As we approach 2025, one of the most undervalued and underrepresented groups in the workplace remains women in mid-life and beyond. Gendered ageism, the intersection of age and gender discrimination, continues to be a significant challenge.

In the UK, women over 50 represent one of the fastest-growing segments of the workforce. Yet studies show that this demographic often feels sidelined and undervalued. A report by The Fawcett Society revealed that 1 in 5 women over 50 have felt forced out of their job due to their age. Globally, the World Economic Forum highlights that ageism disproportionately affects women, compounding other forms of workplace inequality.

Research consistently shows that diverse teams, including age-diverse teams, perform better, innovate faster, and are more profitable. By 2025, organisations that fail to harness the talent of experienced women will find themselves on the losing side of the talent war.

Thankfully, some forward-thinking organisations  are leading the way and raising the bar with Menopause Policies and Awareness. Companies like Channel 4 and HSBC have implemented menopause policies that include flexible working, awareness training, and coaching and support for women experiencing symptoms. These policies not only improve retention but foster a culture of openness and inclusion.

Inclusive Practices and Campaigns

Diageo has embedded inclusivity into both its advertising and workplace culture. The company has introduced menopause awareness programmes and  have also achieved nearly 50% female representation in leadership roles globally, setting an example for how inclusivity drives organisational success.

While these initiatives are inspiring, we need a broader cultural shift to fully address gendered ageism. Here’s what companies should prioritise in the year ahead:

1. Embed Age as Part of DEI Strategies

Age must be recognised alongside gender, race, and disability in diversity, equity, and inclusion (DEI) frameworks. Leadership should champion age-inclusivity as a core value.

2. Tackle Bias Head-On

Mandatory unconscious bias training should include a focus on age and gendered stereotypes. Leaders need to understand the hidden biases that can lead to women being overlooked for promotions or challenging assignments.

3. Flexible Career Pathways

Women in mid-life often have caregiving responsibilities that intersect with career ambitions. Flexible career pathways that offer reduced hours, job-sharing or lateral moves are critical for retaining talent.

4. Leadership Opportunities for Women in Mid-Life

Organisations should actively identify and promote women in mid-life into leadership roles, creating visible role models who can inspire others.

5. Robust Menopause and Menstruation Strategies

Implement robust strategies that address both menopause and menstruation, including tailored training, coaching, and dedicated support systems. Achieving greater parity in senior leadership requires actively supporting those navigating the challenges of perimenopause and menopause.

6. Measure and Report Progress

As with any initiative, what gets measured gets managed. Companies need to track metrics like age representation across roles and promotions to ensure accountability.

Looking Ahead to 2025

Breaking the taboo of gendered ageism requires more than policies, it demands a shift in workplace culture. When organisations value the experience, resilience, and creativity of women in mid-life, everyone benefits. It’s not just about righting wrongs; it’s about building stronger, more inclusive workplaces that reflect the reality of our workforce.

Many midlife women are coming out the other side of parental care and responsibility. They are ambitious, eager to progress, and poised to deliver huge productivity gains for organisations that are ready to support them. Ignoring this talent pool means missing out on an invaluable source of expertise and energy.

2025 is the year for action. Let’s make it one where breaking the taboo isn’t just a talking point but a tangible movement that reshapes our workplaces for good.