The gap between the global South and the global North is widening in mainstreaming #menstruation in public discourse. Conversations about menstruation are only now emerging from the shadows of stigma and taboo in many parts of the global South. It is still difficult for people in these areas to access menstrual hygiene products, adequate sanitation facilities, and menstrual education. For example, Women and girls in sub-Saharan Africa and South Asia often resort to using inadequate materials like rags, leaves, or even cow dung to deal with their periods. Health problems, missed days of work or school, and feelings of isolation worsen when people aren’t given the tools they need to succeed.
The global North has made progress in normalizing menstruation. Many North American and European countries encourage menstruation discussions in homes, schools, and the workplace. The UK and several European countries have menstrual leave rules that allow workers to take paid absence for severe period symptoms. People in the US are fighting to end the “pink tax” on period goods, and more companies are discussing menstrual health with their staff. Development, access to resources, and cultural attitudes about menstruation contribute to this North-South gap, emphasizing the need for global menstrual health and hygiene fairness.
#Menopause is a natural transition that occurs when a woman’s ovaries stop producing estrogen and progesterone hormones. Between the ages of 45 and 55, symptoms of this condition can manifest physically and emotionally.
Menopause can cause uncomfortable physical symptoms, including hot flashes, night sweats, vaginal dryness, and fatigue. These symptoms can make a woman’s life miserable and make it difficult for her to do her job. Menopause’s emotional symptoms can be just as trying as the physical ones. Mood swings, anxiety, and depression are all possible for women. The inability to concentrate due to these symptoms can hurt personal relationships and professional output.
Menopause can have a financial impact on women in addition to the physical and emotional symptoms.Women who experience menopause may need to take time off work to manage their symptoms, and they may also need to see a doctor or other healthcare provider. These costs can add up, making it difficult for women to make ends meet.
Menopause is taboo, making it challenging to address the issue openly. Many women experience shame or embarrassment when discussing their symptoms, and they may not want to bother their coworkers or superiors. Because of this, women may have trouble getting the help they require. When companies take the time to learn about menopause, they can better accommodate their female employees. This has the potential to boost employee morale, output, and health.
Businesses can take various steps to establish a more inclusive and understanding workplace for menopausal women. First and foremost, companies must acknowledge that many employees may be inexperienced with menopause symptoms. Employers can educate staff on menopause and its effects to fill this knowledge gap. Businesses may foster understanding and empathy by raising awareness. Creating a friendly environment for menopausal discussions is also essential. Employees should feel comfortable discussing menopause with bosses and coworkers. This open discourse can help menopausal women manage work by fostering compassion and solidarity among coworkers.
For menopausal women, employment flexibility can alter everything. This life stage’s physical and emotional obstacles may demand work schedule modifications. Businesses can offer telecommuting or flextime to meet these needs. These arrangements can help women balance employment and health. Supporting menopausal women also requires healthcare. Health insurance or on-site medical care from employers can help women throughout this transition.
Menopause policies are spreading in companies in the global North. Employees receive full menopause assistance from Pfizer UK. Pfizer trains managers on menopause and staff support. This program encourages discourse and stigma reduction. Menopausal women can feel supported at Channel 4 (UK) “menopause cafes”, where staff can share their experiences and suggestions. Since implementing a menopausal policy with flexible work choices, management training, and a support network, Barclays UK has seen reduced absenteeism and greater employee satisfaction and retention.
Smaller firms may lack the resources of larger ones. By providing educational materials and manager training, they can support menopausal employees. They can also share information about menopause support networks and external resources. These free or low-cost resources can help employees who need more guidance.
The Scottish Parliament and the Welsh Government agree that workplace menopause policies are humane, inclusive, and strategic. Both supported their staff, including Scottish Parliamentarians, with a menopausal policy. Feedback showed that employees and MPs were more comfortable discussing menopause, creating a more inclusive and understanding workplace. These rules boost employee well-being, productivity, cost savings, and corporate brand. Organizations can boost workforce and economic performance by meeting menopause-related requirements.
Over the last two to three years, the global South vs. global North debate has rekindled. While disagreements over trade, intellectual property and nuclear energy will continue, the least we can do is to bridge the menstruation gap between the global North and global South. The increasing number of women parliamentarians in South Asia will hopefully help address the gap in the menstruation discourse.
