The government published its official guidance on 4 March 2026. From April 2026, employers with 250 or more employees can voluntarily publish an action plan alongside their gender pay gap data. These plans become mandatory from spring 2027, subject to secondary legislation. 

Action plans cover two things: reducing your gender pay gap and supporting employees through menopause. You need to choose at least one action for each. The government has published a list of recommended, evidence-informed actions you can include. Read the full guidance on GOV.UK. 

Menopause is already one of the most common reasons mid-career employees struggle at work, reduce hours, or leave altogether. Issues rarely escalate because employers don’t care. They escalate because support isn’t clear, visible, or easy to access early on. 

A good menopause action plan helps organisations: 

• Support employees before problems turn into absence or performance issues 
  
• Give managers clarity and confidence 
  
• Apply adjustments fairly and consistently 
  
• Reduce legal and employee-relations risk 
  
• Retain experienced talent at a critical career stage 

Done well, a menopause action plan isn’t another policy document. It’s a practical framework that makes support work in real life. 

We recently ran a webinar on this topic with employment lawyers Shoosmiths and clinical specialist Buki Fatuga.

Watch the full session here.

Why menopause has become a workplace issue HR can’t ignore 

Menopause affects a large and growing part of the UK workforce. Around 4 million women aged 45–60 are currently in work, making this one of the biggest demographic groups in employment today. 

For many, symptoms don’t just affect health – they affect concentration, confidence, energy and day-to-day performance at work. Yet menopause is still often treated as a personal issue employees are expected to manage quietly. 

When support isn’t visible or easy to access, people tend to push through until something breaks – prolonged absence, declining performance, or a decision to leave altogether. 

As tribunal access expands and employer decision-making is scrutinised more closely under the Employment Rights Act, menopause has also become a higher-risk area for organisations. This is because it often overlaps with: 

• Age and sex discrimination 
  
• Reasonable adjustments 
  
• Sickness absence and performance management 
  
• Retention of experienced employees 

Download your free menopause action plan toolkit – including a template.

What is a menopause action plan? 

A menopause action plan is a clear, written framework that explains how your organisation supports employees experiencing menopause in everyday working life. We’ve put together a menopause action plan toolkit and template guide to help you get started. Download it here.

A menopause action plan moves menopause away from being something handled informally – or only once things go wrong – and makes it a shared organisational responsibility. 

In practice, a menopause action plan sets out: 

• Who owns menopause support internally 
  
• What managers are expected to do (and what they aren’t) 
  
• What reasonable adjustments may look like 
  
• How employees can access support early and confidentially 
  
• How consistency is maintained across teams and locations 

The aim is simple: support people earlier, reduce escalation, and prevent avoidable loss of talent. 

What the government guidance covers 

The guidance, published by the Office for Equality and Opportunity on 4 March 2026, applies to England, Scotland and Wales. 

Employers with 250 or more employees must choose at least one action from the government’s recommended list to address their gender pay gap, and at least one to support employees experiencing menopause. The government encourages employers to go further and select more than the minimum. 

Action plans will be submitted and published on the gender pay gap service, alongside existing gender pay gap data. Employers can also publish their plan on their own website. 

Deadlines for the 2026 to 2027 reporting year: 

• 30 March 2027 for most public authority employers 

• 4 April 2027 for private, voluntary and all other public authority employers 

• The 2026 to 2027 year is voluntary. The government will publish further process guidance in April 2026 covering how to analyse your data, select actions, submit your plan and track outcomes. 

Although the requirement applies to organisations with 250 or more employees, the guidance encourages smaller employers to use it too. 

The six recommended menopause actions 

The government’s list of recommended actions for menopause support gives employers a concrete starting point. Each action comes with evidence, implementation tips and suggested ways to track progress. See the full list on GOV.UK. 

The six menopause actions are: 

• Train managers to support employees experiencing menopause 

• Offer occupational health advice for employees experiencing menopause 

• Set up menopause support groups and networks 

• Offer workplace adjustments for employees experiencing menopause 

• Conduct a menopause risk assessment for your workplace 

• Review policies and procedures to meet the needs of employees experiencing menopause 

The guidance also notes that good menopause support can benefit employees with related conditions such as endometriosis, fibroids and PCOS, even though these are not a formal requirement. 

A note on inclusion 

The guidance asks employers to consider how employees may be affected differently based on overlapping characteristics, including ethnicity, disability and socioeconomic background. Menopause support should be accessible to employees of different ages, not just those in the typical 45-55 age range. 

Why menopause action plans matter now 

Many organisations are choosing not to wait – and with good reason. 

When menopause support isn’t structured: 

• Symptoms are raised late, if at all 
  
• Managers feel unsure and exposed 
  
• Adjustments depend on who someone speaks to 
  
• Decisions are harder to defend if challenged 

Menopause-related cases rarely fail because of bad intent. They fail because support wasn’t accessible early enough or applied consistently. 

What “good” looks like in practice 

Menopause action plans don’t need to be long or complicated. What matters is that they work. 

Strong plans tend to share a few key principles. 

1. Support is visible and easy to access 

Employees should know where to go and how to ask for help – without having to disclose repeatedly or navigate multiple systems. 

Plans that rely solely on line managers as the gateway to support often fall down, not because managers don’t care, but because confidence and knowledge vary. 

2. Support is available early 

Menopause support should be available before absence or performance issues arise. 

If support only kicks in once someone is already struggling, it’s unlikely to reduce risk or improve retention. 

3. Managers are supported, not expected to diagnose 

Managers don’t need to be menopause experts. 

They do need: 

• Clear guidance on how to respond 
  
• Confidence in when and how to signpost 
  
• Reassurance that expert support is available 

4. Adjustments are fair and consistent 

Common adjustments might include flexible working, temperature control, uniform changes, easier access to water or toilets, or time off for medical appointments. 

The key isn’t the adjustment itself. It’s that decisions are fair, transparent and consistent, regardless of team or manager. 

5. Menopause is treated as a workplace health issue 

The most effective plans embed menopause within wider health, wellbeing and absence frameworks – not as a one-off or “special case”. 

This helps normalise conversations and reduces stigma. 

What employers need to put in place 

While detailed guidance is still evolving, employers preparing now are focusing on a few practical steps: 

• Understanding where menopause-related risk already shows up (absence, ER cases, attrition) 

• Assigning clear ownership across HR, People or Wellbeing teams 

• Making menopause support easy to find, in plain English 

• Giving managers practical conversation guidance 

• Setting out reasonable adjustments clearly 

• Ensuring confidential, expert support is available without formal escalation 

• Reviewing and improving the plan over time 

The government’s own recommended actions give a useful framework here. Full details, including evidence and implementation tips for each action, are on GOV.UK. 

Menopause action plans work best when they are treated as living documents, not static policies. 

