DOMESTIC : A TOOLKIT FOR EMPLOYERS #YOUARENOTALONE This toolkit was co-produced by Public Health England (PHE) and Business in the 3 INTRODUCTION Community (BITC) and, kindly sponsored by The Insurance Charities in 2018. 5 FOREWORD This updated version , supported by the Employers’ Initiative on Domestic Abuse 8 CORE STATISTICS (EIDA), includes information on the 2021 Domestic Abuse Act, new resources, initiatives and case studies. 9 THE BUSINESS CASE It is a guide for employers, attending to the challenges they face when seeking to 10 POSITIVE PARTNERSHIP implement domestic abuse policies and support, particularly since the COVID-19 11 THE FOUR R’S APPROACH pandemic which has resulted in new ways of working. A recent survey has shown that 18% of employees are wanting to work from home all the time after the 12 UNDERSTANDING THE ISSUE pandemic, with a further 39% preferring a balance where they are in the office for some of the week and at home for the remainder. This has led to the use of a 13 SPOTTING THE SIGNS relatively new term: hybrid working1. 14 DOMESTIC ABUSE AND THE LAW This toolkit has been informed by an evidence review produced by PHE and the 16 DOMESTIC ABUSE AND WORKING FROM HOME Department of Business, Energy and Industrial Strategy (BEIS) review into workplace support for victims of domestic abuse. The evidence was considered by a steering 17 TAKING ACTION group made-up of practitioners, professionals and business experts. 17 DOMESTIC ABUSE POLICIES It also draws on the experience of employers who have taken steps to support 18 THREE LEVELS OF ACTION victims of domestic abuse in the workplace and signposts external organisations that offer advice and support to employers and employees. The data and information 19 EXAMPLES OF PRACTICAL WORKPLACE SUPPORT provided is up to date as of June 2021. 20 OPENING A CONVERSATION 21 DISCLOSURE 22 PERPETRATORS

25 USEFUL RESOURCES 26 CASE STUDIES 31 ACKNOWLEDGEMENTS

1 https://www.cipd.co.uk/knowledge/fundamentals/relations/flexible-working/planning-hybrid-working#gref INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

INTRODUCTION

Domestic abuse refers to abusive Men, women and children can all Employers have an important role to play behaviours which take place between Online experience domestic abuse, and in society’s response to domestic abuse. two people aged over 16 who are perpetrators can be male or female, Never more so than in the context of the personally connected to each other. though women are disproportionately COVID-19 pandemic which has seen an This includes people who are, or have affected by domestic abuse and the exponential shift to working from home. Psychological previously been married, in civil majority of perpetrators are men3. It takes For those experiencing abuse, the partnerships or in relationships; or place at all levels of society, regardless of workplace often offers a safe space and a have a child together; or are relatives2. social class, race, religion, gender identity, respite away from their abuser. Physical sexuality or disability. Individuals who Colleagues and managers can often be experience abuse are often affected by it the only other people outside the home 2021 Domestic Abuse Act states that long after they have left their partner4. that survivors talk to each day and are abuse can be a single incident, but is Sexual therefore uniquely placed to help spot often a pattern of behaviours, and it There are 2.3 million victims5 of domestic signs of abuse. takes many forms: abuse each year, aged 16 to 74. Two Emotional thirds of whom are women, one third men, and two in ten offences recorded by ACCORDING TO REFUGE, the police are domestic abuse related. CALLS TO HELPLINES HAVE Two women each week and one man Verbal INCREASED BY 61% SINCE each month are killed in England and 6 LOCKDOWN BEGAN. Wales by a current or former partner .

Economic There are implications of increased These statistics speak for themselves, and that’s before we consider that they may working from home for both employees and employers, and guidance pertaining not reveal the full picture as under- reporting is an issue. Domestic abuse is a to this increased risk for victims of Coercive and hugely destructive problem and we have a domestic abuse is addressed in this toolkit. controlling behaviour collective responsibility to tackle it.