Dr Sunoor Verma is a global health diplomat-practitioner specializing in strategic partnerships, high-level advocacy, and strategic leadership communication.
Global Development Strategist and Leadership Communication expert
The developmental experiences of Rwanda and their applicability to countries such as Nepal are explored in an interview with Dr Sunoor Verma.
The Kigali Global Dialogue Forum is a one-of-a-kind forum that brings together representatives from developing countries to discuss major global issues. It is organised by India’s Observer Research Foundation (ORF) and the Rwanda Governance Board. Set against Rwanda’s incredible growth and development, this selected event focuses on inclusive conversation, bringing varied perspectives, and supporting gender equity. The critical findings are the importance of open discussions, regional alliances, and issue-based collaborations among developing nations.
Welcome to Nepal News Agency. Dr Sunoor Verma will be with us today to discuss developing countries such as Nepal and Rwanda. You were recently invited to speak at the Kigali Global Dialogue; please explain your personal experience and impressions of participating in this unique event in Rwanda.
Dr Sunoor Verma: The Kigali Global Dialogue is a truly unique platform for debate that is convened by two highly credible organisations, the Observer Research Foundation, India and the Rwanda Governance Board, and it brings together a diverse range of voices from developing countries. This dialogue is known for ensuringa significant presence of women speakers, which is not always the case at international events.”
Another thing that makes the Kigali Global Dialogue special is that it’s held in Rwanda, one of Africa’s fastest-growing economies. It’s an inspiring place to be, giving us a glimpse of what’s possible for developing countries.
The topics discussed at the Kigali Global Dialogue are also very bold. They don’t shy away from complex issues; participants can express their views without worrying about pleasing donors or funding sources. This makes for a candid exchange of ideas essential for developing countries.
The Kigali Global Dialogue is an invaluable platform for developing countries to come together, discuss critical issues, and learn from each other’s experiences. I’m grateful for the opportunity to participate in this year’s event, and I look forward to returning.
Can you share some insights that you gained from participating in the dialogue?
Dr Sunoor Verma: One of the most significant insights I gained from the dialogue was the continued relevanceof dialogue between developing countries. Too often, the conversation about development is dominated by developed countries, who may not always understand the unique challenges and opportunities facing developing countries. The Kigali Global Dialogue was a refreshing change of pace, as it was a platform for developing countries to come together and share their experiences. This was incredibly valuable; we could learn from each other and build relationships. Another insight I gained was the importance of regional alliances and issue-based alliances. In today’s world, it is no longer enough to focus on national development simply. We need to work with our neighbours and countries facing similar challenges. This is the only way to achieve sustainable development. The Kigali Global Dialogue was a wake-up call for many. It is a sobering reminderthat developing countries have the power to shape their destiny. We must continue coming together, sharing our experiences, and building alliances. Together, we can create a better future for all as long as there are credible hosts, such as the Observer Research Foundation and the Rwanda Governance Board, whose intentions are trusted.
So the dialogue was held in Rwanda, and its Kigali Global Dialogue and such dialogues have helped the country garner international attention; so can you elaborate on how these dialogues have effectively promoted Rwanda’s achievements and helped foster global engagement?
Dr Sunoor Verma: The Kigali Global Dialogue is a powerful asset for Rwanda to showcase its achievements to the world without being a pony show. It brings together a wide range of influential people from all over the world who get to see firsthand Rwanda’s progress in recent years. This year’s dialogue, for example, brought together people from over 70 countries. They had the opportunity to learn about Rwanda’s economic growth, its commitment to good governance, and its progress in education and healthcare. They also had the chance to meet with Rwandan policymakers and business leaders and discuss ways to collaborate on future projects.
However, The Kigali Global Dialogue is not just about promoting Rwanda’s achievements. It is also about fostering global engagement. When policymakers and business leaders worldwide come together in Kigali, they can build relationships and share ideas. This can lead to new partnerships and new development opportunities.
Rwanda has made some significant improvement in development despite the genocide that occurred not long ago, so what are the factors or strategies that do you believe contributed to Rwanda’s transformation into current Africa’s fastest developing nation?
Dr Sunoor Verma: Rwanda’s transformation always inspires me; it is a remarkable story of how a country can overcome a horrific past and build a brighter future. Many factors have contributed to Rwanda’s success, but I believe the most important ones are visionary leadership, good governance, and investment in human capital.
