When interruptions break concentration
Explore whether the employee can have uninterrupted time for tasks requiring concentration. Group requests and clarify when interruptions are truly necessary.
Worklife / For managers
Understand first. Make better adjustments.
Knowledge about health makes it easier to understand challenges that can arise at work. Here you can learn about the body's biological processes, how work and health affect one another and what you can do as a manager.
An important starting point
The same health problem can lead to different needs. And the same need can have different causes.
An employee who menstruates, has endometriosis or experiences menopausal symptoms does not automatically need adjustments. Others may experience symptoms that substantially affect their working day. Assessments must therefore be based on individual work situations and needs.
At the same time, employers are responsible for preventing harmful conditions at work itself. Good solutions therefore require knowledge of individual needs and systematic working environment management.
Understanding the body for managers
What actually happens in the body?
We explain the biological processes behind different symptoms and life stages, why experiences vary and which working conditions may matter. You will also find practical suggestions for what to examine and consider as a manager.
01 / The body, hormones and healthWhy might the same work task feel different to different people?
What happens in the body?
The body is regulated through interaction between organs, the nervous system and hormones. Hormones are signalling substances affecting reproduction, metabolism and tissues throughout the body. The brain and ovaries work together to regulate the menstrual cycle through FSH, LH, oestrogen and progesterone. The nervous system receives and processes signals such as pain, temperature and physical demands. Sleep, illness, medication and individual biological differences affect how people experience symptoms.
Why might needs differ?
Two employees may experience the same health condition differently. A diagnosis or life stage therefore provides limited information about work ability. The same is true of employees who have substantial symptoms without a known diagnosis.
What could this mean at work?
High workloads, few opportunities for breaks or physically demanding tasks may be more difficult for some people than others. Working conditions can also affect health and recovery.
What can you do as a manager?
Explore tasks, demands and practical needs. Start with what the employee describes, while also considering whether workplace improvements could benefit several employees.
02 / Menstruation and the menstrual cycleWhat happens in the body when periods are painful?
What happens in the body?
Oestrogen and progesterone also act on the brain, but a 2025 meta-analysis found no robust systematic differences in objectively measured cognitive performance across menstrual cycle phases. Employers should therefore not link employees' abilities to assumptions about their cycle phase. During the menstrual cycle, the body builds a lining inside the uterus. If pregnancy does not occur, levels of oestrogen and progesterone fall, and parts of the lining are shed as menstrual bleeding. The uterus contracts, partly because of substances called prostaglandins. These contractions may cause abdominal and lower-back pain. Prostaglandins can also contribute to nausea or loose stools.
Why might needs differ?
Some people experience few symptoms, while others have severe pain, headaches or other symptoms. Cycle length and symptoms vary. There is no evidence-based reason to assume that all menstruating employees have reduced work ability during particular cycle phases.
What could this mean at work?
Menstrual symptoms can make standing work, heavy tasks or work without breaks more difficult. Limited toilet access and cover may worsen the practical challenges.
What can you do as a manager?
Review toilet access, cover arrangements, breaks, working positions and opportunities to vary tasks. Severe pain may require medical assessment and individual adjustments.
03 / Heavy menstrual bleedingWhy can heavy bleeding affect physical capacity?
What happens in the body?
During menstruation, the body loses blood and therefore iron. Iron is needed to make haemoglobin, the protein in red blood cells that transports oxygen. Heavy or prolonged bleeding can reduce iron stores and eventually lead to iron-deficiency anaemia. This can cause fatigue, dizziness, palpitations and reduced stamina. Heavy bleeding can be associated with adenomyosis, fibroids or hormonal disturbances, among other causes.
Why might needs differ?
The amount of blood loss and its effects vary. An employee may face significant practical difficulties without having developed anaemia. Others may have symptoms requiring treatment.
What could this mean at work?
Long meetings, working alone, patient-facing roles and tasks that are difficult to interrupt can make heavy bleeding harder to manage.
What can you do as a manager?
Review whether staffing and work organisation provide real access to bathrooms and necessary breaks. Consider whether physically demanding tasks should temporarily be adjusted if work ability is reduced.
04 / EndometrioseWhy can endometriosis cause severe and long-lasting pain?
What happens in the body?