Turning menopause action plans into lived support 

One of the biggest gaps we see is between having a plan on paper and support working in practice. 

Employees don’t benefit from a policy they can’t find, don’t trust, or only hear about once something has gone wrong. 

Anya supports menopause action plans by making expert support visible, accessible and available early, without adding workload for HR or managers. 

Employees get: 

• Confidential, always-on guidance 
• Direct access to menopause-trained specialists when needed
• Support that covers both symptoms and work impact 

Employers benefit from: 

• Earlier intervention
• More consistent handling across teams 
• Reduced escalation into absence or ER cases 
• Clear evidence that reasonable steps were taken 

Final thoughts 

Menopause action plans don’t need to be perfect. They need to be clear, visible and usable. 

The organisations getting this right are less focused on wording and more focused on whether: 

• Employees know support exists 
• Help is available early 
• Managers aren’t left to handle sensitive situations alone 
• Adjustments are applied fairly 

This isn’t about special treatment. It’s about recognising menopause as a normal workplace health issue and responding in a way that protects people – and the organisation. 

For HR leaders, the question is no longer “Do we need a menopause action plan?” 
It’s “Does our support actually work in practice?” 

Sources: 

• Creating an Action Plan – Guidance for Employers, GOV.UK 

• Personnel Today 

• HR Independents 

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So, What Exactly is Endometriosis? 

Every month, the body prepares for a potential pregnancy by thickening the lining of the uterus. But with endometriosis, tissue similar to this lining starts growing in places it should not—like the ovaries, fallopian tubes, or even outside the pelvic area. This tissue behaves just like the lining in the uterus—it thickens, breaks down, and bleeds. But unlike a regular period, this blood has nowhere to go, causing pain, inflammation, and sometimes, scar tissue. 

It’s a condition that affects 1 in 10 people assigned female at birth. Yet, it often takes years (sometimes over a decade!) for people to get a diagnosis. 

Is it Just Bad Period Pain? 

It is so much more than just bad period pain. Endometriosis can cause intensely painful periods, but it’s also responsible for: 

• Chronic pelvic pain – Not just during a period—all the time. 

• Pain during or after sex – Which can make intimacy stressful. 

• Painful bowel movements or urination – Especially around a period. 

• Heavy, irregular bleeding – Sometimes with clotting or spotting between cycles. 

• Fatigue – Because the body is constantly dealing with inflammation. 

• Bloating (‘endo belly’) – Severe swelling that can be painful and limiting. 

• Fertility struggles – (Not always, but it can be a challenge). 

It’s not just about the physical impact but also the emotional toll—feeling dismissed by doctors, explaining to colleagues why plans must change at the last minute, or struggling at work because pain doesn’t take a day off. It’s exhausting in every area of life, including the workplace. 

As a manager, this might mean unknowingly expecting high performance from someone who is physically and emotionally drained. For those experiencing endometriosis, it can feel like a constant battle to be understood and supported. 

Getting a Diagnosis Can Be a Long Journey. 

With all these symptoms, you would expect that getting a diagnosis would be easy, but that isn’t the case. 

The only definitive way to diagnose endometriosis is through a laparoscopy (a minimally invasive surgery where a doctor looks inside the abdomen). But even getting to that stage often means: 

• Tracking symptoms religiously over months or years. 

• Advocating for yourself in medical appointments. 

• Seeking second (or third, or fourth) opinions. 

For many employees, this means juggling work, pain and uncertainty, all while waiting for answers.

Treatment Options: What Can Help? 

There’s no one-size-fits-all solution, but here are some common ways to manage symptoms: 

• Pain management – Over-the-counter painkillers (like ibuprofen) can help, but many need stronger prescriptions or nerve pain medication. 

• Hormonal treatments – Birth control, IUDs, or GnRH agonists can sometimes slow the growth of endo tissue. 

• Surgery – Laparoscopic excision is the gold standard for removing endometriosis tissue. 

• Lifestyle changes – Anti-inflammatory diets, gentle exercise, pelvic floor therapy, and acupuncture—some people find relief with these. 

• Support & advocacy – Joining support groups, talking to others with endo, and advocating for better care can make a huge difference. 

How Employers & Managers Can Make a Difference.

Creating a supportive work environment isn’t just about policies (though it’s a good place to start), it’s about understanding and making small changes that can have a big impact. Here’s how you can help: 

• Encourage open conversations – Employees should feel safe discussing their health without fear of judgment. This isn’t about oversharing—it’s about trust. 

• Offer flexibility where possible – Allowing remote work or flexible hours can help employees manage flare-ups and medical appointments without additional stress. 

• Understand reasonable adjustments – Small changes, like access to a quiet space, extra breaks, or adjusting workloads during flare-ups, can make all the difference. 

• Educate your team – The more people understand conditions like endometriosis, the more compassionate and inclusive the workplace becomes. 

• Consider menstrual and reproductive health benefits – If your company offers workplace health support, ensuring it includes conditions like endometriosis can be life-changing for affected employees. 

Women Are More Than Their Pain. 

Endometriosis can be all-consuming, but Endometriosis Awareness Month isn’t just about education—it’s about reminding those affected that they are seen, believed, and supported. 

Whether you are an employer supporting your team, a manager navigating this condition yourself, or a colleague wanting to be more understanding, know that your empathy and awareness make a difference. 

Never feel guilty for prioritising your health. With the right support, employees with endometriosis can thrive, both personally and professionally. 

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• Menopause is now recognised as a workplace issue linked to fairness, retention and performance, not just health or wellbeing. 

• A menopause policy alone will not be enough. How managers respond, and how support works in practice matter more. 

• Employers do not need to wait for final guidance to act. Building manager confidence, improving access to support and understanding current gaps are sensible first steps. 

• Organisations that act early will reduce risk, retain experienced women and create more consistent employee experiences. 

Thanks to the Employment Rights Act, employers must treat menopause as something they plan for and support, not something employees manage alone. This reflects a wider shift in how fairness, performance and retention intersect at work. 

This article explains what the Employment Rights Act means for employers, why menopause now sits firmly in the employment space, and what good support looks like in practice. 

What the Employment Rights Act means for employers and menopause 

Under the Employment Rights Act, large employers will need to publish action plans explaining how they address the gender pay gap and how they support employees through menopause. This will apply to organisations with 250 or more employees. Mandatory action plans are expected from 2027, with clear encouragement to act from 2026. 

Some details are still being consulted on and will come through guidance over time. The government is introducing changes in phases, giving employers time to prepare. 

That does not mean organisations should wait. 

As HR consultant Yolande Knock put it during Anya’s recent webinar: 

“If you wait until everything is finalised, you lose valuable time. Most of what employers need to do already sits within good people management.” 

The risk lies in delaying action or treating this as a simple compliance exercise rather than a workforce issue. 