2 https://www.gov.uk/government/publications/definition-of-domestic-violence-and-abuse-guide-for-local-areas 3 | domestic abuse a toolkit for employers 3 https://www.ons.gov.uk/peoplepopulationandcommunity/crimeandjustice/compendium/focusonviolentcrimeandsexualoffences/yearendingmarch2015/chapter4intimatepersonalviolenceandpartnerabuse 4 https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/597435/DometicAbuseGuidance.pdf 5 Domestic abuse in England and Wales overview - Office for National Statisticsons.gov.uk ( ) 6 https://www.ons.gov.uk/peoplepopulationandcommunity/crimeandjustice/compendium/focusonviolentcrimeandsexualoffences/yearendingmarch2015/chapter4intimatepersonalviolenceandpartnerabuse INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

#YOUARENOTALONE AT HOME COVID-19 has shone a light on way for domestic abuse victims the hidden harm of domestic to signal that they need abuse. The Government’s immediate help using a codeword extensive #YouAreNotAlone in participating pharmacies. SHOULDN'T communications campaign has Almost half of all pharmacies raised awareness of domestic across the UK are now abuse and the support available participating in the scheme, to victims, reaching almost following the launch in January MEAN 32 million (UK adults as of 2021. More information on the March 2021) as well as being Government’s response to translated into 16 languages. domestic abuse can be AT RISK The Home Office’s 'Ask for ANI’ found Government's response to codeword scheme continues to domestic abuse. provide a simple and discreet

4 | domestic abuse a toolkit for employers INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

the aims of this toolkit

This toolkit will help your organisation, occupational health (OH), health and The value of employers sharing best whether private business, public sector or safety teams and anyone responsible for practice is not to be underestimated. DOMESTIC charity, large or small, to support your employee health and wellbeing Although the guidance in this toolkit has employees and contribute to tackling programmes in the workplace. been informed by the latest data and ABUSE: domestic abuse. evidence available, it should be noted The focus of this toolkit is abuse by an that there is limited published evidence A TOOLKIT FOR It offers guidance on steps to take and intimate partner. Other forms of domestic on effective employer interventions to measures to implement to respond abuse and violence, such as crimes in the support victims of domestic abuse in the EMPLOYERS appropriately when an employee name of ‘honour’, human trafficking and workplace . discloses abuse. It sets out steps that are sexual exploitation, and female genital easy to follow and helps you choose the mutilation are outside of its scope. There The role of business extends to sharing best free resources for you and your are links to organisations that specialise examples of what measures have team. It also signposts to external in these forms of abuse in the appendix. worked to encourage disclosures and organisations that offer advice and support staff. support to employers and employees. The case studies are the contribution of employers who are taking steps to Further information on the practical steps address domestic abuse. They highlight you can take as an employer can be the personal stories of individuals found on page 17. affected as well as practical examples of the initiatives developed by employers to It is intended for business leaders, senior support them. managers, Human Resources (HR),

5 | domestic abuse a toolkit for employers INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

