For years, gender-based violence (GBV) prevention has been seen as a “nice-to-have.” That era is over.
With the passing of the National Higher Education Code to Prevent and Respond to GBV, Australia is signalling a new standard for institutional accountability, one that will almost certainly expand beyond universities. Pair this with the Respect@Work reforms, new psychosocial risk regulations, and a growing focus on ESG, and it’s clear: organisations can no longer treat GBV as a purely HR issue.
This blog unpacks what’s changing, why it matters, and how you can stay ahead, turning compliance into a competitive advantage.
The National Higher Education Code: A snapshot
The Code is designed to ensure that higher education providers take a consistent, survivor-centred approach to preventing and responding to GBV. Its key components include:
- Prevention: Education and cultural change programs to stop violence before it happens.
- Response: Clear, trauma-informed processes for reporting and addressing incidents.
- Transparency: Public reporting on prevalence data and response outcomes.
- Accountability: Board-level responsibility for implementation and oversight.
While this is currently sector-specific, it reflects a broader shift: regulators and the public expect organisations to move from reactive to proactive approaches to safety and respect.
What this means for employers beyond higher education
Even if you’re not in the education sector, this Code is a signal of where workplace regulation is heading. We are already seeing similar expectations embedded into:
- Work Health & Safety (WHS) Laws: Psychosocial hazards, including harassment and bullying, must be managed like any other safety risk.
- Respect@Work Amendments: Employers now have a positive duty to eliminate sexual harassment, discrimination, and victimisation as far as possible.
- Corporate Governance Standards: ASX-listed companies face pressure from investors to disclose diversity, equity, and inclusion (DEI) metrics.
- ESG Reporting: Gender safety and equity are becoming key measures under the “S” (Social) pillar of ESG frameworks.
In other words, even if you’re not legally required to meet the Code’s provisions yet, aligning with its principles is future-proofing.
The risks of ignoring the shift
Non-compliance is no longer just about fines. The risks are multi-dimensional:
- Legal & Financial: Breaches can lead to WHS prosecutions, Fair Work claims, and costly litigation.
- Reputation: Media exposure of poor handling of GBV incidents can damage employer brand for years.
- Talent: Employees are increasingly values-driven. A toxic culture drives attrition and makes recruitment harder.
- Investor Confidence: Investors and partners are asking tough questions about social risk management.
Conversely, proactive compliance can boost employee engagement, strengthen governance ratings, and demonstrate leadership.
A governance perspective: boards & executives in the spotlight
Boards are now expected to treat GBV as they would any other material risk, with oversight, resourcing, and reporting mechanisms.
Key Questions for Directors & Executives
- Is GBV risk included in your risk register?
- Are there measurable KPIs for prevention, training, and incident resolution?
- Does the board receive regular reports on GBV incidents and actions taken?
- Are whistleblower and reporting protections robust and trusted?
Treating GBV as a governance issue elevates it from HR compliance to strategic priority.
Aligning policy with compliance requirements
A compliant policy framework should include:
- Definitions & Scope: Consistent with legislation and the Code.
- Roles & Responsibilities: From board to frontline managers.
- Prevention Measures: Education programs, leadership training, cultural change initiatives.
- Incident Response: Survivor-centred, transparent, and timely.
- Monitoring & Evaluation: Regular audits, data collection, and reporting.
The goal is to integrate GBV management into existing WHS, HR, and risk management systems — not bolt it on as an afterthought.
Building organisational capability: The “how”
Compliance isn’t just about having the right documents. It’s about people and systems being ready to act.
Capability Building Priorities
- Board & Executive Education: Briefings on legal obligations and emerging regulatory trends.
- Manager Training: Responding to disclosures, managing psychosocial risks, and modelling safe behaviours.
- HR & WHS Integration: Embedding GBV into incident management, safety reporting, and wellbeing programs.
- Communications Strategy: Ensuring employees know what GBV is, how to report, and what support is available.
Data & reporting: Measuring what matters
Good governance relies on good data, but GBV data can be sensitive.
Best Practices for Data Collection
- Confidentiality: De-identify incident data where possible.
- Trends Over Time: Track not just number of incidents but time-to-resolution and employee satisfaction with process.
- Employee Voice: Combine quantitative data with qualitative insights from surveys or listening sessions.
- Transparency: Share progress with staff — even small wins build trust.
Case Study: Proactive compliance in action
One of Capyble’s clients, a large professional services firm, decided to get ahead of the curve. They:
- Conducted a board-level workshop on psychosocial risks.
- Updated policies to reflect Respect@Work requirements.
- Rolled out mandatory bystander training across all levels.
- Established quarterly reporting to the executive team on GBV incidents and actions taken.
The result? Not only did they meet compliance expectations, but employee engagement scores on “I feel safe at work” rose by 18% in one year.
Checklist: Are you compliance-ready?
Use this as a quick self-assessment tool:
| Area | Yes / No |
| GBV risk is included in your WHS risk register | ☐ |
| You have a clear, survivor-centred GBV policy | ☐ |
| Employees know how to report incidents | ☐ |
| Multiple, safe reporting channels are available | ☐ |
| Managers and leaders have been trained | ☐ |
| Board/executive receives regular GBV data | ☐ |
| Preventive education (e.g. consent training) is in place | ☐ |
| Incident response process is timely and transparent | ☐ |
| Regular reviews and policy updates occur | ☐ |
If you’ve ticked fewer than half of these, now is the time to act.
Looking ahead: From compliance to leadership
The compliance wave is only going to build. In the next few years, we expect:
- Sector-specific GBV codes for industries beyond higher education.
- Increased regulator enforcement of psychosocial risk management.
- Growing investor scrutiny of social risk and DEI performance.
- Employee activism and collective bargaining pushing for stronger protections.
Organisations that act early will not just stay compliant, they’ll stand out as employers of choice.
Conclusion: Make compliance your culture
Compliance is the floor, not the ceiling. The most effective organisations use compliance as a springboard to build cultures where safety, respect, and dignity are non-negotiable.
When GBV prevention is woven into your WHS systems, your risk management framework, and your values, it stops being a “project” and becomes part of how you do business.
This is what future-focused governance looks like: not reacting to the latest scandal or regulator mandate, but leading the way. Your board, your employees, and your community will thank you for it.