Why menopause is now a workplace issue, not just a health one 

Menopause affects a significant part of the workforce, particularly women in their late forties and fifties. These are often employees with deep experience, leadership responsibility and high replacement cost. 

When workplaces fail to support menopause, the impact shows up clearly: 

• Increased sickness absence and presenteeism 

• Reduced confidence and performance 

• Missed progression opportunities 

• Experienced women leaving work 

Many women continue working through symptoms without explaining why. Others fear being seen as less capable if they speak up. Over time, many step back quietly or leave altogether. 

The Employment Rights Act recognises that these outcomes link directly to workplace conditions, not personal resilience. 

Why a menopause policy alone will not work 

Many organisations already have policies covering flexible working, sickness absence or reasonable adjustments. Yet women still report feeling unsupported. 

The issue is rarely intent. It is how support works day to day. 

Common problems include: 

• Policies that people do not understand or use 

• Managers who want to help but do not know what to say 

• HR teams responding only when things reach crisis 

• Support that relies on employees pushing for help 

Women’s health lead Buki Fatuga explained this clearly in the webinar: 

“If you have a menopause policy but nobody knows about it, it won’t change anything. Support only works when people feel safe enough to use it.” 

Inconsistent responses also create risk. Outcomes often depend on the individual manager rather than a fair, joined-up approach. 

What employers should focus on now 

Employers do not need to wait for final guidance to take meaningful action. Many HR teams are already focusing on a few practical priorities. 

1. A menopause approach people can actually use 

This means: 

• Clear signposting to support 

• Practical examples of reasonable adjustments 

• Simple guidance for managers on next steps 

2. Confidence and support for line managers 

Managers do not need to become menopause experts. They do need to listen well, respond respectfully and know when to involve HR or specialist support. 

As Yolande Knock said: 

“Line managers are where policy either works or breaks down. If they’re not confident, everything else falls apart.” 

3. Access to specialist menopause support 

GP access and general EAPs often leave gaps. Menopause symptoms are varied and ongoing. Many women need consistent, specialist support rather than one-off conversations. 

Anya founder Dr Chen Mao Davies explains why this matters: 

4. A way to understand what is happening in your organisation 

Looking at absence data, engagement feedback and turnover can show where menopause already affects your workforce. Benchmarks and surveys help move the conversation from anecdote to evidence. 

What good menopause support looks like at work 

There is no single template that works for every organisation. But employers who support menopause well tend to share common traits. 

• Employees know where to go for help without repeatedly explaining themselves 

• Managers respond in a consistent and respectful way 

• Adjustments feel normal rather than exceptional 

• Support reaches frontline, shift and remote workers 

• HR teams can show action, not just intention 

As Buki Fatuga notes: 

“Menopause is not one size fits all. The most important thing is listening and working out what helps that person.” 

Crucially, menopause support sits alongside wider work on retention, fairness and performance. It does not sit on the edge of a wellbeing strategy. 

How to prepare in a sensible way 

The strongest responses to the Employment Rights Act focus on basics done well. 

That usually means: 

• Building on existing policies and processes 

• Closing gaps in manager confidence and access to care 

• Avoiding multiple disconnected initiatives 

• Choosing support that works across the whole workforce 

• Learning from employee experiences and feedback 

For many employers, the aim is consistency rather than scale. 

What employers should do next 

If you are preparing for the Employment Rights Act, start by understanding where you are today. 

That might include: 

• Reviewing absence and turnover patterns 

• Asking managers how confident they feel supporting menopause 

• Benchmarking your current approach 

• Identifying where employees struggle to get support 

• Reviewing what support exists under benefits such as Private Medical Insurance  

The law creates momentum. The real opportunity lies in building workplaces where experienced women can stay, contribute and progress without feeling pushed out. 

Chloe Trenchard sums it up: 

“This isn’t about doing something new. It’s about doing the right things properly.” 

Final thoughts 

The Employment Rights Act does not expect employers to have menopause support fully figured out today. But it does make one thing clear: doing nothing is no longer an option. 

For some organisations, this will mean building menopause support for the first time. For others, it will mean strengthening what already exists and closing the gaps between policy and practice. 

This moment is about moving from intention to action. That might involve new policies, new conversations, new training or new support routes. It almost always involves helping managers feel more confident and making sure women do not have to struggle in silence to stay in work. 

The employers who respond well will not just meet future requirements. They will hold on to experience, protect performance and show that they value women at every stage of their working lives. 

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As an employer, the way you support your staff as they transition back into the world of work can have a huge impact on their wellbeing, job satisfaction, and long-term loyalty to your company. Here’s how you can help team members thrive both in their careers and at home. 

The impact of parenthood on careers and retention

Returning to work after having a baby can be daunting, but for most parents it is a necessity in order to continue providing for their families. In the UK, 70% of mothers and 92% of fathers with dependent children are in employment. However, many parents face challenges that can directly affect their ability to stay in work long term.

Career progression is one of the most significant issues, particularly for women. The number of female managers drops by 32% after having a baby, and 44% are forced into lesser-skilled administrative roles. This often results in lower income and long-term career setbacks, with some women taking more than 10 years for their careers to recover.

Research by the Fawcett Society and Totaljobs found that over a quarter of working mothers’ careers stall after having a baby, compared to 21% of working fathers. When parents feel overlooked for development opportunities, excluded from key projects, or sidelined after parental leave, disengagement and attrition become more likely.

A lack of employer support also contributes to parents leaving the workforce altogether.

85% of women leave the full-time workforce within 3 years of having their first child, and 19% leave work completely because businesses aren’t offering the flexibility needed.” – Careers After Babies 

For employers, this loss of experienced talent has a direct impact on continuity, productivity and recruitment costs.

Flexible working as a retention driver

Flexible working is consistently one of the most important factors for working parents, yet only 31% currently have access to flexible arrangements. From managing nursery drop-offs and pick-ups to attending emergency appointments, flexibility enables parents to balance work with family responsibilities more effectively.

In the UK, employees returning from maternity leave have a legal right to request flexible working if they have been with their employer for at least 26 weeks. Options include reduced hours, compressed working weeks, remote working or staggered hours. Employers can only reject requests for permitted business reasons.

Beyond compliance, flexible working offers clear retention benefits. It allows parents to manage workloads more effectively, reducing stress and burnout. It can also reduce absenteeism, as parents are better able to manage their own health or their child’s needs without taking time off.

Offering flexibility improves job satisfaction and morale, helping employers retain experienced staff and attract new talent. In addition, organisations may benefit from lower overheads due to reduced office space requirements.

Despite these benefits, many parents feel uncomfortable requesting flexibility.

“38% of women state they feel uncomfortable approaching their line manager about flexible working.”  

Creating a culture where flexibility is normalised and openly discussed is key to long-term retention.

