When domestic and family violence (DFV) comes up in workplace discussions, it often starts and ends with policy. Do we offer DFV leave? Is it paid or unpaid? Are we meeting our compliance obligations?

These are important questions — but they’re not enough.

The risk of DFV doesn’t end when a survivor walks through the office doors. It doesn’t disappear after five days of paid leave. And if our only workplace response is a line in the HR policy manual, we’re missing the bigger picture — and failing our people.

Why a Policy Isn’t the Finish Line

Offering DFV leave is a minimum standard under Australia’s Fair Work Act. Since February 2023, all employees (including casuals) are entitled to 10 days of paid family and domestic violence leave each year.

But meeting legal requirements is not the same as creating safety.

Policies are passive by nature. They don’t proactively build awareness, reduce stigma, or ensure that staff know how to access support. And in many workplaces, DFV policies sit in dusty folders or obscure intranet pages, unseen by the people who need them most.

If we stop at policy, we send the message: “We did our part.” Meanwhile, the most critical workplace risks — fear, silence, presenteeism, and trauma — go unaddressed.

What Workplaces Miss When They Stop at Policy

Here’s what’s often left on the table when a workplace limits its DFV response to leave entitlements and paperwork:

1. Everyday safety planning

Survivors of DFV often spend months or years managing their own safety. That planning doesn’t pause during work hours. From secure parking and private phone calls to flexible hours or safe work-from-home arrangements, survivors need tailored, ongoing adjustments — not just time off.

2. Visible, trained leaders

When someone is experiencing abuse, it can be incredibly difficult to disclose. A supportive workplace culture — one where leaders model openness, kindness and confidentiality — makes all the difference. But this can’t happen without training. Managers need to know how to respond with empathy, not fear or discomfort.

3. Support for colleagues and bystanders

DFV affects more than the person experiencing harm. Colleagues may witness red flags, receive disclosures, or feel the emotional ripple effects of supporting a teammate in crisis. Without a broader organisational approach, we leave bystanders unsupported and unsure of what to do.

4. Prevention, not just reaction

Policies are often reactive: designed to manage risk after someone discloses. But workplaces have a powerful role to play in prevention. By fostering respect, equity, and psychological safety, organisations can challenge the attitudes and power dynamics that underpin DFV.

Beyond the Policy: What a Whole-of-Workplace Response Looks Like

So what does going beyond the policy actually involve?

• Leadership commitment. Leaders set the tone. Public commitments to safety, survivor-centred language, and visible role-modelling show that this is not just an HR issue — it’s core to your culture.
  
• Manager capability. Equip your managers to notice warning signs, respond to disclosures, and support flexible safety planning. You don’t need to turn managers into counsellors — just make sure they’re not frozen by fear.
  
• Practical support options. Think beyond leave. Paid relocation, financial assistance, phone number changes, parking access, adjusted rosters — these are all meaningful ways workplaces can help.
  
• Ongoing communication. Make your support visible. Posters, intranet pages, induction modules and leadership messages all help normalise help-seeking.
  
• Continuous learning. DFV is complex. Your workplace culture, risks and needs will change. Make time to reflect, review and evolve your approach.
  

Final Thought

A DFV policy is a starting point — not a solution. The real measure of a workplace’s commitment is what happens before and after a disclosure.

Are staff safe to speak up? Are leaders equipped to act? Is support practical, proactive, and personalised?

If not, it’s time to go beyond the policy.