#Midlife@Work - Menopause at work in Singapore: Practical steps for managers and teams

Menopause is a normal life stage, but in many workplaces it still sits in the “don’t talk about it” corner. That silence has a cost—especially as Singapore’s workforce ages and more women stay in employment across midlife. Singapore’s resident female labour force participation rate was 62.5% in 2025, which means this is not a niche issue, it’s part of everyday people management.

A recent CNA report (CNA Lifestyle), citing a regional menopause-at-work white paper, found that 74% of female employees in Singapore (45+) experiencing at least two menopause-related symptoms said it interfered with their ability to do their job, while 66% said stigma prevents open discussion, and only 31% of companies have menopause-friendly policies.

This article is a practical guide for managers, HR, and teams on what to do this week, what to build over a quarter, and what “support” actually looks like in a Singapore workplace.

What menopause can look like at work

Clinically, menopause refers to the final menstrual period, and someone is considered post-menopausal after 12 consecutive months without periods. Most women experience menopause naturally between 45 and 55, with an average onset around 50.

When we reduce stigma, we reduce silence and performance recovers.

Common symptoms include hot flashes/night sweats and sleeping difficulties, among others. In the workplace context, symptoms such as fatigue, brain fog and anxiety as issues that can affect performance and confidence when unmanaged.

The key point for managers: you don’t need a medical deep-dive to be helpful. You need to know how symptoms may show up at work:

• A high performer who suddenly struggles with focus or recall during meetings

• Someone becoming more sensitive to heat, uniforms, or long back-to-back sessions

• Sleep disruption leading to slower mornings or reduced stamina by late afternoon

Why this is now a management issue, not a “women’s topic”

Singapore’s median age has risen (42.7 in 2023, projected to reach 53 by 2050), and frames menopause support as part of adapting to an ageing workforce.

There’s also a leadership and retention angle. Many affected women are in middle to senior leadership roles, and that stigma can drive productivity loss and attrition.

Some employers are already moving. It is reported that companies such as Standard Chartered expanding medical coverage for menopause-related symptoms and providing toolkits and talks, and S&P Global making a “Managing Menopause Toolkit” available with flexible work options.

Companies like Unilever and Standard Chartered, and describes HSBC Singapore’s menopause benefits (including up to $10,000 of support) and the usefulness of hybrid work and staggered hours for recovery.

A practical support playbook for managers

The most inclusive workplaces aren’t the ones with perfect language, they’re the ones that show up consistently.

1) Start with language that feels safe (and professional)

A good opening lowers stigma without forcing disclosure.

Try:

• “If anything is affecting your energy, sleep, or focus lately, we can look at work adjustments. You don’t have to share personal details.”

• “Would you prefer short-term tweaks (2–4 weeks) or something more structured we review monthly?”

Avoid:

• Jokes about age, hormones, or mood

• “Are you going through menopause?” (too direct, too personal)

2) Offer a menu of adjustments, not a single solution

Different symptoms, different jobs, different comfort levels.

Low-cost, fast changes (this week):

• Allow desk fans / cooler seating where possible

• Make water breaks normal (not “special”)

• Reduce back-to-back meetings; add 5–10 minute buffers

• Record key decisions in writing so people don’t have to rely on memory after a rough night

Self-management tips for hot flashes include carrying a fan, dressing in layers, and having a cool drink—these translate neatly into workplace accommodations (dress code flexibility, access to cold water, permission to use a fan).

Short-term work design (2–6 weeks):

• Temporary shift of high-stakes presentations to a co-presenter model

• Flex on start times after nights of poor sleep

• Rotate heat-exposure tasks (for roles with uniforms, outdoors, or production floors)

3) Use Singapore’s flexible work framework properly

If informal flexibility works, keep it simple. But when someone needs structure, Singapore now has a clearer pathway.

The Ministry of Manpower’s Tripartite Guidelines on Flexible Work Arrangement Requests (TG-FWAR) set out a process for formal FWA requests. Employers have 2 months to respond, and employees can submit requests in writing stating the type of FWA, reason, and expected duration/frequency.

For managers, this matters because it:

• protects the employee from having to “keep asking” repeatedly

• gives the team clarity on what’s agreed (and when it will be reviewed)

• keeps decisions consistent across departments

  
  

4) Train managers on confidentiality and fairness

What “good” looks like:

• Focus discussions on work impact and adjustments, not diagnoses

• Keep information on a need-to-know basis

• Avoid performance labels that ignore context (e.g., “not committed”)

  
  

Stigma is a major blocker to seeking help, so privacy and tone are not “nice-to-haves”, they are the difference between early support and silent suffering.

What teams and colleagues can do (without making it awkward)

If someone’s work suddenly changes, ask “What support do you need?” before you assume “What’s wrong with you?”

Managers set the tone, but peers shape the daily experience.

Simple team norms:

• Don’t tease someone who suddenly needs to step out

• Don’t force camera-on if someone is flushed or uncomfortable

• Share meeting notes and action items as default

• If you’re unsure what to say, keep it practical: “Want me to cover the first 10 minutes while you take a breather?”

When to encourage medical help

Workplace support is not medical care, but it can be the bridge to it.

If symptoms affect quality of life such as hot flashes disrupting sleep, feeling persistently sad, or difficulty coping with family life or work, the person should see a doctor.

A manager can say: “If this is affecting your sleep and daily functioning, it may be worth speaking to a doctor. On our side, we can adjust work while you figure it out.”

A workplace that can talk about menopause respectfully is usually a workplace that can talk about mental health, caregiving, and burnout too.

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Important Notes

This article is for informational purposes only and should not replace medical advice.