Violence against women has a huge impact on individuals, businesses and the economy. Professors Alex Christou & Kate Fitz-Gibbon from Monash University Corporate Education say workplaces can make a real difference in addressing violence from the outset, and helping to prevent it.
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Violence against women is a pervasive issue that transcends geographical boundaries, social strata, and economic status. In Australia, the situation is particularly alarming, with a woman in Australia allegedly killed by men’s violence on average every four days in 2024 alone.
Women killed by men’s violence represent only the tip of the iceberg when it comes to this national emergency. The true rate of domestic, family and sexual violence is difficult to estimate as all forms of abuse are underreported to police and other formal supports. Despite this, in 2016, it was estimated that on average in Australia, a police officer responds to a domestic and family violence incident every two minutes. The prevalence is likely to have only increased since then.
According to the Australian Bureau of Statistics, one in six women and one in sixteen men have experienced physical or sexual violence from a current or former partner since the age of 15. The impacts of domestic violence include immediate physical injuries and mental harm. They also extend to long-term psychological trauma, economic instability, and intergenerational cycles of violence.
Academics from Monash Business School are calling for workplaces across Australia and globally to play an active role in addressing violence against women, including by proactively supporting their employees who are victim-survivors.
“There is an urgent need for a multi-faceted approach to combat this epidemic,” says Professor Alex Christou, Director of Corporate Education and Strategic Partnerships at Monash Business School. “While governments, NGOs, and law enforcement agencies have traditionally been at the forefront of addressing violence against women, there is increasing acknowledgement that workplaces have a critical role to play in supporting victims and contributing to the broader societal change so desperately needed.”
Christou says domestic violence has far-reaching impacts upon Australian workplaces.
“Victim-survivors often report decreased productivity, absenteeism, and job loss, which in turn affect their financial independence and economic stability,” he says. “The ripple effects extend to the broader economy, with significant costs incurred in healthcare, legal services, and social services.”
Global studies have reported that up to 78 per cent of people who perpetrate domestic and family violence have done so during work hours using workplace resources.
“Now is undoubtedly the time for action – violence against women has been declared a national crisis in Australia. We need business leaders across Australia to step-up and play a role in changing the alarming trajectory of this crisis.”
Professor Kate Fitz-Gibbon
There is also an economic cost to these workplace impacts. In 2016, it was estimated by KPMG that violence against women costs the Australian economy $26 billion annually. Of this, $1.9 billion is attributed directly to business and productivity losses, with perpetrator absenteeism costing $443 million, victim-survivor absenteeism costing $860 million, and additional management costs of $96 million.
Instead of just incurring the costs of this violence, both economic and personal, workplaces can make a real difference in supporting individuals impacted by violence, and in helping to prevent it from the outset, says Professor Kate Fitz-Gibbon, a leading violence against women scholar.
“Workplaces are uniquely positioned to offer support to employees experiencing domestic violence,” says Fitz-Gibbon.
“Given that adults spend a significant portion of their waking hours at work, employers and colleagues can often be the first to notice signs that an individual may be experiencing abuse.
“By creating an environment that is supportive and responsive, workplaces can play a pivotal role in the early intervention and risk identification, and in providing ongoing support to victim-survivors.”
Beyond the moral imperative, there are compelling business reasons for workplaces to address domestic violence.
“Organisations that actively support employees experiencing domestic violence can benefit from increased productivity, reduced absenteeism, enhanced reputation, and legal and ethical compliance,” says Fitz-Gibbon.
“Put simply – domestic and family violence informed workplace policies can lead to happier and more productive employees.”
For a victim-survivor, the availability of workplace supports including paid domestic and family violence leave can mean the difference between choosing to stay in an abusive relationship due to financial insecurity and having the financial independence to safely leave an abusive relationship and to be supported to maintain paid employment while navigating that decision.
“Companies that are seen as socially responsible and supportive of their employees can enhance their reputation, attracting top talent and fostering customer loyalty,” Christou says.
“Complying with these regulations is not only a legal requirement but also an ethical obligation.”
Workplaces also have an opportunity to raise awareness of what constitutes a healthy and respectful relationship through trauma-informed training.
“Importantly, workplaces can promote a culture where all violence, including coercive and controlling behaviours, are understood as unacceptable. Immunity from consequences and a lack of accountability for the use of violence in one setting can follow individuals into another setting. This has significant consequences for victims and for perpetrators,” says Fitz-Gibbon.