Inclusion, visibility and workplace culture

Retention is closely linked to how included and valued parents feel after returning to work. Research shows that 41% of mothers feel isolated or disconnected from their colleagues after returning from parental leave. This sense of exclusion can erode confidence and engagement over time.

Employers should ensure parents are kept informed while on leave through Keeping In Touch days, email updates or virtual calls. Reintroducing parents to projects and team developments before their return can help rebuild confidence and maintain momentum.

Inclusion also means ensuring parents are not excluded from meetings, development opportunities, networking events or informal social activities. Feeling overlooked or invisible can contribute to stalled careers and increased attrition.

An open, supportive culture where parents feel comfortable raising concerns is essential. Regular check-ins with managers can help identify issues early and demonstrate that parents are valued members of the team.

Supporting parents through life’s challenges

Retention is also influenced by how employers respond to the broader realities of parenting. Sleep deprivation, childcare disruptions, sickness and school holidays can all affect performance and wellbeing.

Almost two thirds of parents with babies under one year old say their baby sleeps for less than four hours at a time, which can impact concentration, emotional resilience and decision-making. Encouraging regular breaks and offering additional support where health and safety could be affected is essential.

Employers should also be sensitive to fertility issues, miscarriage and baby loss. An empathetic approach, appropriate bereavement leave and flexibility during difficult periods help build trust and psychological safety.

Supporting parents through these challenges reinforces a culture of care and understanding, which in turn supports long-term loyalty.

“Two-thirds of women don’t feel comfortable talking about their mental health in the workplace” – Deloitte 

Find out about Anya’s parenting support

Promoting resources and long-term support

Many parents are unaware of the support available to them. Employers should proactively share information about government-funded aid such as child benefit, universal credit, tax-free childcare schemes and vouchers.

Clear communication around company benefits is equally important. This includes maternity and paternity pay, flexible working policies, wellbeing initiatives and any health or insurance plans available before, during and after parental leave.

Providing access to digital parenting support can also help bridge gaps between workplace policies and day-to-day realities.

Final thoughts

Supporting working parents is not a short-term adjustment or a “nice to have”. It is a strategic investment in retention, inclusion and workplace culture. Employers that acknowledge the challenges parents face and respond with flexibility, empathy and inclusive practices are better positioned to retain experienced talent and build sustainable teams. Alongside internal policies and leadership commitment, solutions such as Anya can help employers provide consistent, accessible support, reinforcing a culture where working parents feel valued and supported at every stage.

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Promote mental health & wellbeing 

With around 1 in 5 women developing mental health issues during pregnancy or within the first year of their baby being born, mental wellbeing is be a top priority for leading employers. 

Implement a mental health policy

This will outline what your company’s approach is to employee mental health, the support you’ll provide, and how employees can access it. This policy should be more than just a document though – it should undermine how you operate as a business, and the values should be lived and breathed by your employees. 

Offer mental health resources

Along with access to information and guidance, you can also provide advanced mental health support, such as counselling services, mental health first aiders, and allowing employees to take mental health days. 

Encourage self-care

New mums and dads can often forget to take care of themselves, but they need to stay happy and healthy to thrive both at home and work. Gym membership discounts, free yoga sessions, and subscriptions to wellness apps are amazing perks to offer. You could also promote healthy habits by having meetings outside, providing healthy snacks, and encouraging everyone to take 15 minutes out of each day to practise mindfulness. 

Provide manager training

Equip your managers with the knowledge they need to recognise the signs of poor mental health, have better conversations with their team, and offer effective support. 

Find out about Anya’s parenting support

Encourage boundary setting 

Clear boundaries are essential to achieve a healthy balance between work and family time. You don’t want work to overshadow your employee’s parenting responsibilities, but at the same time, you want to ensure they’re performing to a high standard and have the same opportunities as other colleagues.   

• Unplug from work. Encourage employees to finish work on time, and lead by example by not answering emails or calls outside of work hours. Scheduling breaks in the work calendar is also a good way to establish healthy boundaries in your team.  

• Offer alternative work spaces. While working from home is a godsend for parents, there might be times when they need a quiet space to get their head down. By offering access to shared workspaces, or the option to work from anywhere such as cafes, they can separate work from home life.  

• Respect boundaries. It can be difficult for employees to say no to managers if they’re asked to stay late, or work a different shift, but for new parents, these requests can be incredibly disruptive to their already hectic schedule. By respecting your employees’ boundaries, you help to protect their time and energy. This can have a positive impact on productivity and overall job satisfaction. 

Offer support during sickness and school holidays 

Babies and children are susceptible to catching all kinds of bugs, causing them to fall sick unexpectedly. This, along with multiple school holidays throughout the year, can disrupt your employees’ routines. By helping your employees navigate these events, you demonstrate empathy and understanding. When employees feel supported, they’re more likely to be motivated and engaged with their employer. 

• Be sympathetic. Having to concentrate at work while dealing with a sick child can be emotionally taxing. Be aware and understanding of the fact your employee might need to take urgent phone calls, or they might take several small breaks instead of one long lunch break.  

• Offer flexible working. Being able to work from home without any prior planning helps employees accommodate unexpected illness without reaching out for additional support. You could also discuss flexible start and finishing times so they can manage childcare arrangements without the added stress of running late. Remote working would also enable your staff to be at home during the school holidays, which not only saves them money in childcare, but it means their kids get to see more of mum and dad. 

• Support financially. Employers can offer subsidiaries to help cover the cost of holiday clubs and activities. Partnering with local childcare providers and sports clubs to offer discounts could also be a good way to support parents while boosting your business’ profile. 

• Host family-friendly events and workshops. This is not only great for bonding and employee morale, but it takes the pressure off arranging childcare on given days. Holding virtual workshops for little ones also means parents can work while their child is occupied for a few hours.  

Final thoughts

Protecting the mental health and wellbeing of working parents requires more than good intentions. It relies on open conversations, healthy boundaries, and access to the right support at the right time. When employers prioritise wellbeing and equip managers to respond with empathy, parents are more likely to feel safe, supported, and able to perform at their best. Complementing internal support with digital tools like Anya can help parents access trusted guidance whenever they need it. 

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As an employer, the way you support your staff as they transition back into the world of work can have a huge impact on their wellbeing, job satisfaction, and long-term loyalty to your company. Here’s how you can help team members thrive both in their careers and at home. 

1. Acknowledge the challenges 

Returning to work after having a baby can be daunting, but for most, it’s a necessity in order to keep providing for their families. In the UK, 70% of mothers and 92% of fathers with dependent children are in employment, many of which will face significant challenges, such as: 

• Work-life balance. Juggling work commitments – such as meetings, events, and deadlines – with family responsibilities can be overwhelming. It leaves little time for self-care and indulging in personal projects or hobbies that add to overall happiness. Flexible working arrangements can help with this difficult balancing act.  