Joint Ministerial Foreword: anyone can be a victim of domestic abuse, awareness of domestic abuse in the ensure that support and help reach victims regardless of age, gender, ethnicity, socio- workplace through signposting to of this abhorrent crime, wherever it is economic status, sexual orientation or specialist services and organisations or sought. Home should be a safe place for background. With almost 2.3 million victims offering a safe space for employees. It everyone, but to those living with an every single year, the costs related to shows the value of having a workplace abuser it is clearly not. With access to domestic abuse in England and Wales are policy on domestic abuse in sending a friends and family often controlled by the estimated at around £71 billion per annum. clear message that abuse is not tolerated perpetrator, it is the workplace that offers Victoria Atkins and that the employer wants to help. the respite and support they need. We Minister for The devastating consequences of These are just some of the ways that have seen throughout this coronavirus Safeguarding domestic abuse are such that they employers are taking action. pandemic innovation from employers - necessitate a comprehensive programme whether that is printing information on the of work across Government and broader We are not asking employers to become back of till receipts, adding help buttons to society. This is why we are so proud to be specialists in handling domestic abuse, nor online support services or helping with Paul Scully working in tandem across the Home Office that colleagues should take on the role of travel and accommodation. Minister for Small and the Department for Business, Energy healthcare workers or counsellors. What Business, Consumers and Industrial Strategy, and with EIDA, PHE we want to do is break the stigma As we build back better and move into and Labour Markets; and BITC on this Domestic Abuse Toolkit associated with domestic abuse and help new ways of working, this ability to adapt Minister for London for Employers. all employers to know what practical steps and innovate will continue to be key to they can take. Every person in every tackling domestic abuse. We want to build The workplace is the only place of safety workplace should feel comfortable raising on the relationship between the specialist As the Ministers for Safeguarding, Small and respite for many victims of domestic this issue, and secure that raising the sector, business, retailers and the Business, Consumers and Labour Markets, abuse. Colleagues and managers can matter will not reflect badly on them or community beyond the landmark Domestic we are all too aware of the social, and often be the only other people outside the undermine their position within the Abuse Act and the coronavirus pandemic. economic cost of domestic abuse. home that they talk to each day and are workplace. therefore uniquely placed to help spot We are committed to working with the Domestic abuse is a cruel and complex signs of abuse – which this toolkit This Toolkit is an excellent resource, based private sector through their role as crime that can affect anyone, leaving helpfully describes. on evidence about what makes an employers and business in the long-term physical, mental and emotional scars that inclusive, safe and healthy workplace. to ensure they are confident to support can last a lifetime. While there has been a This resource illustrates how important the those affected by domestic abuse. gradual fall in the incidence of domestic role of the employer is. This ranges from The coronavirus pandemic has Together, we can all play our part in abuse in recent years, we know that increasing the understanding and emphasised how important it is for us to tackling this abhorrent crime.

6 | domestic abuse a toolkit for employers INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

Foreword: For too long domestic abuse was encouraged by the Government, through We believe this evidence based toolkit perceived as a private matter that a BEIS led consultation and report on provides employers with the information happened behind closed doors. We have workplace support for victims of and advice they need to foster a culture of come a long way as a society in domestic abuse. openness, encourage more employees to recognising that we all have a role to play seek help when they need it, and inspire in calling it out, addressing stigmas, There is a compelling business and moral confidence that they will be treated with Louise Aston addressing cultural hurdles, and providing case for employers to act. And if anything understanding and compassion. Wellbeing Director, support for those affected. has proven the ability for business to Business in the adapt, it is the last year. The government has shown its Community Lockdown has renewed a societal sense determination for positive change with the of us all needing to be mindful of our own Employers have demonstrated during the new Domestic Abuse Act and its new mental health and that of colleagues. COVID-19 pandemic how to place staff definition of domestic abuse. With this Barriers have been broken down with health and wellbeing at the forefront of toolkit we are calling on employers to regard to how health and wellbeing is their business needs. They acted quickly, recognise that legislation, whilst welcome, Elizabeth Filkin spoken about, and supported in the collaboratively, and effectively to put new will only go so far. Providing Chair, Employers' workplace. This positive change is to be systems in place to maintain productivity comprehensive support for those Initiative on harnessed to ensure domestic abuse and look after their staff. experiencing domestic abuse, should be Domestic Abuse becomes part of the employer response. a role for employers. As the adapted ways of working are With more employees working from home unlikely to be short term, with many large Within the backdrop of cultural changes since March 2020, and the implications of companies, indicating a change in their post-COVID-19, a rise in domestic abuse hybrid ways of working which involve approach to owning real estate, The Home reports, and a renewed societal emphasis remote working for many, the boundary Office, BEIS , PHE, Business the on tackling violence against women and between an employees’ work and Community and the EIDA have girls, now is the time to tackle the culture Annali-Joy Thornicroft homelife has blurred, emphasising the role collaborated to update the original PHE of silence around domestic abuse. CEO, The Insurance of employers in raising awareness, and BITC toolkit accordingly. We recognise Charities spotting the symptoms and tackling the impact that government, business and domestic abuse. Indeed, the role of the third sector can have by working NOW IS THE TIME FOR business has been recognised and together to tackle this crime in our society. BUSINESS TO ACT AGAINST ABUSE

