Introduction: Moving Beyond the “Personal Problem” Frame
Gender-based violence (GBV) shows up in workplaces every day, whether we choose to see it or not. The impacts are not just emotional but financial, cultural, and legal. For too long, we’ve left GBV in the “HR problem” or “private life” box. But new WHS regulations, legal reforms, and shifting employee expectations mean this is firmly a business issue.
In this blog, we’ll unpack what GBV looks like in the workplace, why it matters for every business leader, and how reframing it as a Work Health and Safety (WHS) concern is the key to real progress.
What Exactly Is Gender-Based Violence at Work?
Defining GBV
Gender-based violence is any behaviour that causes physical, sexual, or psychological harm based on someone’s gender. In the workplace, this can include:
- Sexual harassment or coercion
- Stalking, both physical and digital
- Bullying or intimidation targeted at someone because of gender
- Sharing of intimate images without consent
- Domestic or family violence that spills into work (e.g. harassing calls, stalking at the workplace)
It is crucial to remember that GBV is not just about physical acts — it can be subtle, coercive, and cumulative. A single sexist joke might seem harmless, but in an environment where jokes, unwanted advances, and silencing behaviours go unchecked, harm escalates.
The Hidden Spectrum of Harm
Think of GBV as existing on a continuum. On one end, we have everyday sexism — gendered jokes, patronising comments, exclusion from opportunities. On the other end, we have criminal offences — assault, threats, or stalking. The danger lies in ignoring the “lower-level” behaviours, which create fertile ground for more serious harm to grow.
Why GBV Is a Workplace Issue — Not Just an HR Concern
The Business Case
GBV costs Australian businesses billions each year. Productivity drops, absenteeism rises, staff turnover increases, and reputational risks skyrocket when workplaces fail to act. A study by PwC estimated that violence against women costs the Australian economy $21.7 billion annually — and employers bear a significant share of that burden through lost productivity and staff replacement costs.
The Legal Case
Work Health and Safety legislation in Australia has evolved to include psychosocial risks, meaning employers now have a duty to manage risks to mental health and wellbeing as seriously as physical hazards. Respect@Work reforms also place a positive duty on employers to eliminate sexual harassment and related misconduct as far as possible.
Ignoring GBV is no longer just poor culture — it’s non-compliance.
The Human Case
Work is often where survivors spend most of their waking hours. A supportive workplace can be life-saving. Conversely, a toxic one can trap people in harm. Businesses have the power — and responsibility — to make that difference.
A Story That Illustrates the Stakes
Let’s call her Maya. Maya worked in retail. Her ex-partner began showing up at her store, sending threatening texts, and waiting outside after her shifts. Maya’s manager noticed her distress but assumed it was “personal” and didn’t intervene. One evening, the ex-partner followed Maya home from work, and the situation escalated to police involvement.
Only later did the company realise it had missed opportunities to act — such as adjusting Maya’s roster, alerting security, and supporting her with leave to attend court.
Maya’s story (a composite drawn from many real cases) shows why workplaces cannot afford to stand by. Supporting Maya wasn’t just a “nice to have” — it was a WHS duty.
The Cultural Shift: From “Not Our Business” to “Our Shared Responsibility”
For decades, GBV has been framed as a private matter. This framing allowed workplaces to avoid uncomfortable conversations. But culture is shifting. Employees now expect employers to take a stand on social issues, from climate to inclusion — and GBV is no exception.
The good news? When workplaces lead, they set a powerful social norm that ripples outwards. By naming GBV as unacceptable and supporting those affected, they send a message that safety and respect are non-negotiable.
Spotting Early Warning Signs in Your Workplace
GBV is not always obvious, but there are signs leaders can look out for:
- Sudden drops in performance or attendance
- Changes in behaviour — withdrawal, anxiety, jumpiness
- Visible injuries with vague explanations
- Conflicts between staff that hint at harassment or coercion
- Gossip or rumours about a staff member’s personal life that feel invasive
Leaders don’t need to play detective — but they do need to create an environment where people feel safe to disclose concerns and get support early.
Workplace Risk Factors You Can Control
Some workplace cultures make GBV more likely to occur or go unreported. Key risk factors include:
- Male-dominated workplaces where sexist language is normalised
- Power imbalances with little accountability for senior staff
- Precarious work (casual, gig-based) that discourages reporting
- Lack of clear policies or fear that complaints will be ignored
Mitigating these risks isn’t just compliance — it’s culture-building.
From Awareness to Action: What Businesses Can Do
Step 1: Policy and Process
Review your existing workplace policies. Do they explicitly name GBV? Are reporting processes survivor-centred, confidential, and accessible?
Step 2: Education and Training
Invest in training for all staff — not just HR — on what GBV is, how to respond to disclosures, and how to be an active bystander.
Step 3: Safety Planning
Work with affected employees to develop personalised safety plans, which may include changing work hours, adjusting security measures, or providing additional leave.
Step 4: Leadership Commitment
Publicly state your commitment to a GBV-free workplace. This sets the tone and shows employees you are serious.
The Role of Leaders: Culture Keepers and Risk Managers
Executives and managers are not just administrators — they are culture shapers. The way they respond to complaints, role-model respectful behaviour, and allocate resources signals what is acceptable.
When leaders take GBV seriously, it encourages staff to speak up early. Silence from leadership, on the other hand, breeds fear and mistrust.
The Opportunity: Safer Workplaces Benefit Everyone
When workplaces act on GBV, they don’t just protect those at risk — they unlock performance and engagement across the whole workforce. People do their best work when they feel safe, supported, and respected.
Safer workplaces also attract and retain diverse talent. In a labour market where employees value purpose and culture, taking a stand on GBV is a competitive advantage.
Conclusion: Reframing for Real Change
Reframing GBV as a WHS and business issue isn’t just semantics — it’s a shift in accountability. It moves us from reactive, case-by-case HR responses to proactive, systemic prevention.
As we look ahead, the organisations that thrive will be those that treat GBV prevention as core to their strategy — not as a side project. This means embedding GBV risk management into WHS systems, measuring progress, and listening deeply to employee experiences.
Maya’s story reminds us that the stakes are real. Your workplace can be the difference between further harm and a path to safety. The question is not whether GBV is a workplace issue — but whether you are ready to lead the change.