President Paul Kagame has been a visionary leader for Rwanda. He has articulated a clear vision for the country’s future and has been committed to implementing it. He has also created a robust, stable government focused on good governance and transparency. This has created an environment where businesses can thrive, and people can live in peace and security.
Rwanda has also invested heavily in education and healthcare. This has led to a significant improvement in the quality of life for its citizens. The country now has one of the highest literacy rates in Africa and is also making progress in reducing poverty and malnutrition. Rwanda is also a leader in gender equality, with women making up more than half of the parliament. I am confident that Rwanda will continue to thrive in the future.
I speak passionately about Rwanda’s transformation because it is a model for other developing countries. The principles of visionary leadership, good governance, gender equity and investment in human capital are the same principles that I believe can be applied to other developing countries.
As you said, the society was torn from violence and ethnicity, and now it is embracing its unity; that transition is indeed remarkable for a landlocked country or small country like Rwanda, so what do you believe are the key factors that enable this transition and how can other countries with a similar situation, similar socio-economic problems can learn from Rwanda’s experience.
Dr Sunoor Verma: Rwanda’s transition from a country torn by violence and ethnicity to embracing unity is remarkable. It is a story of how a country can overcome a complicated past and build a brighter future. Many factors have contributed to Rwanda’s success, but the most important ones areleadership, reconciliation and gender equality.
Leadership is essential for any country that wants to achieve its goals. President Paul Kagame has understood the importance of Reconciliation in Rwanda and has taken steps to promote it. He has also committed to gender equality, and women now play a leading role in all aspects of Rwandan society.
Reconciliation is another essential ingredient for peace and unity. Rwanda has taken several steps to promote Reconciliation, including creating a system of local courts and local bodies to help people reconcile with each other. The country has also integrated the issue of Reconciliation into its school curriculums.
Gender equality is also essential for peace and unity. When women are empowered, they are more likely to be involved in decision-making and promote peace. Rwanda has made significant progress in gender equality; women now comprise more than half of the parliament.
Reconciliation is a difficult process, but it is critical in countries that have suffered genocide or other mass tragedies. It is the only way to fully move past the past and create a better future for everyone. Reconciliation does not imply ignoring the past. It is about remembering the past in order to create a better future. It is about acknowledging the grief and suffering inflicted and working together to find a way forward. It is a matter of forgiveness, not forgetting. It is about justice, but not about vengeance. It is a process of healing, not forgetting.
Rwanda has focused a lot on agricultural development to progress since the genocide. Nepal is also an agro-based country, so what methods used by the people of Rwanda can be applicable for Nepal to develop agriculturally?
Dr Sunoor Verma: Rwanda is a remarkable example of a country that has transformed itself from a low-income, post-conflict country to a high-performing economy in just two decades. One of the key drivers of this transformation has been Rwanda’s focus on agricultural development.
Rwanda has invested heavily in agriculture, both in terms of infrastructure and technology. The country has built a network of irrigation canals and dams and introduced new technologies such as drip irrigation and solar-powered pumps. This has helped to increase agricultural productivity and reduce vulnerability to drought.Rwanda has also invested in agricultural research and development. The country has established several agricultural research centres and partnered with international organisations such as the International Maize and Wheat Improvement Center (CIMMYT) to develop new varieties of crops resistant to pests and diseases.
In addition to infrastructure and technology, Rwanda has also focused on good governance and gender equity in agriculture. The government has put in place many policies to promote women’s participation in agriculture and has also made efforts to reduce corruption in the agricultural sector.
As a result of these investments, Rwanda has achieved significant progress in agricultural development. The country’s agricultural output has doubled in the past two decades, and poverty has been reduced by half.
Nepal can learn a great deal from Rwanda’s experience in agricultural development. Nepal is also agro-based, facing many of the same challenges as Rwanda. However, Nepal has the potential to achieve similar results if it invests in infrastructure, technology, good governance, and gender equity in agriculture. I am confident that Nepal can follow in Rwanda’s footsteps and transform into a high-performing economy. It is only a matter of commitment and determination.
For a country like Nepal which is quite similar to Rwanda as it has faced many transitions in the political system, it is now a democratic country experiencing several changes in the political system. So in your view, what aspects of Rwanda’s governance leadership and policies can benefit countries like Nepal facing similar political changes
Dr Sunoor Verma: I have been impressed by Rwanda’s progress in recent years, and I believe that the country has much to offer other developing countries facing similar political changes.