7 | domestic abuse a toolkit for employers INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

There are 2.3 million victims of domestic abuse each year2 Calls to helplines 1 man each month have increased 86% is killed in England and Wales by 61% since the of companies believe they have a by a current or former partner2 first national duty of care towards domestic 4 lockdown1 abuse victims Domestic abuse costs the economy an estimated £14 million a year3 Domestic abuse takes place at all levels of society regardless of gender, 2 in 10 offences Only 5% of organisations 2 women each week social class, race , religion, recorded by the police are have a specific guideline or policy are killed in England and Wales sexuality or disability5 domestic abuse related3 on domestic abuse4 by a current or former partner2

1 Refuge, 2021 2 ONS, Domestic abuse in England and Wales overview: November 2020 8 | domestic abuse a toolkit for employers 3 Home Office, The economic and social costs of domestic abuse, 2019 4 Vodafone Toolkit, 2020 5 Domestic Abuse Act, 2021 INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

THE BUSINESS CASE

The cost to the economy is also It should also be noted that perpetrators But only 5% have introduced a specific considerable, with an estimated £14 billion could use workplace resources to policy or guideline on the issue. arising from lost output due to time off threaten, harass or abuse current or UP TO 75% work and reduced productivity because of former partners. Having a workplace policy and guidance OF THOSE EXPERIENCING domestic abuse. Some of the cost is borne on domestic abuse sends a clear message DOMESTIC ABUSE ARE by Government, such as health services Work colleagues may also be affected and that it is not tolerated inside or outside the (£2.3 billion) and the police (£1.3 billion)7. face direct threats or from workplace, that the employer is able to TARGETED AT WORK perpetrators. They may have to cover for support any staff member who needs help. An international study from KPMG workers who are experiencing domestic commissioned by Vodafone estimates the abuse and may be aware that abuse is Implementing an effective workplace direct cost of domestic abuse to business’ taking place but not know how to help. policy and guidance can also contribute to bottom line as £316 million a year due to retaining skilled and experienced staff, as decreased productivity, time off work, lost The connection between the workplace well as enhancing your reputation as a wages and sick pay8. It can have an and domestic abuse is often inextricable. responsible employer. adverse impact on staff morale, as well as an organisation’s image and reputation. Despite this, research commissioned by Make sure all managers know about the Vodafone Foundation and carried out Respond to Abuse, Hestia’s free A Trades Union Congress (TUC) survey by Opinium in 2019, revealed a disconnect Employer’s Advice Line and digital tool showed that between 36% and 75% of between what is happening to employees – call 0203 8793695 or visit hestia.org those experiencing domestic abuse are and how employers respond: targeted at work9. For others, the workplace can be a safe haven and 86% of companies believe they have provide a route away from harm. Having a a duty of care towards domestic job can provide economic independence abuse victims. that helps people plan a route out to rebuild their lives.

7 https://assets.publishing.service.gov.uk/government/uploads/system/uploads/attachment_data/file/918897/horr107.pdf 9 | domestic abuse a toolkit for employers 8 https://newscentre.vodafone.co.uk/press-release/new-research-shows-how-domestic-violence-and-abuse-affects-uk-workplace/ 9 https://www.tuc.org.uk/research-analysis/reports/domestic-violence-and-workplace INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

positive partnership

Taking a proactive and Your approach will have greater impact supportive approach can help if it has the support and consent of prevent domestic abuse. employees. Engage with your employees from the start by asking for their views My experience suggests that employers have as much An organisation’s response to domestic and encouraging them to understand the issues, such as the possible indicators of of a role to play in raising awareness of, abuse begins with raising awareness of acknowledging, and responding to domestic abuse, what it is, educating staff on what it can abuse. Involve them in creating your look like, and addressing common workplace policy and guidance on just as they have on mental health. At Lloyds Banking assumptions, such as that it only happens domestic abuse and ensure that it is Group we are helping our colleagues to better to women. shared as widely as possible within understand the issue, to help remove the stigma and the organisation. take the issue out of the shadows, so we can all By instigating conversations and creating If feasible, appoint a senior HR person recognise the signs and feel confident and equipped to a transparent open environment in which support each other and our customers. to discuss it, employees affected by who can lead an organisation’s response domestic abuse will hopefully feel to domestic abuse and will be trusted by Fiona Cannon, supported enough to acknowledge to employees to deal with their concerns Group Sustainable themselves or their employer that their sensitively and in confidence. HR is well Business Director, placed to provide leadership and support relationships are abusive or coercive. Lloyds Banking Group Employers can then ensure the for staff in the context of organisational right access and signposting to policies and guidelines. appropriate support.

