Menopause in the Workplace

As we prepare for our upcoming Menopause in the Workplace Conference, we had the opportunity to speak with Jacqui McBurnie, an expert with extensive experience in NHS England at both the national and regional levels. 

In her current role as Senior Programme Manager and Menopause Lead for the North East North Cumbria Integrated Care Board (ICB), Jacqui has played a crucial role in advancing menopause awareness, shaping policies, and developing support systems across the NHS. 

Below, Jacqui shares her thoughts and answers our questions on key issues related to menopause support in the workplace. 

How can regional healthcare systems like the North East North Cumbria ICB effectively implement and evaluate menopause support initiatives to ensure they positively impact women’s health and workplace wellbeing? 

Regional systems can identify their local priorities based on their own population challenges. This has been our approach across the North East North Cumbria ICB; we’ve developed our priorities based on our Women’s Health Profile and our Public Health and prescribing data. We use this baseline data to work with our partners to address inequalities directly. 

Engaging broadly with local partners and reflecting on the lived experiences of women across our system has been crucial. This input has shaped our priorities and commitment to the Women’s Health Strategy. For example, we’ve funded three women’s health hubs and continue to work with partners to evaluate and learn. Our ongoing dialogue, highlighted in our recent annual Women’s Health Conference and the ‘Big Conversation’ initiative, has been invaluable for system-wide collaboration. 

What are the key elements of a comprehensive menopause policy within the NHS, and how can such policies be standardised across various regions to ensure consistent support for all employees? 

A comprehensive menopause policy needs to clarify what menopause is, dispel myths, and provide clear information to support decision-making. The policy should articulate its purpose, our legal and organisational duties, and the importance of wellbeing at work. This is not just about economic participation but also about retaining experienced staff who add diversity at all levels of the organisation. 

Such a policy should support anyone experiencing menopause, directly or indirectly, and empower line managers with the confidence and resources to assist their colleagues. It’s important to clarify that well-being and performance issues are separate, so symptoms aren’t mistaken for performance problems. Workplace support—whether through flexible work arrangements, Occupational Health, or informal networks—should be something we lead with, not just accommodate. 

In what ways can increased awareness and education about menopause among healthcare professionals improve patient care and support for women experiencing menopause-related health issues? 

Sometimes, individuals don’t recognise that their symptoms are related to menopause. Providing clear, consistent information helps women make informed decisions that can manage symptoms and have long-term health benefits. It’s crucial that women receiving healthcare support have access to up-to-date information and can engage in discussions as equal partners to assess risks, benefits, and lifestyle changes. 

If information isn’t consistent or clear, women may seek unnecessary follow-up appointments or turn to alternative providers, which can strain healthcare resources. Moreover, if treatment doesn’t address the underlying symptoms, it could be considered wasted and potentially harmful. Educating healthcare professionals can optimise patient care and ensure resources are used effectively. 

What strategies can be employed to engage and incorporate the voices of both staff and the wider population in shaping the Women’s Health Strategy, particularly regarding menopause? 

In the North East and North Cumbria, we’ve launched our ‘Big Conversation’ to continuously engage with our population and reassess our priorities. This ongoing process helps us respond to the lived experiences of our community and utilise local health data from the Women’s Health Profile. It’s a model that could be beneficial for other systems looking to base their priorities on local data and direct feedback. 

How can collaboration between the NHS and governmental bodies, such as the Cross Government Menopause Network, drive cultural change and enhance the implementation of supportive policies for menopause in the workplace? 

Wide collaboration raises awareness, challenges assumptions, and allows for sharing information, resources, and knowledge. It ensures that expertise is developed and shared and that support is available when change is challenging in one part of an organisation or team. 

Sharing practical examples of change, success stories, and action plans can help drive forward ambitious, practical changes. Collaboration also allows us to create comprehensive documents that reflect a broad range of experiences, knowledge, and feedback. It provides a mechanism for support when implementing change becomes difficult. 

As we look forward to the Menopause in the Workplace Conference, our experts’ insights will be instrumental in shaping discussions and advancing the agenda of menopause awareness and support within the NHS and beyond. Their extensive experience offers valuable lessons we’re excited to share with our attendees.

For more information about the conference and to hear more from experts like Jacqui McBurnie, join us this September.  

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