One of the most striking things about Rwanda is its political vision. The government has a clear and long-term plan for the country and has been able to implement this plan effectively. This is in contrast to many other developing countries, which often have frequent changes of government and lack a clear vision for the future.
Another critical aspect of Rwanda’s governance is its political stewardship. The government has channelled international support and technical assistance in a way that has benefited the country as a whole. This contrasts with many other developing countries, where international aid is often fragmented and does not reach the people who need it most.
Finally, Rwanda has made significant progress in gender equality. This contrasts with many other developing countries, where women, including Nepal, are still underrepresented in decision-making roles.
I believe these three aspects of Rwanda’s governance can benefit other developing countries facing similar political changes. If these countries can create a clear vision for the future, channel international support effectively, and promote gender equality, they can achieve significant progress in their development.
I am particularly passionate about the issue of gender equality. I believe that when women are empowered, they can make a real difference in the development of their countries. Rwanda is an excellent example of a country that has benefited from gender equality. I hope other developing countries will follow Rwanda’s example and allow women to lead their societies.
As you said before, Rwanda has garnered a lot of tourist attention. Nepal is also a little bit inclined towards tourism development. It is trying to develop more tourism in the country. It has more tourist attractions than Rwanda, but still, it is not as successful as Rwanda. So what could be the cause behind it and what steps can Rwanda take, and what methods that Rwanda has applied can be applicable in Nepal in developing the tourism sector?
Dr Sunoor Verma: Nepal is a beautiful country with a lot to offer tourists, but it has not been as successful as Rwanda in attracting tourists. If we analyse how Rwanda has achieved this feat of attracting high-value, high, spending tourists, we will find that the answers lie in good governance, branding, and infrastructure.
Good governance: Rwanda has a reputation for being a well-governed country with low levels of corruption. This is important for tourism, as tourists want to feel safe and secure when they travel. Lesson number one- Corruption deters high-spending tourists from visiting a country.
Branding: Rwanda has done an outstanding job branding itself as a tourist destination. The country is known for its gorillas, beautiful scenery, and friendly people. The lesson, Two: Political and economic instability is not conducive to solid branding.
Infrastructure: Rwanda has invested heavily in infrastructure, such as roads, airports, and hotels. This makes it easy for tourists to get around the country and enjoy their visit. Lesson, Three: infrastructure for safe connectivity and secure accommodation is critical.
In addition to these three areas, Nepal can also improve its tourism sector by addressing the following issues:
Gender equality: Nepal has a long history of gender inequality. This can deter female tourists from visiting the country. Nepal needs to do more to promote gender equality and to create a more welcoming environment for female tourists.
Tourism education: Nepal needs to invest in tourism education. This will help to create a more skilled workforce in the tourism sector and will also help to raise awareness of the importance of tourism.
Sustainable tourism: Nepal needs to develop sustainable tourism practices. This will help to protect the environment and to ensure that tourism benefits the local community.
I believe that Nepal has the potential to become a significant tourist destination. However, it needs to address its challenges to realise its full potential.
Lastly, what do you think, methods or formulas Rwanda used to be this successful within two decades? And how would you compare their political system and their development with Nepal’s development?
Dr Sunoor Verma: I have been working in international development for over 20 years and have seen many countries progress, but Rwanda is one of the most impressive success stories. In just two decades, Rwanda has transformed from a country ravaged by genocide to a thriving and prosperous nation.
Many factors have contributed to Rwanda’s success, but I believe that the following are the most important:
Evidence-based decision-making: Rwandan leaders have committed to using evidence to guide their decisions. This means that they have invested in research and analysis and are willing to change course if the evidence shows that they are on the wrong track.
Political will: Rwandan leaders have shown a strong commitment to development. They have made it a priority to improve the lives of their citizens, and they have been willing to make difficult decisions to achieve their goals. There appears to be an agreement among the politicians of Rwanda on a common minimum national interest agenda.
Gender equality: Rwanda has made significant progress in gender equality. Women comprise more than half of the parliament, leading in all aspects of society. This has helped to create a more just and equitable society, and it has also contributed to economic growth.
Public participation: Rwandan leaders have committed to public involvement. They consult with citizens regularly, and they are responsive to their feedback. This has helped build trust between the government and the people, making it easier to implement reforms.
