When Aisha (fictionalised) started her role as a student adviser at the University of Technology Sydney (UTS), she expected a standard induction. Policies, IT set-up, maybe a welcome morning tea. Instead, she found herself in a packed auditorium, listening to students, staff, and survivors speak openly about gender-based violence on campus.
The session wasn’t a tick-the-box training. It was an honest conversation: why gender-based violence (GBV) happens, how power dynamics play out, and what role every staff member has in creating a culture of respect and safety. There were moments of discomfort, reflection, and quiet determination.
As Aisha walked out, she turned to a colleague and said,
“I’ve never worked somewhere that takes this issue so seriously. It makes me want to do my part.”
This moment reflects a broader shift underway in Australian workplaces and universities. Across sectors, organisations are realising that education, policy, and good intentions aren’t enough. To truly prevent GBV, leaders need to provide tangible tools and practical steps, the kind that change everyday behaviour, not just paperwork.
And few have demonstrated this better than UTS.
Why first steps matter: moving beyond awareness
Over the past decade, GBV prevention efforts in workplaces have often focused on awareness, posters, campaigns, policy launches, or one-off training sessions. While these are valuable starting points, awareness alone doesn’t shift culture.
Why? Because:
- Information ≠ Transformation. Knowing about GBV doesn’t automatically change how people behave or intervene.
- Policies without pathways create frustration. Staff may want to act but don’t know how.
- Inconsistent leadership signals undermine trust. If senior leaders don’t follow through, employees won’t either.
- Survivors need systems, not slogans. Without clear reporting pathways and trauma-informed responses, awareness campaigns can ring hollow.
The real challenge for organisations is:
- How do we turn values into daily practice?
- How do we make prevention and response everyone’s responsibility, not just HR’s?
That’s where practical, structured programs like UTS Respect.Now.Always come in.
UTS’s Respect.Now.Always: A model for organisational action
In August 2025, UTS was featured nationally for its leadership in preventing gender-based violence through the Respect.Now.Always program. What began as a response to the national Respect@Work framework and growing student advocacy has evolved into a whole-of-institution strategy with tangible impact.
Here’s what sets the program apart:
1. Leadership ownership
From the outset, UTS leadership framed GBV prevention as a core safety and cultural issue, not a niche HR concern. The Vice-Chancellor’s office led the charge, with executive leaders participating in training, endorsing campaigns, and speaking publicly about the issue.
This visible ownership signals to the entire organisation: “This matters at the highest level.”
2. Clear structures and accountability
UTS established a Respect and Safety Steering Group, bringing together executives, staff, student representatives, and external experts. The group meets regularly to review data, monitor implementation, and drive continuous improvement.
They also created Respect Champions across faculties and units — trained individuals who act as local connectors, supporting colleagues and students to navigate issues and access help early.
3. Practical training and bystander empowerment
Rather than relying solely on e-learning modules, UTS rolled out interactive workshops and scenario-based training. Staff and students are taught how to:
- Recognise early warning signs and red flags.
- Respond to disclosures in a trauma-informed way.
- Intervene safely as bystanders.
- Understand their legal and organisational responsibilities.
Training is tiered: senior leaders receive governance-focused sessions, frontline staff get scenario-based practice, and students engage in peer-led workshops. This ensures relevance and avoids a “one-size-fits-all” approach.
4. accessible reporting and support pathways
UTS built multiple confidential reporting channels, including anonymous options, with clear referral pathways to internal and external support.
Importantly, survivors retain agency, they can choose whether to make a formal report, seek support only, or remain anonymous. This survivor-centred design builds trust and encourages early intervention.
5. Data-driven decision making
The program includes regular surveys, incident data analysis, and feedback loops. This allows UTS to monitor trends, identify gaps, and make evidence-based decisions, rather than relying on assumptions or waiting for crises.
Practical tools for organisations: where to begin
Not every organisation can launch a multi-year institutional program overnight. But every organisation can take meaningful first steps. Here are some practical, low-barrier tools to help leaders, HR teams, and managers get started:
1. Start with leadership messaging
Change starts at the top. A clear message from the CEO, Vice-Chancellor, or senior executive that frames GBV as a Work Health and Safety (WHS) and cultural issue sets the tone for the entire organisation.
Practical tips:
- Issue a short, sincere statement acknowledging the issue and committing to action.
- Mention legal obligations (e.g. psychosocial hazard duties under WHS law) to signal seriousness.
- Embed this message in regular channels, town halls, newsletters, leadership forums.
Why it matters:
Leadership silence or vague language creates ambiguity. A clear statement plants the flag for change.
2. Review and embed GBV in risk management
GBV-related behaviours, including sexual harassment, are psychosocial hazards. They must be managed through the same risk frameworks as any other WHS risk.
Practical steps:
- Add GBV and sexual harassment to your WHS risk register.
- Identify control measures (e.g. training, reporting systems, supervision).
- Monitor and review regularly through existing WHS governance structures.