• Childcare costs. Returning to work often means having to pay for childcare, and the high costs can put a real financial strain on your employees. In the UK, the average cost is £242 per week for a full-time nursery place. Employers can support staff by offering  onsite childcare services, or the ability to work from home.  

• Parental guilt. Going back to work and pursuing career goals can cause a huge amount of parental guilt. Many people don’t like the thought of spending hours away from their baby, in fear it might impact their emotional wellbeing and development. That’s why an understanding, supportive work environment is crucial to help alleviate some of this pressure. 

• Sleep deprivation. Almost two thirds of parents with babies under a year old, say their baby sleeps for less than four hours at a time, which can have a significant impact on how they function. They could make more mistakes, or feel more emotional and sensitive. Encourage new parents in the workplace to take regular breaks, and offer advanced support if they work in a role where their health and safety could be compromised as a result of drowsiness. 

• Career progression. The number of female managers drops by 32% after having a baby, and 44% are forced into lesser-skilled admin roles. This means many new mothers are on a lower income than they were before, and it can take more than 10 years for their careers to recover. Employers need to ensure they have an inclusive approach when it comes to career development and progression plans.  

• Lack of inclusion and employer support. Research by the Fawcett Society and Totaljobs, found that over a quarter of working mothers’ careers stall after having a baby, compared to 21% of working fathers. You can address this by ensuring new parents aren’t excluded from big projects or networking opportunities, and that they receive the same level of recognition for their work. 

85% of women leave the full-time workforce within 3 years of having their first child, and 19% leave work completely because businesses aren’t offering the flexibility needed.” – Careers After Babies 

2. Implement flexible working arrangements

Flexible working is top of the list when it comes to the support people want from their employers, however only 31% have access to flexible arrangements. From being able to do the nursery drop-offs and pick-ups, to attending emergency doctors appointments, flexible working is a game changer for new parents, but it’s also good for business. Here’s what you need to know. 

• It’s a legal right. In the UK, employees returning from maternity leave have the legal right to request flexible working, as long as they’ve been with the company for at least 26 weeks. Options include reduced hours, compressing the work week, working from home, or staggered hours to fit around childcare needs. As an employer, you can only reject the request if you have a permitted business reason. 

• It has many benefits. Flexible working has many benefits for employers. 

• Increased productivity. New parents can manage their workload more effectively with flexible working, which helps to increase productivity. 

• Reduced absenteeism. If new parents can work from home or work different hours, they’re less likely to take time off. Whether that’s for their own health, or the health of the baby. They can also freely attend doctors appointments without the stress of running late or being reprimanded, which helps with overall job satisfaction.  

• Improved retention. Offering flexibility as a benefit helps to retain (and attract) talent, which is especially important for employers given the cost of recruitment.  

• Better job satisfaction. Having more freedom and authority over balancing work and home life can boost morale, and cultivate a happier workforce. This in turn helps with productivity levels and the quality of work produced. 

• Lower costs. Companies who offer flexible working and working from home can lower their overheads as they don’t need as much office space. 

• How employees can make a request. Make sure your employees are aware of the process of making a flexible working request. They should start with an informal discussion with their line manager to let them know they’ll be making a statutory flexible working request. Their formal request needs to be in writing, including the date, a clear statement that it’s a statutory request, the type of flexibility they want and the changes to their working pattern, their desired start date for the changes, and whether they’ve made a similar request before. They should also clearly explain that they’re making the request due to childcare responsibilities.  
• Negotiate and be fair. Depending on the nature of the business and the employee’s role, sometimes the initial flexible working request isn’t always feasible. However, you should remain open minded and try to come to a middle ground that benefits both parties. By showing willingness to discuss and accommodate their needs, you can help build loyalty, trust, and mutual respect. 

“38% of women state they feel uncomfortable approaching their line manager about flexible working.”  

3. Create a supportive environment 

Make sure your employees feel understood, valued, and supported as they transition back to work after having a baby.  

• Create a personalised approach. Ask new parents how they’d like to be reintroduced to the workplace in a way that feels safe for them and at their own pace.  

• Establish peer support groups. Having a parent group within the business can allow employees to connect with people who know what they’re going through. They can share experiences, offer guidance, and advocate for parental support within the business. 

• Encourage breaks. New parents face significant sleep challenges, especially in the first year. Encourage them to take breaks so they can return to their job feeling more invigorated and ready to work. Stepping away from the desk or popping outside for fresh air can mitigate the risk of mistakes and prevent burnout. 

• Have an open door policy. From asking about flexible working, to talking about the challenges they’re facing at work as a new parent, it’s important employees feel they can discuss their needs with managers. You can do this by creating an open, welcoming culture where employees feel seen and heard. Schedule regular catch ups with new mums and dads to check in and see how they’re doing. It doesn’t need to be formal – just a casual chat over a cup of tea demonstrates you’re an employer that cares. 

• Be inclusive. Research shows 41% of mothers felt isolated or disconnected from their colleagues after returning to work from parental leave. Make sure new parents are kept in the loop while they’re off through Keeping In Touch (KIT) days, email updates, or virtual calls, and get them up to speed with new projects in the weeks leading up to their return. Also, ensure new parents aren’t excluded from meetings, events, or even after-work socials. It’s important they feel a sense of belonging, and that their presence in the team is valued.   

• Be sensitive. Employers should be sensitive when it comes to fertility issues, miscarriage, and baby loss. This includes having an empathetic policy for bereavement leave, being mindful around questions related to having children, and offering flexibility as employees try to navigate their difficult journeys. 

4. Promote mental health & wellbeing 

With around 1 in 5 women developing mental health issues during pregnancy or within the first year of their baby being born, mental wellbeing should be a top priority for employers. 

• Implement a mental health policy. This will outline what your company’s approach is to employee mental health, the support you’ll provide, and how employees can access it. This policy should be more than just a document though – it should undermine how you operate as a business, and the values should be lived and breathed by your employees. 

• Offer mental health resources. Along with access to information and guidance, you can also provide advanced mental health support, such as counselling services, mental health first aiders, and allowing employees to take mental health days. 

• Encourage self-care. New mums and dads can often forget to take care of themselves, but they need to stay happy and healthy to thrive both at home and work. Gym membership discounts, free yoga sessions, and subscriptions to wellness apps are amazing perks to offer. You could also promote healthy habits by having meetings outside, providing healthy snacks, and encouraging everyone to take 15 minutes out of each day to practise mindfulness.  

Provide manager training. Equip your managers with the knowledge they need to recognise the signs of poor mental health, have better conversations with their team, and offer effective support. 

“Two-thirds of women don’t feel comfortable talking about their mental health in the workplace” – Deloitte 

Find out about Anya’s parenting support

5. Encourage boundary setting 

Clear boundaries are essential to achieve a healthy balance between work and family time. You don’t want work to overshadow your employee’s parenting responsibilities, but at the same time, you want to ensure they’re performing to a high standard and have the same opportunities as other colleagues.   