Endometriosis is a chronic condition in which tissue resembling the uterine lining is found outside the uterus, usually in the pelvis. The tissue can respond to hormones and contribute to local inflammation. These reactions may irritate tissue and nerves. In some people the nervous system becomes more sensitive to pain signals over time. Pain may therefore be severe or persistent even when visible disease changes are limited. Endometriosis can also affect the bowel, bladder and fertility.
Why might needs differ?
Some people have relatively mild symptoms and function well with treatment. Others experience considerable pain, exhaustion or symptoms that vary throughout the month. Symptoms and needs may change over time.
What could this mean at work?
Long shifts, physically demanding tasks, travel and limited breaks can be challenging. Some people need flexibility during severe symptoms or treatment.
What can you do as a manager?
Explore which tasks are most difficult. Consider assistive equipment, task rotation, working hours and planned follow-up. Do not judge an employee's pain by how others with the same diagnosis function.
05 / AdenomyoseHow can a condition affecting the uterine wall influence work?
What happens in the body?
Adenomyosis is a benign condition in which glands from the uterine lining are found within the muscular wall of the uterus. It can affect the uterine muscle and cause period pain, pelvic pain and heavy bleeding. Blood loss may contribute to iron deficiency or anaemia. Adenomyosis and endometriosis are different conditions, but they can coexist and cause overlapping symptoms.
Why might needs differ?
Some people have few symptoms, while others experience heavy bleeding and pain that substantially affect everyday life. Symptoms may vary with menstruation, progression of the condition and treatment.
What could this mean at work?
An employee may need more frequent toilet visits, cover for breaks or adjustments to physical workload. Iron deficiency may also affect stamina.
What can you do as a manager?
Provide reliable breaks and toilet facilities. Explore which tasks can be adjusted and review the measures if symptoms or treatment change.
06 / PMS, PME and PMDDHow can hormonal fluctuations affect mental and physical symptoms?
What happens in the body?
PMS describes symptoms before menstruation. PMDD may cause severe psychological symptoms that usually improve after the period begins. PME, premenstrual exacerbation, means an existing condition such as anxiety, depression or migraine becomes worse before menstruation. Distinguishing these patterns is a medical task. Managers should focus on work functioning and needs rather than trying to interpret or diagnose symptoms.
Why might needs differ?
Many people experience few or no premenstrual symptoms. For others, symptoms may be severe enough to affect relationships and daily functioning. PMDD is a medical condition that may require treatment.
What could this mean at work?
Sleep problems, emotional strain and concentration difficulties can make high-pressure work or work with strong emotional demands more difficult for some people.
What can you do as a manager?
Focus on workload, support, priorities and practical needs. Do not interpret an employee's reactions or disagreement as an expression of their menstrual cycle. Medical assessments belong with healthcare professionals.
07 / PMOS, formerly PCOSWhy is PMOS more than a condition of the ovaries?
What happens in the body?
PMOS stands for polyendocrine metabolic ovarian syndrome, the term Helsenorge now uses for the condition previously called PCOS. It can affect hormonal regulation, ovulation, metabolism and other bodily functions. Many people have insulin resistance, meaning their cells respond less effectively to insulin. This can contribute to hormonal and metabolic changes. Symptoms may include irregular periods, skin problems and fertility challenges.
Why might needs differ?
PMOS occurs in people of different body sizes and can vary considerably. Some have few symptoms, while others require ongoing medical follow-up. The diagnosis alone says little about work ability.
What could this mean at work?
Medical appointments, unpredictable bleeding or other health concerns may make practical flexibility helpful for some employees.
What can you do as a manager?
Assess individual work needs without assumptions about body size, habits or fertility. Respect the privacy of hormonal and reproductive health information.
08 / Fertility and treatmentWhy can fertility treatment require workplace flexibility?
What happens in the body?
Fertility concerns the ability to become pregnant. Some people need medical assistance, including hormone treatment or assisted reproduction. IVF, often called in vitro fertilisation, involves retrieving eggs and fertilising them in a laboratory before an embryo may be transferred to the uterus. Examinations and procedures often need to follow the body's cycle and response to medication. As a result, treatment appointments sometimes arise at short notice.
Why might needs differ?