Finally, the Rwandan leadership has maintained stewardship of its National Development agenda and has not allowed foreign interference while being open to considering global best practices.
Airports and airlines can teach you much about #leadership and #communications , especially if you are a keen observer and frequent traveller. The ground operations crew of Qatar Airways‘ Tribhuvan International Airport (TIA) in Kathmandu, Nepal, is one squad that constantly shines out.
TIA is a difficult airport to operate in. It’s a small, busy city with strained infrastructure. Despite these limitations, Qatar Airways (QR) ground personnel consistently outperforms its world-renowned in-flight performance on the Kathmandu-Doha and Doha-Kathmandu routes.
This is remarkable given that the cabin service is a controlled atmosphere that allows for customized attention and the creation of memorable interactions between passengers and the airline. Ground operations, on the other hand, include a variety of responsibilities such as check-in, baggage handling, security, and coordination with other service providers. Because these operations rely on airport authorities, security agencies, and ground-handling businesses, so they are vulnerable to variables outside the airline’s direct control.
Similarly, except for Doha, Kathmandu airport is the world’s twelfth busiest for QR flights, surpassing Istanbul, Dubai, JFK, and Frankfurt. With four inbound and four outbound flights a day out of TIA, QR has the highest frequency and passenger traffic of any foreign airline operating out of Tribhuvan International Airport. Furthermore, they mainly operate wide-body aircraft on this route, which increases passenger and operational complexity, but their service stays continuously reliable and hence great.
What makes Qatar Airways’ Kathmandu ground operation so unique? I believe it comes down to three things:
Vision: The Kathmandu team understands the vision of their CEO and what it takes to give excellent service. They go above and beyond to ensure passengers have a great experience from check-in to aircraft departure. This suggests that leadership and internal organizational communication are consistently excellent and engaging.
Expertise: The team is highly knowledgeable and experienced. They know the airport like the back of their hands and are always up to date on the current regulations. This enables them to identify and resolve issues swiftly and give passengers essential information. Each team member seems a multi-tasker and equally competent at ticketing and passenger service. This means that the operation is not person dependent and suggests frequent, regular and practical training of its ground staff.
Empathy: The team is concerned about the requirements of passengers. They understand that flying can be a stressful experience, especially for the large number of first-time travellers of Nepal. They know the needs of migrant workers, who frequently travel on short notice and with low resources. When such a trait is strongly present in a team, it suggests well-thought-out recruitment processes.
In addition to these three factors, I believe another significant factor contributing to Qatar Airways‘ ground team’s success at TIA is its high #organizationalawareness. This means they clearly understand what their #brand stands for and how they fit into the organization. They are also aware of the values their CEO Mr Akbar Al Baker, promotes in the company and, when asked, modestly attribute their achievements to their CEO’s#leadership approach.
Mr Baker is credited with setting the standard for customer service in the #aviation industry. He is known for his hands-on approach to management, and all the staff I have spoken to over the last ten years on different routes all highlight how he proactively interacts with the staff. Kathmandu’s Qatar Airways ground team reflects Mr Al Baker’s leadership style. They fiercely protect their brand and always look for ways to improve the #customerexperience .
I believe that #organizationalawareness is essential for creating a high-achieving organization. When employees understand what their #brand stands for and how they fit into the organization, they are more likely to be motivated and engaged in their work. They are also more likely to decide in the organization’s best interests.
I recommend that Qatar Airways swap the Kathmandu staff with the Geneva Airport staff for two months and evaluate the difference. I believe that the Kathmandu staff would excel in Geneva, and the Geneva staff would learn a lot from the Kathmandu staff. This would be a win-win for both teams and help Qatar Airways improve its customer service. Most importantly this would mean I get outstanding ground service at my most frequent QR destinations, Kathmandu and Geneva!
Dr Sunoor Verma is a leadership and strategy expert who draws much inspiration from airports and airlines. He spends significant time in transit, he is an ‘antvasin’!
The author, with Dr Bindeshwar Pathak (left), discusses Empowerment in rural Haryana, India.
Unfortunately, most development reports nowadays read like a game of buzzword bingo overflowing with words like Empowerment, holistic, participatory approach, and civil society. While many buzzwords have a seasonality to them, Empowerment has remained consistently prominent in reports and speeches; but has been tough to exemplify. So, I have set out to capture real-life examples of the practice of Empowerment that I can see, question and document.