• Unplug from work. Encourage employees to finish work on time, and lead by example by not answering emails or calls outside of work hours. Scheduling breaks in the work calendar is also a good way to establish healthy boundaries in your team.  

• Offer alternative work spaces. While working from home is a godsend for parents, there might be times when they need a quiet space to get their head down. By offering access to shared workspaces, or the option to work from anywhere such as cafes, they can separate work from home life.  

• Respect boundaries. It can be difficult for employees to say no to managers if they’re asked to stay late, or work a different shift, but for new parents, these requests can be incredibly disruptive to their already hectic schedule. By respecting your employees’ boundaries, you help to protect their time and energy. This can have a positive impact on productivity and overall job satisfaction. 

6. Offer support during sickness and school holidays 

Babies and children are susceptible to catching all kinds of bugs, causing them to fall sick unexpectedly. This, along with multiple school holidays throughout the year, can disrupt your employees’ routines. By helping your employees navigate these events, you demonstrate empathy and understanding. When employees feel supported, they’re more likely to be motivated and engaged with their employer. 

• Be sympathetic. Having to concentrate at work while dealing with a sick child can be emotionally taxing. Be aware and understanding of the fact your employee might need to take urgent phone calls, or they might take several small breaks instead of one long lunch break.  

• Offer flexible working. Being able to work from home without any prior planning would enable employees to accommodate unexpected illness without reaching out for additional support. You could also discuss flexible start and finishing times so they can manage childcare arrangements without the added stress of running late. Remote working would also enable your staff to be at home during the school holidays, which not only saves them money in childcare, but it means their kids get to see more of mum and dad. 

• Support financially. Employers can offer  subsidiaries to help cover the cost of holiday clubs and activities. Partnering with local childcare providers and sports clubs to offer discounts could also be a good way to support parents while boosting your business’ profile. 

• Host family-friendly events and workshops. This is not only great for bonding and employee morale, but it takes the pressure off arranging childcare on given days. Holding virtual workshops for little ones also means parents can work while their child is occupied for a few hours.  

7. Help manage workloads 

Employees who are trying to strike the perfect balance of raising a baby while pursuing career goals may need help managing their workload. You can help by ensuring the right systems and strategies are in place and are actively encouraged. 

• Prioritisation. Reduce the risk of employees getting overwhelmed by encouraging them to only focus on high priority tasks. Line managers should ensure they’re not being invited to unnecessary meetings, and that jobs are labelled as either ‘urgent’, ‘important’, or ‘nice-to-have’. You want your team members to be in a position where they’re concentrating on the things that matter so that they can do the best job possible.  

• Planning. The last thing anybody wants is a last-minute task landing on their desk, but this can be extremely stressful for new parents. Frequent planning meetings are vital to ensure everyone knows what projects are on the horizon, and what tasks are due. It also allows managers to review workloads and ensure employees are working to a healthy capacity – which should never be 100%!  

• Delegation. Empower employees to delegate less important or smaller tasks to their colleagues who have capacity. This can only happen if you create a collaborative environment where everyone is working towards the same goal, and the act of delegation isn’t abused. 

8. Promote resources and benefits 

Many new parents might not be aware what help is available to them, so ensure they have all the information they need as they prepare to juggle work with raising a baby.  

• Government funded aid. There are a few financial support options available in the UK, such as child benefit, universal credit, working tax credit, free school meals, and Healthy Start vouchers.  

• Childcare options. The UK offers tax-free childcare schemes and vouchers to help cover the costs of nursery. 

Promote company benefits. Make sure employees are aware of what company benefits they can access before, during, and after having a child. This includes maternity and paternity pay, flexible working policies, wellbeing perks, support solutions, and any health cash plans or insurance.  

9. Offer a digital parenting support solution 

Anya is a health tech app that provides round-the-clock employee support, helping people navigate some of life’s most challenging times. From breastfeeding tools to expert parenting guidance, your team members can access specialist support at their fingertips. Check out how Anya could help your business support employees returning to work after having a baby. 

The post How to Help Employees Balance Work & Parenting appeared first on Meet Anya..

At the same time, HR teams are planning budgets, checking absence patterns and supporting managers as the workload ramps up. 

For many women, January can be especially challenging. Winter fatigue, disrupted sleep, ongoing health symptoms and life responsibilities can all affect how people feel at work. Planning for wellbeing in January is not about launching big new programmes. But it’s often a good opportunity to take stock and make small changes that help people stay well and engaged throughout the year. 

This toolkit gives HR teams practical, evidence-informed steps to support women’s health and wellbeing from day one of the year. 

Why this matters right now 

Women generally take more sick days than men in the UK. In 2024, the ONS reported that the sickness absence rate was 2.5% for women compared with 1.6% for men, showing that women are more likely to take a day off for health reasons. 

Many of these absences relate to health issues that are common but often invisible, including women’s health concerns. 

Research from the CIPD shows that symptoms associated with menopause and perimenopause have a real impact on work. Three out of five women aged 45–55 say their symptoms have a negative impact on them at work. Around 17% of people have considered leaving their job because they did not get enough support for menopause symptoms, and 6% have actually left.  

Other studies point to a broader trend. In a UK survey, almost one quarter of working women considered quitting their job due to menopausal or menstrual symptoms. 

Many of the women surveyed also reported that symptoms affect mood, concentration and productivity – all these things will impact work performance and general wellbeing.

Women’s health matters for retention, engagement and productivity in every organisation.  

What HR can do in January 

It’s the New Year and everyone’s full of resolutions and good intentions. If your top employees are struggling at work because of women’s health challenges, they may be considering leaving your organisation for companies that offer better care, or leaving the workforce altogether.

Here are practical steps HR teams can take to create a workplace that supports women’s health and sets a strong wellbeing foundation for the year. 

1. Make support easy to find and understand 

Policies and resources are only useful if employees know where to find and use them. 

In January, HR teams can: 

• Share or re-share clear information about women’s health support, including menopause, menstrual health and reproductive health resources. 

• Highlight confidential support options, such as wellbeing apps or external services. 

• Include links to FAQs or guidance in internal newsletters and intranet pages. 

Your aim is to make support visible and easy to access without making a big announcement or creating pressure. 

2. Give managers practical tools, not policies 

Managers often want to help but may not feel confident or sure where to start. HR can help by providing simple, practical tools such as: 

• A short briefing document explaining common women’s health issues and how they may affect work. 

• Conversation prompts that focus on work impact rather than personal health details. 

• Examples of small, reasonable adjustments that can help. 

Practical adjustments might include: 

• Flexible start and finish times. 

• Short, scheduled breaks. 

• Easy access to water or a cooler workspace. 

• Written follow-ups to verbal instructions. 