Treatment courses differ in length and intensity. Some people experience medical side effects or need recovery time, while others have few physical symptoms. Uncertainty about outcomes can be emotionally difficult.
What could this mean at work?
Medical appointments, flexibility and possible recovery needs may affect working hours or scheduling.
What can you do as a manager?
Explore whether meetings, shifts or tasks can be arranged flexibly. Clarify available leave arrangements under applicable law and agreements. There is no automatic general right to paid leave for all fertility treatment appointments.
09 / GraviditetWhy must workplace risks be assessed even when a pregnant employee feels well?
What happens in the body?
During pregnancy, blood volume increases and the body undergoes considerable hormonal and physiological changes. The placenta helps exchange oxygen and nutrients between the pregnant person and fetus. Certain chemicals, infectious agents, radiation and other workplace exposures may pose risks. These depend on the type, amount and duration of exposure and can matter even if the pregnant person has no symptoms.
Why might needs differ?
Some pregnant employees experience nausea, fatigue or pelvic pain, while others have few symptoms. Adjustments for symptoms must be distinguished from preventing workplace risks.
What could this mean at work?
Working conditions considered safe ordinarily may need a specific assessment during pregnancy, especially when work involves chemicals, infection, certain physical demands or other hazards.
What can you do as a manager?
Carry out a specific risk assessment and consider how to remove identified risks. If necessary, adapt the job or redeploy the pregnant employee. If risk to the fetus cannot be removed, pregnancy benefits may be available under NAV's conditions.
10 / After birth and pelvic floor healthWhat matters when an employee returns after childbirth?
What happens in the body?
The pelvic floor consists of muscles and connective tissue at the bottom of the pelvis that support the bladder, uterus and bowel. Pregnancy and childbirth place demands on these structures. Some people experience urinary leakage, pain or a feeling of heaviness. Recovery also depends on healing, sleep and other factors. Breastfeeding may require time and suitable facilities during the working day.
Why might needs differ?
Some employees return without particular symptoms, while others need follow-up or workplace adjustments. Needs can change during recovery.
What could this mean at work?
Heavy lifting, standing work or limited access to toilets may be difficult with certain pelvic floor symptoms. Breastfeeding or expressing milk may also affect daily schedules.
What can you do as a manager?
Plan the return together with the employee. Consider tasks and facilities. The Norwegian Working Environment Act provides a right to necessary breastfeeding breaks, with separate rules about pay and potentially better rights under collective agreements.
11 / Perimenopause and menopauseHow can menopause affect health and work, and what can a manager do?
What happens in the body?
Perimenopause is the period around the last menstrual period. Ovulation often becomes more irregular, and oestrogen levels may fluctuate considerably. Menopause means the last menstrual period, normally confirmed retrospectively after twelve months without bleeding for reasons other than natural menopause. Postmenopause is the period afterwards. Hormonal changes can affect temperature regulation, sleep and mucous membranes. Some people also experience brain fog, an everyday description of perceived difficulties with concentration, memory, finding words or keeping track. Hormonal changes, night sweats, lack of sleep, stress and other health conditions can interact. Brain fog is not a separate diagnosis, and perceived cognitive difficulties do not necessarily mean permanent impairment.
Why might needs differ?
Some people have few or no symptoms. Others experience hot flushes, sleep problems, exhaustion, changing bleeding patterns, muscle and joint symptoms, or urinary and genital symptoms. Concentration difficulties, palpitations and psychological symptoms may also occur but have several possible causes. Managers should not try to determine the cause of symptoms or assume reduced work ability based on age or life stage. New, severe or persistent symptoms should be assessed by healthcare professionals.
What could this mean at work?
With brain fog, frequent interruptions, parallel urgent tasks, noise and meetings without clear decisions may make it harder to keep track. Warm rooms, heat-retaining uniforms, limited toilet access and demanding shift patterns can worsen other symptoms. These working conditions may also affect employees who do not experience menopause-related symptoms.
What can you do as a manager?
Ask about tasks and working conditions instead of requesting a diagnosis. Consider protected work periods, clear priorities, written meeting summaries, fewer unnecessary interruptions and more predictable shifts. Review ventilation, temperature, access to drinks, toilets and breaks. Agree on any measures with the employee and review them. Measures should account for the employee, work tasks and safe conditions for colleagues.
