We know taking care of employee health is good for people, good for culture—and good for business, too.

In fact, in 2026, organisations worldwide are placing more emphasis on employee wellbeing than ever before: 78% of Top Employers currently have a wellbeing strategy in place—up ten percentage points since 2020—and those who do are more likely to have seen increased revenue growth and higher customer satisfaction over the last year.

For around half of the workforce, however, one of the most common wellbeing challenges—and one which drastically impacts their ability to work—is being swept under the rug: menopause.

How does menopause impact employees?

Almost every woman will experience menopause, with up to 90% enduring symptoms ranging from hot flushes and insomnia to low mood, anxiety, and impaired memory and concentration. These symptoms can last for around seven years, with an average onset age of 52—often coinciding with the most senior stages of a woman’s career.

It’s a surprise to nobody, then, that the effects of menopause follow women into the workplace: almost 30% of women say menopause has had a negative effect on their career progression, and one in six have considered leaving work entirely.

Despite this, meaningful support is rare—and for a predicament which half of the workforce will face at some stage of their career, the current landscape is cause for concern:

80% of women say their workplace offers no basic menopause support
30% say menopause has damaged their career progression
Only a quarter of women who take time off for menopause feel able to tell their manager the real reason
81% say absence policies don’t adequately cover menopause-related leave
More than 40% have seen menopause treated as a joke at work

From a commercial perspective, the cost of menopause is substantial: in the US alone, $5.4 billion is spent each year covering missed workdays, reduced hours, and layoffs—before factoring in the cost of senior talent departures and subsequent rehiring.

In 2026, intentionality has become the blueprint for leading organisations—and for HR, it’s imperative that deliberate decision-making remains a priority when protecting the wellbeing of female employees.

A policy built on inclusion

In 2025, Top Employer BCX became one of the first major employers in South Africa to introduce Feminine Health Leave: 12 days of paid leave, renewed annually, for employees to attend to menstruation, menopause, and other hormone-related or reproductive health challenges.

Leave can be taken in full- or half-day increments as needed, and no medical certificate is needed for absences of three consecutive working days or less. Employees are never required to disclose the specific nature of their health needs, and line managers are asked to respect individuals’ privacy.

“Feminine Health Leave is more than a policy – it’s a statement of values,” said Hope Lukoto, Chief Human Resources Officer at BCX at the time. “It says we believe our employees should not have to choose between their health and their work. It’s time we normalise care and recognise that inclusion is not passive; it must be practiced.”

The Feminine Health Leave policy has been positively received by employees, and since its implementation has emerged as a key differentiator in attracting female talent in the competitive technology sector. In conjunction with broader female talent initiatives, BCX has seen female leadership representation post-implementation increase by 1.4% year-on-year.

Top Employers can find out more about BCX’s female leadership initiative—and access over 300 more best practices from leading employers—in the Top Employers portal.

Recommended steps for HR

Not every organisation has the capacity to roll out an initiative on BCX’s scale, but there’s still plenty HR can do to ease the burden for employees going through menopause.

Reference menopause explicitly in your policies

Employees can’t access help that they don’t know exists. 81% of women say that their organisation’s absence policies don’t adequately cover menopause, and only a quarter feel that they’re able to share with their manager the real reason for time taken off.

Review your leave, sickness and flexible working policies, and consider how clearly menopause is referenced as a use case. Clear wording removes the guesswork for employees when requesting accommodations or time off, and makes it simpler for managers to approve requests when they arrive.

If your organisation offers accommodations beyond paid leave, consider how clear your current process is for requesting support: specifying who to contact, which information to provide, and when a decision will be made can remove barriers for people looking to request an adjustment.

Introduce training and encourage understanding

Consider how managers in your organisation could be better equipped to handle check-ins and accommodation requests sensitively: understanding how symptoms affect wellbeing, responding without embarrassment, and respecting employee privacy all make conversations around menopause easier, more comfortable, and less taboo.

Dedicated training sessions for management, and resources made available through your staff learning hub or portal, ensure managers and employees have a shared reference for expected behaviour and language surrounding menopause.

Understand local legal requirements

Organisational support also needs to keep pace with regulation. In March, for instance, the UK government announced that employers with 250 or more employees would be encouraged to publish the steps they are taking to support employees through menopause.

For multi-regional organisations in particular, it’s important to understand how requirements might vary from country to country—and to cater policies and adjustments to fulfil your respective legal duties.

Final thoughts

Menopause is not a niche issue: almost every working woman will experience it at some stage, and for forward-facing organisations, dedicated support initiatives should be a core pillar of any diversity and inclusivity strategy.

Whether your organisation introduces an initiative as comprehensive as BCX’s, or begins by refining a single policy, the most important step is the first. Employees who feel supported are more likely to stay, contribute, and progress, and that benefits the whole organisation—not just the individual.