As power is finite and does not grow on trees, Empowerment entails one losing and the other gaining control. It requires a sustained effort over time and almost always involves challenging society’s existing power structures and norms. This is particularly challenging in societies where power is distributed unevenly across multiple axes -gender, caste, and faith.
I first heard of Dr Bindeshwar Pathak while working on a passion project to write children’s books about Indians who made a global impact without leaving India. My minimalist mother suggested his name, claiming Dr Pathak’s work is authentic and visible.
Dr Pathak’s non-traditional ways of doing things attracted me as I studied the Sulabh Toilets movement. My many unannounced visits to Sulabh toilets, schools, vocational centres, and ashrams in India verified a silent revolution of Empowerment. Numerous articles and books have discussed Dr. Pathak’s work, and his desire to empower others stands out as a unifying theme.
Dr Bindeshwar Pathak is India’s social reengineering guru. Born into a Brahmin family in Bihar, Dr Pathak worked with manual scavengers to understand their struggles and rehabilitate them through the Sulabh Toilets movement, which now spans India. Over fifty thousand people work at Sulabh, that too without any government grants or international aid.
While most associate the work of Dr Pathak with sanitation and toilets, the Empowerment of women seems to be his primary intent. Most manual scavengers in India are women, the biggest beneficiary of Sulabh’s work. Many of these retrained women now maintain modern Sulabh toilets, while others have set up small businesses after receiving various vocational training and support. Each woman I met at Sulabh’s training centre in Alwar, Rajasthan, told an inspiring story of Empowerment through skills and mentoring.
In 2012 Dr Bindeshwar Pathak appeared before the Supreme Court of India to argue that widows should have the same inheritance rights as any other family member and that denying them this right perpetuates the discrimination and mistreatment they face in society. As a result, the Supreme Court ruled that widows should be treated as legal heirs and granted the right to inherit property. When I spoke with widows from India and Nepal in the ashrams of Vrindavan that are supported by Dr Pathak, I understood the difference he has made in their lives. In these ashrams, I saw how the law and justice can empower.
The Sulabh International School in Delhi provides marginalised students with an excellent education. Additionally, it is the centre of a vast network of sanitation clubs throughout India. It provides girls and boys with knowledge on menstrual hygiene, inexpensive sanitary napkin production, and incinerators for discarded sanitary napkins. Dr. Pathak’s emphasis on education is crucial for genuine Empowerment, as education reduces power imbalances.
Dr Pathak’s appointment of Mrs Usha Chaumar as Sulabh’s president is perhaps one of his most remarkable acts of Empowerment. For her sanitation work, the same woman, excluded from upper-caste homes until a few years ago, received the Padma Shree award. She now travels the world delivering motivational talks.
I admire Dr Bindeshwar Pathak’s journey, which combines science, spirituality, and Gandhian philosophy. In the 1970s, this changemaker introduced pay-per-use public toilets to India’s impoverished, giving them dignity. Dr Pathak believed that the poor are prepared to pay for good services if designed to satisfy their needs and limits. Half a century later, in 2011, Abhijit Banerjee and Esther Duflo’s bestseller “Poor Economics” presented the same essential argument and earned them the Nobel Prize in Economics in 2019.
In a power-hungry world, real-life examples of Empowerment are precious. We should capture them and celebrate them. Until next time!
Dr Sunoor Verma is an international development strategist. He has advised WHO, UNICEF, UNDP, UNHCR, HUG-Geneva and Cambridge University on Strategy, Leadership Communication, Advocacy and Resource Mobilization. He has curated dialogue and partnership initiatives with parliamentarians in Macedonia, Malaysia, Kosovo, Germany, Switzerland, Australia, and Nepal. More on his work is on www.sunoor.net
The Scottish Parliament and the Welsh Government agree that workplace menopause policies are humane, inclusive, and strategic. Both supported their staff, including Scottish Parliamentarians, with a menopausal policy. Feedback showed that employees and MPs were more comfortable discussing menopause, creating a more inclusive and understanding workplace. These rules boost employee well-being, productivity, cost savings, and corporate brand. Organizations can boost workforce and economic performance by meeting menopause-related requirements.
Interview with Dr Sunoor Varma