12 / Working conditions and healthHow can work itself affect health and participation?
What happens in the body?
The working environment includes ergonomic, organisational, psychosocial, chemical and biological factors, among others. Heavy lifting, repetitive movements, emotional demands, time pressure and insufficient recovery can affect health. Several demands can interact in any industry. The Norwegian government report NOU 2025:5 on women's occupational health highlights combined demands in female-dominated occupations. In male-dominated and gender-balanced workplaces, it is equally important to examine actual exposures and prevent harm.
Why might needs differ?
Work demands and health influence one another in different ways. Some symptoms may be directly related to work, while others are aggravated by working conditions. Work can also support coping, financial security and social belonging.
What could this mean at work?
When an employee experiences health symptoms, consider both individual needs and workplace conditions. Adjustments for one person should not create unreasonable or unsafe demands for others.
What can you do as a manager?
Carry out systematic workplace mapping, risk assessment and improvements. Section 4-3 of the Norwegian Working Environment Act and chapter 1A of the relevant regulations clarified the rules on psychosocial working conditions from 1 January 2026 without introducing a new general employer duty. Examine unclear demands, emotional strain, time pressure and available support. Assess factors individually and together, including long-term impacts. Involve employees and representatives, document the assessment and follow up. Reduce demands at source where possible and consider individual adjustments in addition.
Brain fog and work organisation
How do you support an employee who is struggling to concentrate?
Brain fog may feel as though thoughts move more slowly, words are harder to find or it is difficult to keep track when several things happen at once. These experiences can occur during menopause but also with lack of sleep, stress, illness and other circumstances. Healthcare professionals assess possible medical causes.
As a manager, you can examine work demands and organisation. The goal is to make tasks easier to carry out safely and appropriately while respecting the employee's skills, autonomy and privacy.
When several tasks compete for attention
Clarify what is urgent and what can wait. Use short priority lists and clear task allocation, with follow-up as needed.
When meetings require considerable mental organisation
Send agendas in advance and conclude with specific decisions, responsibilities and deadlines. Share a brief written summary afterwards.
When sleep and recovery are affected
Review meeting schedules, shifts, breaks and total workload. Any changes must be weighed against operational needs and requirements for safe working hours.
You could say
“I hear that keeping track is difficult when many tasks arrive at once. Could we look at priorities, interruptions and opportunities for focused work, and try some adjustments that we can review together?”
Avoid proposing a medical explanation or changing the employee's responsibilities or career opportunities based on assumptions about age or menopause.
Conversation guidance for managers
How can I have a helpful conversation?
An adjustment conversation can begin with questions about work. As a manager, you need to understand which tasks are going well, what is creating difficulties and what solutions may be considered. Respect and protect employees' private health information.
Create a safe setting
Choose an appropriate setting and explain the purpose. Make clear that the discussion concerns work tasks, demands and possible solutions. Respect that the employee decides which private information to share, subject to any applicable documentation requirements.
You could say
«I would like to understand how your work situation is going and what we might improve.»
Explore work functioning
Ask which tasks work well, what is more difficult and whether aspects of work make the difficulties worse. Avoid interpreting symptoms or making medical diagnoses.
You could say
«Which tasks are working best now, and are there any situations we should examine more closely?»
Explore options together
Ask the employee for their suggestions. Consider practical and organisational options in light of work tasks, working conditions, resources and applicable legal duties.
You could say
«Are there changes to tasks, breaks, equipment or working hours that you think might help?»
Agree on measures and responsibilities
Once you have identified a solution, clarify what will be done, who will follow up and when it will be reviewed. Document only information that is necessary and lawful to process.
You could say
«How about trying this approach for an agreed period and then reviewing how it works?»
Follow up and adjust
Find out whether measures have had the desired effect and whether changing circumstances require adjustments. Some needs are temporary, while others may require longer-term support.
You could say
«How has this worked for you? Should we continue, adjust or consider something else?»
What if the employee wants to keep their diagnosis private?
You can still discuss work tasks, work functioning and practical needs. During sickness absence follow-up, employees must help clarify work functioning but are generally not required to disclose diagnoses or private medical details.
Some situations require specific documentation, such as occupational risks during pregnancy. Collecting and processing health information always requires a legal basis.