These steps do not require managers to be health experts. They give managers language and actions that are supportive and sensible. 

Download Anya’s Line Managers’ Conversation Guide

3. Look at absence data with a fresh lens 

January is a good time to review absence data from the year before. Patterns can reveal where additional support might reduce future absence. 

Instead of looking only at absence categories such as “illness” or “stress,” HR teams might: 

• Look for repeat short-term absences that cluster around predictable health issues. 

• Consider whether women’s health concerns could be part of wider trends. 

• Talk to managers about what they see on the ground, without focusing on specific cases. 

Understanding patterns as a whole helps HR plan meaningful support that reduces disruption and turnover. 

4. Make support fair for all roles 

Support needs to work for every part of your organisation. 

Employees in office settings may have more flexibility than those in frontline or shift-based roles. In January, HR can check that women’s health support is practical for: 

• Shift workers. 

• Customer-facing roles. 

• Deskless teams. 

• Remote workers. 

• Senior leaders as well as entry-level staff. 

Health equity in the workplace means support should work in practice, not just look good in a policy document. 

5. Be clear that support is confidential and normal 

Many women feel uncomfortable talking about their health at work. In one UK survey, cited by NHS Inform, almost half of women who needed a day off because of menopause did not tell their employer the real reason.  

HR communications can help by: 

• Emphasising that support is private and confidential. 

• Reinforcing that no one has to disclose personal health information to get help. 

• Including women’s health as part of general wellbeing messaging so it feels normal and inclusive. 

This quiet normalisation helps reduce stigma and encourages people to get help when they need it.

6. Set simple priorities for the first quarter 

January support does not have to be a big project. A few clear goals for Q1 might include: 

• Increasing awareness of women’s health resources. 

• Improving manager confidence in supporting employees. 

• Tracking engagement with wellbeing tools. 

• Spotting early signs of absence that could be mitigated with better support. 

These kinds of priorities are easy to measure and help show HR’s impact early in the year. 

How Anya can help HR teams 

Anya provides evidence-based, confidential women’s health support that employees can access anytime. This includes guidance on menopause, menstrual health, fertility, and early pregnancy. 

Anya also offers practical resources that HR teams can use to support their workforce, reduce time spent on ad hoc queries, and strengthen wellbeing without adding to HR workload. 

Final thoughts 

By making support easy to find, giving managers clear tools, looking at data thoughtfully, and ensuring support is fair and confidential, HR teams can make a lasting difference to women’s wellbeing at work. 

The post January is when people decide whether to stay – why women’s health matters appeared first on Meet Anya..

Not because managers don’t care, but because many don’t feel confident having sensitive conversations. And when managers avoid the topic, HR teams are left carrying the emotional and operational load.

In our recent webinar, we explored how HR can empower managers to support women better, build psychological safety and reduce the pressure on People teams. Here are the main takeaways.

Watch the full webinar recording 

1. Psychological safety starts small

Supportive workplaces aren’t built through sweeping policies alone. They’re built through small, everyday actions – regular check-ins, open language and genuine empathy. 

These simple behaviours signal safety, which encourages women to speak up earlier, before issues escalate.  

2. HR enables, managers deliver 

HR shouldn’t be the sole destination for women’s health concerns. 

When HR equips managers with practical tools, conversation frameworks and clarity on what good support looks like, the result is: 

• fewer escalations 

• more consistent support 

• a more confident and capable management layer 

This shift alone can dramatically reduce pressure on People teams. 

3. Women need support across the whole health journey 

Women’s health isn’t a single life stage. Fertility struggles, pregnancy and early parenthood, perimenopause and menopause all require understanding, flexibility and awareness. A one-size-fits-all approach doesn’t work. Managers need the confidence to navigate each of these moments with care. 

4. Support must be accessible to everyone 

Not all employees experience the workplace the same way. 

Frontline, shift and remote teams often have the least access to support, and yet carry some of the greatest burdens. Digital tools and consistent communication help bridge these gaps and ensure equity, not just availability. 

5. Practical support beats perfect policies 

Policies matter – but what women experience day to day from their manager matters more. 

Real inclusion happens in conversations, flexibility, and how managers respond in the moment. A beautifully written policy will never compensate for a poorly handled conversation.  

6. Investing in women’s health improves retention 

When women feel heard, supported and able to speak openly, they stay. Silence and stigma, on the other hand, push women out of the workforce – especially during high-pressure life stages. 

7. Managers do not need to be medical experts 

They don’t need clinical knowledge or specialist training. They simply need the right tools, a safe framework to talk within, and access to trusted resources like Anya. 

Free resource: Line Manager Conversation Guide 

To make manager support easier, we’ve created a practical Line Manager Conversation Guide that includes: 

• step-by-step conversation frameworks 

• example phrases 

• guidance on adjustments 

• follow-up checklists 

Download the guide here 

Final thoughts 

Improving women’s health support at work doesn’t require huge budgets or structural overhauls. It starts with enabling the people who have the most day-to-day impact: line managers. 

With the right tools, confidence and consistency, managers can create workplaces where women feel safe, supported and able to thrive – and HR teams can focus on strategic work instead of constant firefighting. 

If you’d like to learn more about how Anya helps organisations support women across every life stage, we’d love to talk. Get in touch with us today.

The post How HR can help line managers support women’s health at work appeared first on Meet Anya..

For women managing perimenopause, period health issues, fertility treatment or early pregnancy, this time of year can feel especially tough. 

The good news is that a few small, thoughtful actions from HR and managers can make a big difference. Here’s how. 

Why the Festive Season Can Feel Harder for Women 

Hot rooms + alcohol + late nights = tougher menopause symptoms

Office parties, warm venues and social pressure to drink can make hot flushes, migraines and anxiety worse — especially if people are already tired. 

December fatigue is real

Women juggling caring responsibilities, hormonal symptoms and festive demands often experience deeper fatigue at this time of year. 

Fertility treatment doesn’t pause for Christmas 

Medication schedules, procedures and emotional ups and downs continue, even when everyone else is celebrating. 

Stress can flare period conditions

Conditions like endometriosis and PMDD can worsen with disrupted routines, stress and colder weather. 

Early pregnancy can feel more difficult 

Nausea, tiredness or worry may be quietly happening behind the scenes — especially for those not ready to share their news yet. 

None of this is obvious from the outside, which is why sensitive, proactive support matters so much. 

Practical Ways HR and Managers Can Help This December 

1. Make festive events comfortable for everyone

Christmas parties don’t need to be loud, late or all about alcohol. 

Small tweaks help a lot: 

• Offer alcohol-free drinks as standard 
• Provide cooler, quieter spaces 
• Make it clear people can come and go as they wish 
• Offer seating instead of standing-only events 

A simple line such as “Join in however feels comfortable for you” sets the right tone. 

