations about wellbeing, inclusion and equality. They also connect it to flexible working, health and safety, and reasonable adjustments.
When organisations embed menopause into existing policies and practices, it becomes part of everyday workplace culture. As a result, it stops being a standalone initiative that people only mention once a year.
For more information download our Menopause Toolkit for SME Businesses.
You can also write your own policy using this Menopause Policy Template. Adapt it to suit your organisation’s needs.
About the Author
Anne Marie-Swift is a certified Executive Menopause Coach with over 30 years’ experience spanning corporate healthcare, entrepreneurship and SME growth. A former senior executive in the health and pharmaceutical industry, she combines corporate rigour with practical programme delivery to strengthen organisational capability and workforce wellbeing. She created the Women’s Workplace Wellness Advocacy Programme to help organisations build genuine, lasting menopause support, drawing on her expertise in leadership, organisational performance and business development. Her particular focus is the relationship between health, wellbeing, productivity and social value, and how that translates into resilient organisations and thriving communities. She brings a strategic yet pragmatic approach, helping businesses, organisations and funders understand what drives real impact and get the most from their investment in people.