10 | domestic abuse a toolkit for employers INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

the four r’s approach

This framework is commonly used by employers to secure a clear response to domestic abuse10.

Recognise Refer hestia bright sky Use this toolkit to recognise the problem, Provide access to internal confidential Hestia’s Bright Sky is a free to download mobile and to enable managers and employees support and signpost appropriately to app and website for anyone experiencing domestic to understand that domestic abuse is a external organisations who can help abuse, or who is worried about someone else. workplace issue that everyone can play a employees that disclose abuse. part in tackling. • UK-wide directory of specialist domestic abuse support services Respond Record Available in 5 languages: Implement policies and processes that • If an employee discloses abuse, it's English, Urdu, Punjabi, Polish and Welsh enable a supportive workplace which will important to record the details of what is respond appropriately to disclosure. said as accurately as possible Should the • Content to help you understand if you or abuse become subject to criminal someone else is at risk proceedings, this is an exhibit and should be given to the police. • Information to help you stay safe online

For a full list of support organisations and links, see here.

11 | domestic abuse a toolkit for employers 10 Vodafone. Toolkit on domestic violence and abuse at work: Recognise, respond and refer. 2020. INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

UNDERSTANDING There is increased public awareness of Employers should also be aware that psychological, emotional, and coercive people can be subject to domestic abuse THE ISSUE forms of domestic abuse, and employers whilst at work. Considering this possibility can play a role in educating their is an important part of a thorough spotting the signs workforce about domestic abuse. employers’ response.

It is not always easy to detect when an Carrying out the majority of work employee is experiencing domestic meetings through video conference can abuse. However, as the Government mask any physical symptoms of abuse, as acknowledged in their recent Workplace well as reduce the potential for employers support for victims of domestic abuse and work colleagues to notice changes in report, employers are not being asked to behaviour, such as nervousness or a new become specialists in handling domestic reticence to engage in conversation. abuse, nor should staff take on the role of The challenge that pre-existed the new healthcare workers or counsellors. There hybrid model of working, is that is a role for everyone in addressing the indications that something might be stigma, knowing what to look for and wrong can be symptomatic of other encouraging conversations when it is issues such as ill-health. An aware and suspected that something is amiss. proactive employer should be looking out This has become both more challenging for these signs more generally without LOOK OUT and more important in the aftermath of the assuming it will be related to domestic COVID-19 pandemic and its blurring of the abuse. The more supportive atmosphere FOR THE boundary between home and work. an employer can create, whether in the office, for staff operating on the road, or Abuse is often associated with physical through online team activity, the more SIGNS violence, but it takes many forms - an likely employees are going to feel appreciation of this is important to enable comfortable disclosing abuse. employers to spot it.

12 | domestic abuse a toolkit for employers INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

Changes to look for include: work changes in behaviour physical other productivity or demeanour indicators indicators

• Change in the person’s working • Conduct out of character with • Visible bruising or single or repeated • Partner or ex-partner patterns: for example, frequent previous behaviour injury with unlikely explanations employee in or around the workplace absence, lateness or needing to leave Changes in behaviour: for example, or on social media work or meetings early • • Change in the pattern or amount of becoming very quiet, anxious, makeup used • Partner or ex-partner exerting unusual • Reduced quality and quantity of work: frightened, tearful, aggressive, amount of control or demands over Change in the manner of dress: for missing deadlines, a drop in usual distracted, or depressed • work schedule performance standards example, clothes that do not suit • Being isolated from colleagues the climate which may be used to • Isolation from family/friends/ Change in the use of the phones or • Secretive about their home life or give hide injuries colleagues email: for example, a large number of • reasons not to turn the camera on personal calls or texts, avoiding calls • Substance use/misuse when meeting online or a strong reaction to calls, texts and • Fatigue/sleep disorders emails. During working from home this • Worried about leaving children could present as being difficult to get at home hold of or regularly having a partner in the room during meetings • Spending an increased number of hours at work for no reason, or being anxious to get back to the office after lockdown • Frequent visits to work by the employee’s partner, which may indicate coercive control