Practise the manager's role
What would you do?
Explore three fictional workplace situations. Choose an approach and see what it could mean for discussion and follow-up. You can try several answers.
The exercises support reflection. Real measures should be considered with the employee and adapted to the workplace. Your selections remain in component memory.
0 of 3 exercises explored
When an employee wants confidentiality
An employee says some working days are difficult and asks for an adjustment. She wants to keep her medical details private. How do you begin the conversation?
Bring the reflection back to your workplace
How can you invite discussion of workplace needs while respecting confidentiality?
These exercises build on the conversation guidance and professional background on this page, focusing on work functioning, adjustments and employee involvement.
From understanding to action
What can we improve in the workplace?
Knowledge about women's health can inform both individual adjustments and an organisation's systematic prevention work. Measures must be based on actual working conditions and assessment of needs and risks.
Working hours and organisation
Consider predictability, meeting schedules, flexible starting times, cover for breaks, shift swaps and allocation of tasks. Also review rest periods and overall workload.
Physical working conditions
Review toilets, temperature, ventilation, seating, ergonomics, work clothing and suitable equipment.
Concentration and information flow
Where possible, schedule demanding tasks in uninterrupted blocks. Clarify priorities, document decisions after meetings and reduce unnecessary interruptions. This can make work more manageable for many employees.
Psychosocial working environment
Consider unclear or conflicting demands, emotional demands in work with people, workload and time pressure, support, influence and opportunities to connect with colleagues. Also assess risks of harassment, violence and threats. Review how factors interact and document necessary measures.
Knowledge and culture
Give managers relevant knowledge about health and working conditions. Establish procedures for confidential conversations and an environment where needs can be raised respectfully.
Individual workplace adjustments
Explore which concrete changes could help an employee. Assess relevant legal duties and agree on follow-up and evaluation.
Systematic prevention
Use risk assessments, safety inspections, employee involvement and the company's health and safety systems to identify and reduce demands at source.
What does ISO 45010 contribute?
NS-ISO 45010:2026 offers international guidance on menstruation and menopause in the workplace. It covers organisational conditions, facilities, management, support and adjustments. The standard provides guidance and does not itself introduce new Norwegian legal obligations.
The standard focuses on menstruation and menopause. Other health areas, including pregnancy, fertility treatment and endometriosis, require additional professional knowledge and assessment under Norwegian law.
Read about ISO 45010 at Standards Norway (Norwegian)Opens in a new tabYour preparation
What would you like to discuss?
Prepare a conversation that makes room for the employee's experience. Use these notes to explore working conditions and possibilities together.
Before ending the conversation
- Summarise what you have agreed.
- Clarify what still needs to be explored.
- Agree on responsibilities and the next contact.
- Decide when and how the measures will be reviewed.
The download is a text file that you can open in a word processor and print. In cases of sickness absence, agreed points can be carried into the follow-up plan.
From conversation to follow-up
Make measures specific and review how they work.
A good conversation becomes useful when it is clear what will be tried, who is responsible and when it will be reviewed. Consider both the employee's needs and how work is organised for the whole team.
Example: fewer interruptions and clearer priorities
This is a conversation example for a role involving meetings and tasks requiring concentration. Adapt the points to your workplace.
- The work situation
- Frequent interruptions make it difficult to complete tasks that require concentration. This means work is left unfinished and made up for later.
- What we will try
- Two agreed work sessions per week are protected from ordinary meetings and requests. The manager clarifies weekly priorities and which tasks can wait. An agreed channel is available for urgent matters.
- Who does what?
- The manager clarifies priorities and how requests will be covered. The employee speaks up if the arrangement becomes difficult to use. Affected colleagues receive practical information about task allocation.
- When will we follow up?
- In this example, a brief conversation is scheduled after two weeks. Measures may be adjusted earlier if needs change. Two weeks is an example of an agreed period, not a statutory deadline.
- What will we assess together?
- Were the work sessions completed? Were priority tasks easier to finish? Did work still need to be caught up on later? Did colleagues have a reasonable workload? Use the answers to adjust the arrangement.
For sickness absence, the requirements for follow-up plans and other sickness absence procedures also apply. Use NAV guidance and current procedures when clarifying documentation and deadlines.
