Women make up the majority of our industry, but too many are being quietly pushed out of the workforce at the exact moment they should be stepping into leadership.
Studies consistently show that women in PR and communications report higher levels of stress, poorer work–life balance and slower progression than their male peers. Layer in the realities of menstruation, fertility treatment, pregnancy loss and menopause, which are still taboo topics in many workplaces across the Middle East – and you have a perfect storm that hits both people and profit.
If your business model relies on experienced female talent, progressive women’s health policies are not a “nice to have”. They are a core part of your commercial strategy.
As founder and CEO of TishTash Group, an independent, all‑female portfolio of communications companies that support in the amplification of brands across the GCC and the UK, our team spans all age groups, with many women juggling demanding client portfolios alongside complex health journeys and caring responsibilities. The decision to introduce formal policies for menstrual, menopause and fertility leave – alongside explicit miscarriage and baby loss support – was not about being the “kind” agency. It was about protecting the asset that drives every line of our P&L: our people.
What progressive women’s health policies looks like in practice
When we introduced our policy at TishTash in 2023, it included up to six extra days per year for menstrual and menopause symptoms, paid time off for fertility treatment, and 10 days’ paid leave if a pregnancy ended before 24 weeks. None of this lowered our expectations around performance. Instead, it gave high‑performing women the conditions to stay in the game.
Globally, research suggests that unmanaged menopause symptoms and chronic women’s health issues are pushing experienced women out of roles, often at director level and above. In PR, where client relationships and institutional knowledge are everything, the commercial cost of that churn is enormous.
A modest allocation of ring‑fenced leave and flexibility looks different when compared to the cost of replacing a senior woman who leaves because she simply cannot manage her health within your current policies. Progressive women’s health policies are, in that sense, a risk‑management tool. They reduce avoidable exits from your most experienced cohort – typically the women in their thirties, forties and fifties who hold your biggest client relationships and mentor your juniors.
Employer brand and the talent pipeline
There is also a clear attraction benefit. When we announced our policy publicly, coverage from PRCA MENA, Khaleej Times and lifestyle media, plus social sharing, drove an immediate spike in inbound CVs. We heard a recurring line in interviews: “I’ve never seen anything like this in the region”.
At a time when PRmoment’s own research shows that the majority of women in PR feel advancement is unequal and work–life balance is poor, clarity on women’s health support becomes a differentiator in every hiring conversation. It signals that you understand the realities of your workforce and are prepared to invest in them beyond slogans. For independent agencies competing with global networks and in‑house teams, that signal matters.
The hidden cost of ignoring women’s health is not just attrition; it is presenteeism. Women turning up to work while in significant pain, managing side effects of treatment, or dealing with grief after pregnancy loss are unlikely to be operating at their best. By contrast, when someone can take a day or two to manage symptoms properly, attend appointments without guilt, or process a loss, they return more focused, honest and able to deliver for clients. In our experience, progressive policies have reduced last‑minute emergencies and unplanned absences because people no longer wait until breaking point to seek help.
Why MENA agencies can’t afford to wait
For agencies in this region, there is a temptation to see women’s health as “too sensitive” or “not something we talk about at work”. But silence has a cost. It shows up in the women who quietly step back from leadership tracks, and in teams running on constant short‑term fixes instead of sustainable performance.
At the same time, global clients are raising expectations around ESG and people practices. They increasingly ask not only what work you deliver, but how you treat the people delivering it. Early movers in MENA will be better positioned to answer those questions credibly.
In an industry built entirely on human capital, women’s health is already affecting your bottom line – whether you acknowledge it or not. The commercial question is simple: do you want to manage that impact proactively, or keep absorbing the cost of doing nothing?
Natasha Hatherall is an award-winning publicist, PR and marketing expert. She is also the founder & CEO of TishTash Marketing Agency, and publisher of Raemona Magazine.