A strategic approach
Christou and Fitz-Gibbon say creating a supportive workplace environment requires a comprehensive strategy that encompasses policies, training, and a trauma-informed culture of empathy and support. A clear and well-communicated policy on domestic and family violence is the foundation of any workplace strategy in this area. This policy should outline, at minimum, definitions and scope, leave entitlements, flexible working arrangements, and confidentiality.
The delivery of ongoing training and awareness programs is crucial to equip managers and all employees with the knowledge and skills to support any colleagues who may be experiencing domestic and family violence, say the professors. Training should be comprehensive and support employees to identify signs and ‘red flags’ of domestic, family and sexual violence, provide advice on how to respond appropriately, and the resources available internally and externally for support.
“Addressing the national crisis of violence against women will require a collective effort from all sectors of society, and workplaces have a crucial role to play.”
Alex Christou
Christou and Fitz-Gibbon emphasise that managers, in particular, should be trained to handle disclosures of domestic violence with sensitivity and confidentiality. Peer support networks can also play a crucial role in fostering a supportive workplace culture. These networks allow employees to connect with colleagues who have been trained to provide support and guidance. Peer supporters can offer empathy, share information about available resources, and assist employees in navigating workplace policies and procedures.
Importantly, creating a supportive culture requires visible commitment from senior leadership, the professors say. Leaders should openly discuss the issue of domestic, family and sexual violence and demonstrate their support for affected employees. This may include hosting awareness campaigns, and publicly endorsing the company’s domestic and family violence policies.
Last year, the Commonwealth Government introduced a 10-day paid domestic and family violence (DFV) leave provision into National Employment Standards. Christou and Fitz-Gibbon say the new legislation represents a significant step forward in providing workplace supports for employees experiencing DFV regardless of their employment type. It provides access to paid leave for over 11 million workers in Australia, including full time, part time and casual employees.
“Paid leave is vital for victim-survivors,” says Fitz-Gibbon. “It supports employees to, among other activities, attend court hearings, seek medical care, make relocation arrangements – without the fear of losing their income or job security.”
Setting a standard
Several organisations in Australia are setting exemplary standards in supporting employees experiencing domestic violence, according to the professors. One such example is the Commonwealth Bank of Australia (CBA) through its nationally leading ‘Next Chapter’ program. CBA has implemented comprehensive policies and support mechanisms, including specialist domestic violence contact officers, financial assistance, and partnerships with NGOs.
Another example is Telstra, one of Australia’s largest telecommunications companies, has developed a comprehensive domestic violence support program. The program includes paid leave, flexible work options, and access to counselling services. Telstra also provides financial assistance to employees who need to escape violent situations, recognising that financial control is a common tactic used by abusers. In addition, Telstra partners with domestic violence organisations to provide training and resources for employees and managers.
The leadership of the Commonwealth Bank of Australia and Telstra, among others, demonstrates the range of measures that workplaces can implement to support employees experiencing domestic and family violence. Other measures include flexible work arrangements, such as adjusted work hours or remote work options, which can support safety planning for employees experiencing abuse.
Measuring impacts
To ensure that workplace initiatives are effective, it is essential to measure their impact and continuously seek improvement to align with the evolving evidence base in this space, Christou and Fitz-Gibbon say. This may be done through employee surveys, feedback mechanisms, and regular reviews of policies and procedures. Key performance indicators might include employee awareness of and engagement with training initiatives and supports offered, utilisation of support services and uptake of access to paid domestic and family violence leave, and outcomes for employees.
“Addressing the national crisis of violence against women will require a collective effort from all sectors of society, and workplaces have a crucial role to play”, Christou says.
“The business case for addressing domestic, family and sexual violence in the workplace is clear. The moral imperative is undeniable. As leaders, it is our responsibility to ensure that our workplaces are not just places of productivity but also sanctuaries of safety and support,” he says.
Fitz-Gibbon adds, “Imagine the impact if every Australian workplace meaningfully committed to being part of the solution and to changing the trajectory of domestic and family violence in Australia. Every individual employee supported by their workplace to live a life free from violence is a testament to the power of collective action and the profound impact of a supportive workplace.
“Now is undoubtedly the time for action – violence against women has been declared a national crisis in Australia. We need business leaders across Australia to step-up and play a role in changing the alarming trajectory of this crisis.”
For more information on Monash University Corporate Education, visit https://www.monash.edu/business/corporate-education