When the job requires physical presence
In retail, teaching, transport or patient-facing jobs, solutions may involve break cover, task rotation or assistive equipment. Clarify who steps in when a break is needed and what happens during staffing shortages. The measure must work during an ordinary working day.
Keep the agreement relevant and confidential
Describe work tasks, practical needs, responsibilities and follow-up. Clarify what must be documented and who needs access for their role. Colleagues may need information about break cover and task allocation, while sharing medical information requires separate consideration.
Learn more about health and personal needs
Use the in-depth material to develop your own knowledge. Let the employee decide what she wants to read or share, and base adjustments on the tasks and needs she describes.
Hormones and mental health (Norwegian)
Learn about PMS, PMDD, premenstrual worsening of symptoms and mental health across life stages. Find words for what you are experiencing.
Read the article (Norwegian)Body, self-image and shame (Norwegian)
Read about physical changes, intimacy, capacity and personal needs, with examples of how to start a conversation.
Read the article (Norwegian)Conditions, symptoms and diagnoses (Norwegian)
Explore possible causes, examinations and healthcare for pain, fatigue, migraine, swelling and other symptoms.
Read the article (Norwegian)Women's health throughout life (Norwegian)
Explore menstrual cycles, pregnancy, the postpartum period, menopause and health later in life, with room for individual experiences.
Read the article (Norwegian)Sources and background to the examples
These conversation examples were written for Tidlignok and should be adapted to individual workplaces. The guidance on workplace adjustments, follow-up plans and privacy is based on the sources below, checked on 22 October 2026.
Norwegian legal framework
What must I know as a manager?
Employer responsibilities follow Norwegian law. It is important to distinguish general prevention, individual workplace adjustments, sickness absence follow-up and specific rights related to pregnancy and breastfeeding, among other things.
Psychosocial working environment from 2026
From 1 January 2026, existing psychosocial working environment requirements were clarified in section 4-3 of the Norwegian Working Environment Act and chapter 1A of the Regulations on the Performance of Work. Employers must map relevant conditions, assess risks individually and together, document the assessment and follow up necessary measures with employees and their representatives. Examples include unclear demands, time pressure, emotional strain and lack of support. These are examples, not an identical checklist for every organisation.
Norwegian Labour Inspection Authority: Psychosocial working environment (Norwegian)Opens in a new tabA fully satisfactory working environment
Employers are responsible for ensuring a fully satisfactory working environment. This includes identifying risks, preventing harm and implementing necessary measures. Prevention must be part of systematic workplace health and safety work.
Norwegian Labour Inspection Authority: Working Environment Act (Norwegian)Opens in a new tabGeneral and individual workplace adjustments
The Working Environment Act establishes general duties concerning adjustments and employee involvement. Where work ability is reduced, employers have a specific duty to implement necessary measures as far as possible. Assessments depend on work tasks, needs and organisational circumstances.
Norwegian Labour Inspection Authority: Workplace adjustments (Norwegian)Opens in a new tabDuties to make adjustments under sections 4-1, 4-2 and 4-6
Section 4-1 of the Norwegian Working Environment Act requires a fully satisfactory working environment, section 4-2 covers adjustments and employee involvement based on individual circumstances, and section 4-6 creates a special duty to take necessary measures as far as possible when work ability is reduced. Duties must be assessed individually. Preventive improvements can be relevant before sickness absence, and a diagnosis is not always required to discuss work conditions. Review possibilities, constraints and effects on other employees, document necessary measures and agree on evaluation.
Norwegian Labour Inspection Authority: Workplace adjustments (Norwegian)Opens in a new tabSickness absence follow-up
As a general rule, an employer must prepare a follow-up plan with the employee on sick leave within four weeks, unless clearly unnecessary. In cases of full sick leave, dialogue meeting 1 must generally be held within seven weeks, subject to exceptions. The discussions should concern work functioning and possible solutions.
Norwegian Labour Inspection Authority: Follow-up of employees on sick leave (Norwegian)Opens in a new tabHealth information and privacy
Health information enjoys special protection under data protection law. In sickness absence follow-up, the employee must participate and provide information about work functioning but is generally not required to disclose a diagnosis to the employer. Employers must limit records to information that is necessary and has a legal basis.
