The UK is on the cusp of significant employment law reform. The forthcoming Employment Rights Bill is set to reshape employer responsibilities, particularly in relation to gender equity and women’s health in the workplace. For HR directors, this a real opportunity to drive cultural change that supports retention, engagement, and performance.
At the heart of the Bill is a new requirement that from 2027, all employers with 250 or more staff must publish annual gender equality action plans. These must not only address pay gaps but also demonstrate how organisations are supporting women’s health at work, with specific reference to menstruation, fertility, pregnancy, and menopause.
Unlike traditional reporting obligations, which often focus on data disclosure, these action plans demand evidence-based, practical measures in a deliberate move from the government to move businesses away from identifying inequalities to actively addressing them. It leaves HR leaders with a challenge: how do we prepare to meet these new expectations while also creating meaningful impact for employees?
Women’s health equity
Historically, workplace health policies have taken a one-size-fits-all approach. This is slowly changing as the demographics of a workforce evolve but it’s a challenge that every organisation must navigate, to find solutions that meet an ever-changing workforce. Women face unique challenges throughout their careers, dealing with menstrual health, fertility treatment, pregnancy, miscarriage, menopause, and long-term conditions like endometriosis which can all affect attendance, performance, and career progression.
When these needs aren’t recognised women may feel undervalued or unsupported. Research shows that lack of support around women’s health is a leading factor in career breaks, reduced progression to leadership roles, and even resignation.
When organisations get it right, the benefits are exponential. Employees who feel supported are more engaged, more productive, and more likely to stay with the organisation for longer. For HR directors, this is a direct lever for improving retention, reducing absenteeism, and maximising workforce potential.
Building an effective equality action plan
The Employment Rights Bill is still progressing through Parliament, but the direction of travel is clear and HR leaders can get ahead by laying the groundwork now and working through the following steps:
- Audit your starting point
Start with a thorough review of your current policies and practices. Look at:
- Gender pay gap and progression data
- Absence patterns, particularly related to women’s health
- Current uptake of flexible working and healthcare benefits
- Employee survey feedback on health and wellbeing
Don’t just rely on numbers. Combine quantitative data with qualitative insights, such as focus groups or anonymous feedback channels, to build a complete picture.
- Engage employees in the process
Action plans are most effective when shaped by those they are designed to support. Involve employees through listening groups, pulse surveys, or dedicated women’s health forums. Include men in these conversations too. Normalising dialogue around women’s health helps reduce stigma and builds support across the workforce.
- Prioritise practical, visible support
Employees need to see tangible change, not just policies on paper. Consider:
- Menopause and menstrual health policies, backed with training for managers
- Confidential health champions or peer-support groups
- Flexible working arrangements to accommodate healthcare needs
- Better signposting of existing benefits, such as employee assistance programmes or private healthcare
Small, visible actions can have a big impact on trust and culture.
- Measure and evolve
Set clear metrics to track progress. This could include engagement scores, uptake of support services, or reduction in sickness absence linked to women’s health. Women’s health strategies should be ever-evolving – regularly review and refine initiatives annually based on employee feedback and workforce needs.
Driving cultural change
Policies and action plans alone won’t create lasting change. This is about driving cultural change across the organisation. Senior leaders must be visible champions of women’s health initiatives. When leaders share their own experiences or visibly support these programmes, it signals that the organisation genuinely values the issue.
Mentoring and sponsorship programmes also play a role. By supporting women through career transitions such as returning from maternity leave or managing health conditions, HR can help more women progress into senior roles, closing leadership gaps over time. It’s imperative that we encourage leaders to talk openly about wellbeing and ensure women’s health is included in broader diversity and inclusion strategies.
Some sectors are already setting benchmarks for women’s equity in the workplace. According to recent UK research by Skillcast, industries such as accommodation and food services, information and communication, and real estate have shown strong progress in advancing women’s equity and supporting health-related needs.
For sectors with historically lower female representation, this may feel like new territory. The key is to start small, focus on achievable goals, and build credibility through consistent action.
The introduction of equality action plans under the Employment Rights Bill represents a significant shift for UK employers. For HR directors, the message is clear: this is not about compliance alone, it’s about creating workplaces where women can thrive at every stage of their careers.
By starting now HR leaders can ensure their organisations are ready for the new requirements and ahead of the curve in creating inclusive, high-performing workplaces. Supporting women’s health at work is not just a regulatory requirement. It’s an investment in your people, your culture, and your business’s long-term success.