2. Offer flexibility

With fatigue, symptoms or appointments, even small adjustments can help someone stay well and avoid unnecessary absence. 

Options include: 

• Slightly later starts or earlier finishes 
• A day or two of home working 
• Moving non-urgent meetings to January 
• Allowing time for medical appointments without fuss 

Flexibility is one of the easiest low-cost support tools HR has. 

3. Support managers to check in kindly 

Managers don’t need to be health experts — just human. 

Useful prompts include: 

• “How are things for you this week?” 
• “Is there anything that would make the next few days easier?” 
• “December can feel like a lot — let me know if you need anything.” 

Light-touch, private check-ins help people feel safe without being pressured to disclose personal things. 

4. Keep sickness and leave policies compassionate

December often brings: 

• More flare-ups 
• More stress 
• More last-minute leave needs 

A fair and compassionate approach helps prevent presenteeism (working while unwell), which typically costs more in the long run. 

Encourage managers to: 

• Look at individual circumstances 
• Avoid making assumptions 
• Work with HR early if someone needs adjustments 

5. Make everyday adjustments easy 

Encourage employees to: 

• Take regular breaks 
• Sit in cooler areas 
• Use fans or comfortable clothing 
• Move a meeting online if needed 

These tiny actions often make the biggest difference. 

6. Be mindful of fertility journeys 

For employees going through IVF or fertility treatment: 

• Offer privacy for medication timings 
• Allow flexible clinic appointments 
• Avoid assumptions around the holidays (“Any baby news?” etc.) 
• Remind them of confidential support available 

December can be a sensitive time. Thoughtful communication helps. 

7. Don’t forget early pregnancy 

People in early pregnancy may not want to disclose — and may be trying hard to “act normal” at social events. 

Help by: 

• Offering seating at events 
• Labeling food and drink clearly 
• Making temp-controlled spaces available 
• Being flexible with start times 

Support should be available to everyone — removing the burden of explanation. 

Looking Ahead to January’s Wellbeing Month 

December is also a great time to prepare for January — one of the highest-impact months for health and wellbeing engagement. 

HR teams can use the quieter weeks to: 

• Review what women’s health issues came up this year 
• Refresh menopause or reproductive health resources 
• Share manager guidance 
• Plan communications for early January 
• Explore digital support options to launch with the new year
• Ask for feedback on what more employers can do to support women’s health 

A little early planning makes January feel far less overwhelming. 

How Anya Can Help Your Teams Over the Holidays 

The festive season can be wonderful — but also full-on. 

Anya provides confidential, 24/7 women’s health support across menopause, fertility, pregnancy and early parenting, so employees can quietly get the help they need, exactly when they need it. 

Through expert-backed content, self-care tools and symptom tracking, Anya helps reduce unplanned absence, protect wellbeing and support retention — not just at Christmas, but all year round. 

If you’d like help supporting your workforce this December and beyond, we’re here. Get in touch for more info.

The post How to Support Women’s Health During the Festive Season – an HR Guide appeared first on Meet Anya..

What the UK Budget 2025 Delivers for Early Years

• The government has committed over £500 million to local authorities to deliver up to 1,000 Best Start Family Hubs across England by the end of 2028.
• For 2025–26, the government pledged £126 million to support the existing network of Family Hubs and Start for Life programmes across 75 upper-tier local authorities.
• Roughly £18.5 million is earmarked specifically for infant feeding services and breastfeeding support, and £36.5 million for perinatal mental health and parent–infant relationship support.
• The mission underpinning this investment is the vision of the “first 1,001 critical days” — from conception to the child’s second birthday, when the foundations of emotional, physical and cognitive health are built.

Why This Matters: Public-Sector Commitment + Health Equity

When the public sector commits to funding services for infants, parents and carers at scale, it signals more than social investment. It’s a commitment to child health equity, early brain development, nutrition, and giving every child a fair start regardless of background.

For too many families, access to high-quality infant feeding support, perinatal mental health services, and consistent parenting guidance depends on geography. The expansion of Family Hubs and Best Start aims to reduce this postcode lottery. With clear allocations for feeding support and perinatal mental health, the Budget shows a readiness to treat early childhood as a public-health priority, not a luxury.

Embedding these services inside a public-sector infrastructure — local-authority led, universally available — makes support scalable, sustainable, and accountable.

What This Means for Anya — and for the Future of Infant Nutrition & Early Years Care

At Anya, we have always believed that the first 1,001 days are non-negotiable. But we also know that good intentions — without sustainable structure — risk becoming fragmented, inconsistent support. With this Budget, the public sector is building that structure.

• The investments create fertile ground for integrated infant feeding support and perinatal care to be delivered consistently across the UK.
• They expand opportunities for collaboration between innovators and public health bodies, combining Anya’s AI-driven, evidence-based support with the reach of local authorities.
• They increase the likelihood that all babies — regardless of postcode or income — have access to the support they need for healthy early nutrition, bonding and development.

For commissioners and local authorities, this is more than an invitation. It’s an opportunity to embed high-quality, scalable early-years support. This level of investment in the UK Budget 2025 Family Hubs programme sets a new benchmark for early-years support across the UK.

A Call to Action for Partners: Let’s Seize This UK Budget 2025 Momentum Together

If you work in local government, public health commissioning, early-years services or community health — and you’re exploring how to embed infant feeding support, perinatal mental health services or 1,001-days strategy as part of Family Hub or Best Start delivery — Anya is ready to partner with you.

We combine deep expertise in women’s and infant health with innovative, scalable technology to deliver evidence-based, equitable support across communities.

Get in touch to discuss how Anya can support your early-years / infant-feeding strategy — and together we can ensure every child gets the best possible start.

Upcoming Webinar: Designing Exceptional Outcomes in the First 1,001 Days

Great outcomes don’t happen by chance — they happen by design.

As public-sector teams begin implementing the ambitions of the 2025 Budget, many are asking foundational questions about early-years strategy: Where do we start? What does great look like? What tools actually work in practice?

On 28th November, Anya is hosting a webinar to unpack exactly that — with real examples from regions already delivering impact.

Expert Panel

• Shel Banks — BFI Co-ordinator, Blackpool Teaching Hospital & Anya Clinical Director
• Vicki Morgan — Senior Development Manager, Blackpool Better Start
• Shona Okeke-Jackowski — Senior Public Health Strategist, Brent Council
• Thomas Cooke, BSc, MBA — Host & Partnerships Lead, Anya

What You’ll Take Away

• How the 1001-day focus is being delivered across different regions
• The tools and services local areas are using to support delivery and outcomes
• What the future of the 1001 days might look like, especially in light of the recent Budget announcement

Secure your place and get practical insight you can use immediately

The post How the 2025 UK Budget Puts Public-Sector Backbone Behind the First 1,001 Critical Days appeared first on Meet Anya..