Norwegian Labour Inspection Authority: Sickness absence follow-up (Norwegian)Opens in a new tabPregnancy and reproductive risks
Employers must ensure that pregnant employees are not exposed to harmful conditions that could present reproductive or fetal risks. Relevant working environment factors must be assessed, and necessary measures or redeployment considered. This may be necessary even when there are no symptoms.
Norwegian Labour Inspection Authority: Pregnancy and working conditions (Norwegian)Opens in a new tabBreastfeeding and work
An employee who is breastfeeding is entitled to the breaks needed to breastfeed. During a child's first year, the Norwegian Working Environment Act provides up to one hour of paid leave on working days lasting at least seven hours, including ordinary unpaid breaks. Collective agreements may provide more generous entitlements. Employers must organise work so this right can be exercised.
Norwegian Labour Inspection Authority: Breastfeeding breaks (Norwegian)Opens in a new tabFrom management responsibilities to workplace health and safety
How can we work more systematically?
Individual measures matter when needs arise. At the same time, organisations must work on prevention, risk assessment and improving conditions for all employees.
On the HR/HSE page you will find professional guidance about mapping working conditions, risk assessment and a fillable action plan for organisational use.
Explore HR and HSEResearch and professional background
What do we know about women's health and working life?
Evidence from Norway
The Norwegian government report NOU 2025:5 on women's occupational health describes relationships between working conditions, health and participation. It highlights the significance of combined ergonomic, emotional and organisational demands in female-dominated occupations. Occupational risks must also be assessed in male-dominated and gender-balanced work, based on actual tasks and exposures.
The report provides important evidence for better prevention. The committee's proposals do not in themselves constitute legal obligations.
International research
A 2025 systematic review included 29 observational studies on menopause and work productivity. It describes associations between some symptoms and workplace challenges.
Observational studies can identify associations, but provide limited evidence for definite causal conclusions. More research is needed on which workplace measures are most effective.
Sources and further reading
This information draws on medical knowledge, Norwegian working environment law and research. Helsenorge is a key source for medical explanations, while the Norwegian Labour Inspection Authority and NAV provide guidance on Norwegian responsibilities and rights.
NOU 2025:5 Women's occupational health
Norwegian evidence on women's working environments, health demands, sickness absence and workforce participation.
Open sourceOpens in a new tabNS-ISO 45010:2026
Guidance on organisational and practical considerations relating to menstruation and menopause at work.
Open sourceOpens in a new tabNorwegian Labour Inspection Authority: Workplace adjustments (Norwegian)
Employer responsibilities, general workplace adjustments and the specific duty where work ability is reduced.
Open sourceOpens in a new tabNorwegian Labour Inspection Authority: Sickness absence follow-up (Norwegian)
Follow-up plans, dialogue meetings, employee participation and information about work functioning.
Open sourceOpens in a new tabNorwegian Labour Inspection Authority: Pregnancy and working conditions (Norwegian)
Risk factors, prevention, workplace adjustments and redeployment during pregnancy.
Open sourceOpens in a new tabNAV: Pregnancy benefits (Norwegian)
Conditions for pregnancy benefits when work poses risks to the fetus and adjustment is not possible.
Open sourceOpens in a new tabHelsenorge: Endometriosis (Norwegian)
Medical explanations, symptoms, diagnosis and treatment of endometriosis.
Open sourceOpens in a new tabHelsenorge: Menopause (Norwegian)
Biological changes, variation in symptoms and medical information about menopause.
Open sourceOpens in a new tabClevis et al. (2025)
Systematic review of 29 observational studies on menopause and work productivity.
Open sourceOpens in a new tabThis material offers general professional knowledge and practical guidance. Medical assessment, specific legal questions and organisational risks must be considered in the circumstances and under current rules.
Health, work and trust
Capacity throughout a working life
Capacity can change with sleep, demands, illness, life stages and working conditions. The goal is to create arrangements that let people use their skills and remain in work over time. This requires confidential discussions about tasks and needs, employee participation and clear employer responsibility for working conditions.
Trust goes both ways: Employees should be able to report barriers and help find solutions. Employers should examine options, prevent unnecessary demands and follow up on agreed measures. Adjustments should reflect functioning and working conditions, not assumptions about sex, age or menstrual cycles.