Why it matters:
This embeds GBV prevention into core business processes, rather than sidelining it as “HR policy”.
3. Roll out targeted training (not just e-Learning)
Training is most effective when interactive, relevant, and practical.
Practical steps:
- Run short workshops tailored for different groups: leaders, frontline managers, students, or employees.
- Include real scenarios and role-plays.
- Emphasise how to respond to disclosures and where to refer people.
- Provide simple bystander intervention frameworks (e.g. “Direct, Distract, Delegate”).
Why it matters:
Training that connects to people’s real roles builds confidence and shared responsibility.
4. Create accessible reporting channels
Survivors and bystanders need safe, confidential, and easy-to-navigate reporting pathways.
Practical steps:
- Offer multiple channels: online forms, designated officers, anonymous options.
- Ensure clear information on what happens after a report.
- Train those receiving disclosures in trauma-informed responses.
- Partner with external services for additional support options.
Why it matters:
Many incidents go unreported due to fear, stigma, or complexity. A trusted reporting ecosystem encourages early intervention.
5. Engage your community
Whether you’re a university, a business, or a government agency, co-design with your community is essential.
Practical steps:
- Establish advisory groups including staff, students, or union reps.
- Seek input from survivor advocates or specialist organisations.
- Run listening sessions or pulse surveys to understand lived experiences.
Why it matters:
People are more likely to trust and use systems they’ve had a hand in shaping.
6. Set measurable goals and report publicly
Transparency builds accountability.
Practical steps:
- Set 3–5 measurable goals (e.g. % of staff trained, time to respond to reports, culture survey results).
- Report progress annually or biannually.
- Use plain language — avoid burying key data in technical reports.
Why it matters:
Public reporting builds credibility and keeps momentum going internally.
Real-life example: a small organisation takes the first steps
Not every workplace has UTS’s scale or resources. But practical action is possible anywhere.
Take the example of a regional TAFE in Victoria (fictionalised but based on real scenarios). The leadership team recognised rising reports of harassment among apprentices and young staff. Rather than waiting for a major incident, they:
- Appointed a senior leader to champion the issue.
- Partnered with a local women’s health service to run short, tailored workshops.
- Set up a simple online reporting form with options for anonymity.
- Held a “Respect Week”, using posters, lunchtime talks, and student-led activities to spark conversations.
- Included GBV in WHS audits, treating it like any other hazard.
Within a year, the TAFE saw an increase in reports, more peer interventions, and stronger engagement in training. Staff surveys showed a significant boost in confidence to respond to issues.
The key wasn’t a massive budget. It was leadership clarity, community engagement, and practical tools.
Overcoming common barriers
Many organisations hesitate to act, often citing similar concerns. Here’s how to address them:
“We don’t have the budget.”
Response: Many foundational steps, leadership messaging, risk register updates, clear reporting pathways — cost little but have huge impact. External partners can deliver training cost-effectively.
“We’re worried about backlash or reputational risk.”
Response: Silence and inaction pose far greater risks. A well-communicated program shows responsibility, not vulnerability.
“Our people won’t engage.”
Response: Tailor messaging and training. Use real stories and relevant scenarios. Engagement grows when people see leadership commitment and practical relevance.
“This seems overwhelming.”
Response: You don’t need to do everything at once. Start small, but start, each action builds the foundation for the next.
Putting it all together: A practical roadmap
Here’s a simple staged roadmap to turn talk into action:
| Stage | Focus | Key Actions |
| Stage 1: Foundation (Months 0–3) | Leadership & Risk | Leadership statement, risk register update, steering group set-up |
| Stage 2: Engagement (Months 3–6) | Training & Reporting | Run workshops, create reporting pathways, appoint champions |
| Stage 3: Integration (Months 6–12) | Culture & Data | Embed into WHS systems, set metrics, gather feedback |
| Stage 4: Maturity (12+ Months) | Transparency & Improvement | Public reporting, continuous improvement, survivor-informed refinement |
This isn’t a rigid template, but it provides a structured way to build momentum while maintaining accountability.
A cultural shift, one practical step at a time
UTS’s Respect.Now.Always program shows what’s possible when leadership commits, structures are clear, and practical tools are prioritised. But this isn’t just about universities. Any organisation, from a small NGO to a national corporation, can apply the same principles.
Preventing GBV isn’t about perfection on day one. It’s about consistent, practical steps that transform culture over time. When staff and students see action, trust grows. And when trust grows, prevention becomes everyone’s job.
Conclusion: start today
It’s easy to feel overwhelmed by the scale of gender-based violence. But every program, every cultural shift, begins with a single, practical step.
Leaders who act now don’t just comply with regulations, they shape safer, more respectful communities. They create workplaces and campuses where people like Aisha walk out of inductions not just informed, but inspired to make a difference.
As one UTS Respect Champion put it:
“Change doesn’t happen in policy documents. It happens in conversations, decisions, and actions, every day.”
So, where will your organisation start?
