Stories that went beyond the numbers
Sustainability Victoria (SV) looked at their leave records and found something important. Many staff were using sick leave to deal with periods and menopause. When they talked to their people, they learned that current leave options didn't always work well.
The leave options were generous, but not always helpful. Most people didn't need a whole day off. What they really wanted was flexibility. They needed to step away for an hour or two without having to explain themselves or get a doctor's certificate.
In the past, staff dealt with symptoms quietly. Some kept fans at their desks or slipped away to the bathroom. Many didn't want to share what they were going through. They worried their bosses and coworkers would see them as less capable. This showed how much stigma, and silence still surrounded these issues.
Turning staff ideas into action
SV created a new menstruation and menopause leave policy. This leave is separate from sick leave and can be taken in small chunks - like an hour or half a day. Staff don't need a doctor's certificate to use it.
The policy came from listening to staff. People filled out surveys, went to information sessions, and shared ideas about what the leave should look like. These talks created a safe space where people could speak openly about their experiences. They also helped leaders understand what dealing with periods and menopause really involves.
SV worked with managers to make sure they felt ready to support their teams. Some said they wanted to help but weren't sure how to bring up the topic. The new policy gave SV a chance to build awareness and skills across all leaders.
SV decided to call the leave: menstruation and menopause leave. Early on, some wondered if it should have a different name or need approval from HR. SV kept things simple. Leave requests go to the person's own manager, just like any other time off. Managers were told to approve the leave if work needs were covered.
This open approach treated menstruation and menopause like any other type of leave. This made it clear that periods and menopause aren't illnesses. They're natural experiences that sometimes need flexibility.
Senior leaders actively backed the change. By talking about the policy in meetings and sometimes sharing their own experiences, they kept the issue visible and made it easier for staff to use the leave.
Changing culture, not just policy
The policy has been running for almost three years. In that time, staff have taken more than 456 days of menstruation and menopause leave across a workforce of 100 to 150 people. This steady use shows the policy meets a real need.
It has also created an easy way to start conversations. Staff feel more comfortable talking with their leaders, and leaders know better how to respond. The policy gave everyone permission to start talks that once felt too awkward.
The change has also sparked wider discussions about wellbeing, workplace culture, and gender equality. Leaders began sharing their own experiences. This helped reduce shame and opened up new conversations about mental health and support at work.
SV also connected the policy to broader impacts. Severe menopause symptoms can make people retire early. This can hurt their superannuation and long-term financial security. Discussing this issue helped staff and leaders see why the policy mattered.
SV knew that everyone's experience is different. Some staff deal with mild symptoms, while others face more complex health issues. The policy was designed to support different experiences without asking staff to share private details.
The policy also matched SV's values of respect and staff wellbeing. Senior leaders and the board supported the change, showing it was a real priority. The annual People Matter Survey showed that staff felt supported by the policy.
Other ways to help staff
Leave is just one way to help staff deal with periods and menopause. Organisations can offer flexible work options, like allowing people to change their duties or work from different places. They can adjust uniforms or workspace to make people more comfortable.
Managers and senior leaders can start conversations with staff to reduce stigma. Staff can get training to understand the issues better. Regular check-ins help track how things are going. Clear information makes sure everyone knows what help is available.
Using all these approaches together with leave helps create real change in workplace culture. It helps people experiencing periods and menopause feel supported and engaged at work.
SV was already doing many of these things. They offered flexible work, leadership have open conversations, provide staff training, and regularly asked for feedback. This meant the new leave policy fitted well with their existing culture of inclusivity and caring for staff.
Lessons for other Organisations
- Start the conversation
A clear policy demonstrating support and normalises these issues.
- Ask your staff
Surveys and information sessions let people help shape the policy.
- Support your leaders
Guidance helps managers feel more confident.
- Deal with shame
Open policies help staff feel safe and break down barriers.
- Think long term
Workplace policies that support menopause leave can help people stay in the workforce longer.
- Keep it simple
Treat it like any other leave – don't overcomplicate the process.
The organisation's advice for others is simple: start now. Even small steps send a strong signal of support and help normalise conversations that have been left unspoken for too long.
Next step
Review how your organisation supports staff during menstruation and menopause.
Use our leading practice resources guidance to strengthen your policies.
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