When symptoms return month after month
For some people, menstrual symptoms can affect several days, sometimes up to a couple of weeks, in a cycle. Across many years, repeated episodes of pain, disturbed sleep or concentration problems can create considerable cumulative demands. This does not mean everyone has these symptoms or reduced work ability for the whole period.
Shame and fear of being seen as less competent
An employee may hide symptoms, avoid asking for help or work extra hours to compensate on better days. As a manager, you can respond to needs without making assumptions about motivation, ambition or competence. Ask which parts of work are demanding, which tasks work and what you can try together.
Good workplace adjustments may involve better breaks, reliable cover, opportunities for focused work, clear priorities, flexibility or less demanding tasks for limited periods. Agree on responsibilities and review. Avoid expecting employees to make up all missed work on better days. Consider effects on colleagues and overall staffing as well.
You could say
“You do not have to share more health information than is necessary. I would like to understand which working conditions make things more difficult and what we can change together. We can try an arrangement and agree when to review it.”
Psychological safety and management
It should be safe to speak up before symptoms become more serious.
Psychological safety means feeling able to ask questions, describe difficulties and express uncertainty without fear of humiliation or negative reactions from others. For an employee experiencing health symptoms, this can determine whether needs are raised early.
As a manager, you build safety through how you listen, respond, follow up and handle information. Safety is compatible with reasonable demands, priorities and clear expectations. Be open about what you can investigate, what you need to know about work functioning and when measures will be reviewed.
When the diagnosis is still uncertain
With conditions including endometriosis, many years can pass from first symptoms to diagnosis. Studies from different countries describe long delays, but no single figure represents all Norwegian patients. An employee may experience considerable pain or exhaustion while investigations continue.
You can explore practical adjustments based on work functioning and needs without waiting for a final diagnosis. Where documentation is necessary, assess its scope and protect privacy. Encourage healthcare for persistent or severe symptoms without trying to diagnose them.
When the employee fears consequences
Shame and fear of being seen as unambitious or less reliable may lead employees to hide pain, work extra hours or avoid asking for support. Ask what tasks work, what creates difficulties and what changes could be tried.
Explain how the conversation will be followed up, who will receive necessary information and how you will evaluate measures. Employees do not generally need to share details of diagnosis, menstrual cycle or treatment to discuss work conditions.
Example of an opening conversation
“Thank you for telling me. We can begin by reviewing your work tasks and which situations are difficult. You do not have to tell me more about your health than is necessary. We'll explore possible arrangements and agree on follow-up.”
Systematic management and equal opportunities
Good management should not depend on who dares to ask for help.
When every employee must negotiate individually for breaks, flexibility and support, the outcome can depend too much on the manager and the employee's confidence. Organisations need predictable procedures, sufficient cover and work organisation that accommodates human variation. Individual adjustments must still be considered when needed.
When attendance becomes a measure of competence
Presence may be necessary for certain tasks, but attendance alone tells us little about results or leadership potential. If absence automatically counts against promotion, employees with recurring health symptoms may lose development opportunities.
Clarify which tasks genuinely require physical presence, evaluate professional results and skills independently and examine adjustment possibilities. Criteria should be transparent, objective and relevant to the role.
When the organisation takes collective responsibility
Create routines that work even when managers change: clear responsibility for breaks and cover, manageable tasks, confidential conversations and fair criteria for training, responsibility and promotion. Check that solutions work for both the employee and team.
Section 4-2 of the Working Environment Act also concerns professional and personal development. Anti-discrimination rules may be relevant when people are treated differently on protected grounds, although specific legal assessments require an understanding of the circumstances.
Questions for you as a manager
- Is it safe to describe difficulties before a diagnosis has been confirmed?
- Does everyone have access to necessary breaks, cover and clear priorities?
- Can employees receive training, development tasks and leadership opportunities even when their health varies?
- Do we evaluate results and competence independently of sickness absence and attendance?
- Who follows up measures, and how do we evaluate their effects on the entire team?
The goal is for women's health knowledge to become a natural part of good management and everyday workplace health and safety work. Then more people can contribute, develop and remain in work throughout different life stages.
Explore systematic HR and HSE work