Publishing gender pay gap data has been a requirement for large employers (those with more than 250 employees) since as far back as 2017. The goals being that transparency holds employers publicly accountable for their wage gaps and to promote increased negotiating power for women in the workplace.
It appears to have had some positive impact. In 2025, PWC reported that the UK had seen its lowest gender pay gap and one of the biggest decreases in average gender pay gaps since mandatory reporting began, with the mean hourly pay gap decreasing from 11.8% to 11.2%.
However, while progress is being made, PWC also reported that, as things stand, it will still take at least 40 years to close the gender pay gap, demonstrating that the pace of change remains slow.
Enter the Employment Rights Act 2025.
From Spring 2027, large employers will be required to publish not only their gender pay gap data but also an accompanying Equality Action Plan. This will set out the practical steps they are taking to reduce their pay gap and support those going through menopause. The intention being to shift the focus from simply reporting data to taking meaningful action.
For many organisations, Equality Action Plans might feel like another reporting obligation in a growing number of reporting obligations. However, they do provide an opportunity to pause, review and implement tangible steps to create a fairer workplace.
Where practical actions to reduce the gender pay gap are concerned, employers will need to analyse pay data as a first step. They should also review their policies, examine practices and explore their culture. Tricky questions should be asked, for example: are working practices genuinely fair and inclusive? Are promotion opportunities reaching all employees equally? Do flexible working arrangements support career progression or limit it?
Alongside such reflection, it’s important to consider how you approach recruitment, and consider what the benefits of rolling out inclusive recruitment training might be. We know recruitment decisions are often influenced by unconscious assumptions. Even where employers have good intentions, training those involved in the hiring process to recognise bias and use objective selection criteria can help employers ensure there is a fair recruitment process that supports, rather than hinders, gender equality in the workforce as well as protecting against any discrimination claims.
Recruitment is one part of the picture.
Retention is equally important, particularly for women holding mid-level career and senior positions. This is often when menopause support becomes a critical consideration. According to 2025 DWP research, 67% of women with experience of menopausal symptoms said they had a mostly negative effect on them at work including reduced concentration and increased stress. Despite this, many employees suffer in silence because they don’t feel safe to open up or believe there is support available.
An Equality Action Plan could include practical actions being taken to support those going through menopause. This would demonstrate the employer’s commitment to creating an inclusive workplace where everyone has the opportunity to succeed and thrive at every stage of their working lives.
Thankfully, practical support doesn’t need to be complicated. Effective staff training can help colleagues understand the impact menopause can have and challenge the stigma that often surrounds it. Management training will equip managers with the knowledge and confidence to have supportive conversations, consider beneficial adjustments and respond appropriately when issues arise.
Alongside training, there are a range of additional activities employers can consider implementing. Reviewing workplace policies to ensure they’re fit for purpose and signposting practical support, can provide clarity and comfort during overwhelming periods. Running dedicated focus groups or surveys can help employers obtain an accurate picture of how well supported employees feel and what additional support would be of benefit. Finally, one to one coaching can help individuals maintain confidence during challenging periods, explore practical matters such as prioritisation and organisation, create a space to discuss broader issues such as the intersection between increasing seniority and expanding caring responsibilities and reduce feelings of isolation, especially for women in male dominated workplaces.
The most successful Equality Action Plans are going to be ones that move beyond a “tick box” approach and are instead built on a genuine desire to create a more inclusive workplace. While mandatory publication will only be introduced in 2027, employers are being encouraged to voluntarily engage this year. So why not use this new compliance requirement as a catalyst for broader, more impactful organisational change?
