One word still quietly affects many busy workplaces: menopause.

This is the point in time marking the natural end of a woman’s reproductive years. It typically happens between ages 45 and 55, though the transition—called perimenopause—can begin years earlier. 

It’s no picnic for women. 

When we talk about progress, ambition, and the future of women in leadership, a far more structural issue is beginning to surface—the experience of midlife women navigating menopause at the exact moment their careers should be hitting their stride. 

Women’s workforce participation in the Middle East has surged at one of the fastest rates globally, making its impact increasingly hard to overlook. 

Maureen Bannerman, Co-Founder of the GCC Menopause Hub, notes the region has moved “from having some of the lowest female labor participation rates in the world to being a global leader in rapid reform,” with Qatar and the UAE now “hovering between 47% and 51%, which is on par with many Western nations.” 

Yet as more women enter the workforce, a new challenge is emerging: how to retain them when menopausal symptoms collide with peak professional responsibilities.

The timing is striking. 

UNPREPARED FOR ITS IMPACT AT WORK

Women typically reach their highest levels of influence between 45 and 55 – the same years when perimenopause and menopause tend to unfold. Symptoms like sleep disruption, brain fog, anxiety, and unpredictable energy levels can interfere with concentration and communication in ways that are often misunderstood. 

Global research shows that one in five women has considered leaving their job due to symptoms, and more than 70% report difficulty concentrating at work. Yet only 29% feel comfortable raising the issue with a manager.

The silence around menopause often leads to misinterpretation. 

Research from CIPD and Hoomph shows that managers frequently mistake menopause related changes for burnout, disengagement, or declining capability. Women, in turn, withdraw from stretch roles or doubt themselves, even when their skills remain intact. 

Many say they were never educated about menopause, its symptoms, or its duration, leaving them unprepared for its impact on work. And while organisations have made significant progress on maternity, fertility, and parental support, the other end of the reproductive spectrum remains largely unaddressed.

The economic cost is real. In the US, untreated menopause symptoms are estimated to cost $1.8 billion annually in lost workdays, according to a Mayo Clinic study. Pro-rated to the UAE, Bannerman estimates the impact at roughly $300–350 million a year. That figure represents more than absenteeism; it reflects the loss of institutional knowledge, leadership continuity, and the strategic judgment that only experience can produce.

THE CHANGE IS BECOMING VISIBLE

And yet, even as symptoms vary widely, one of the world’s most influential menopause clinicians, Dr Louise Newson, reminds women—and employers – that there is no single roadmap: “There is so much information flooding the internet about the best way to treat your perimenopausal symptoms. And the truth is that no one size fits all.” 

Her repeated message is that women need personalized support, not assumptions—and workplaces must be part of that support system.

The UAE is beginning to shift this narrative. The country has been steadily positioning itself as a global leader in women’s health and wellbeing, including midlife health. 

Dr. Lubna Al Shaali, Director of Public Health Policy at MoHAP, has been a champion of advancing women’s health. MoHAP has stated that the forthcoming National Policy to Enhance Women’s Health aims to bolster women’s health and well-being in the UAE by providing tailored healthcare within a unified, multisectoral national framework.

This kind of policy direction signals that the UAE is not only acknowledging women’s health needs beyond fertility and maternity, but is also actively building the infrastructure to support them. That includes menopause, which is increasingly being recognised as a workforce sustainability issue rather than a private inconvenience.

Inside organizations, the shift is becoming more visible. 

Donna Lee-Elliott, a prominent Women 50+ Leadership Advocate in Dubai, describes the moment she decided to raise the topic with her CEO. 

“I sat with my male boss and explained that I wasn’t feeling myself due to peri-menopause symptoms… and his response was to ask, ‘How can I help you through this journey?’” 

She admits she didn’t yet know what she needed; she was still learning her own symptoms. But the simple act of being heard “lifted a load” and demonstrated how leadership empathy can ripple through an organization. 

“When senior leaders acknowledge menopause as a life stage rather than a taboo topic, stigma reduces immediately,” she says. In fact, his reaction was not only to ask how the company could support her through it, but also to commend her for bringing this difficult issue up openly.

WHAT ARE THE SOLUTIONS?

Experts say that solutions don’t need to be expensive or dramatic. 

What they require is intentionality. A formal menopause policy signals that the organization views this as a standard health transition rather than a performance issue. Small environmental adjustments—desk fans, breathable uniforms, quiet rooms—can make a disproportionate difference. 

Flexibility around start times or remote work can prevent women from burning sick leave on days when symptoms flare. Manager training helps ensure that performance conversations are grounded in understanding rather than assumptions. And creating safe spaces—peer groups, women’s networks, or simply leaders willing to speak openly— helps normalize the experience.

Lee-Elliott suggests appointing a “female wellness champion,” someone with an open-door policy who can guide women through the support available. She argues that menopause should be integrated into broader talent strategies rather than siloed as a niche issue. 

“Supporting women through this stage isn’t accommodation. It’s an intelligent talent strategy,” she says. The benefits are clear: higher retention of senior talent, stronger leadership pipelines, reduced recruitment costs, and deeper loyalty.”

As the region continues to champion women’s economic participation, the next wave of progress will depend not only on getting them into the workforce but also on ensuring they can thrive throughout their careers.