13 | domestic abuse a toolkit for employers Source: Department of Health/SafeLives INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

domestic abuse and the law health and safety legislation employment law

When a business commits to playing Health and safety laws are designed to Employers have a legal responsibility to their part in tackling domestic abuse, ensure that workers have the right to provide a safe and effective work understanding the legal context for any work in a safe environment where risks to environment, and they have a duty of action taken is important. As an employer health and wellbeing are considered and care to employees11. Helping to support there are two strands of consideration, dealt with effectively. and protect employees who are first, the legal obligations to staff, and experiencing domestic abuse is part of second, support the employee may need There are four main areas of health and that responsibility, although, the law does should their case become subject to safety legislation in the workplace not require business to provide benefits criminal investigation. relevant to domestic abuse: such as paid time off, or special leave. These are discretionary, although Here we focus on the former as • Health and Safety at Work Act 1974 good practice. considerations that will always apply. • Management of Health and Safety We have provided a link in the resources at Work Regulations 1992 Providing paid special leave is likely to page for information on how to support help a survivor, and the 2020 report from an employee involved in a legal process. • Reporting of Injuries, Diseases the 2020 CIPD and Equality and Human and Dangerous Occurrences Rights Commission report advocates Regulations 1995 for this. • Health and Safety (Consultation with Employees) Regulations 1996

An effective workplace policy and associated guidance on domestic abuse helps to ensure that employers are complying with these laws. This extends to people working from home.

14 | domestic abuse a toolkit for employers 11 https://www.hse.gov.uk/workers/employers.htm 12 https://www.cipd.co.uk/about/media/press/CIPD-EHRC-launch-guide-support-employees-experiencing-domestic-abuse#gref INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

the domestic abuse act 2021:

The landmark Domestic Abuse Act 2021 4. Prevents cross-examination in person 9. Introduces a statutory duty on tier aims to ensure that victims have the in family and civil proceedings in one local authorities in England to THE DOMESTIC ABUSE ACT confidence to come forward and report England and Wales provide support to victims of BOLSTERS THE RESPONSE their experiences, safe in the knowledge domestic abuse and their children in TO DOMESTIC ABUSE ON that the state will do everything it can, 5. Creates a legislative assumption that safe accommodation both to support them and their children adult domestic abuse victims are to EVERY LEVEL, BY and to pursue the abuser. The Act be treated as eligible for special 10. Amends the Housing Act 1996 to give PROTECTING VICTIMS AND includes a wide range of measures to measures in the criminal, civil and those who are homeless as a result of BRINGING PERPETRATORS better protect and support the victims of family courts on the grounds of fleeing domestic abuse priority need domestic abuse including their children, vulnerability (if the victim wants for accommodation secured by the TO JUSTICE and bring perpetrators to justice. such assistance) local authority

1. Introduces a statutory definition of 6. Introduces mandatory polygraph domestic abuse. This definition will examinations of high-risk domestic 11. Clarifies in law that a victim is unable also recognise that children can be abuse offenders on licence to consent to actual bodily harm or impacted by domestic abuse through more serious harm and, by extension, 7. Places the guidance underpinning cannot consent to their death either seeing, hearing or experiencing the the Domestic Violence Disclosure effect of it Scheme (DVDS, also known as 2. Establishes in law the office of “Clare’s Law”) on a statutory footing Domestic Abuse Commissioner 8. Protects security of tenure for 3. Creates a domestic abuse protection domestic abuse victims notice (DAPN) and domestic abuse protection order (DAPO)

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domestic abuse and working from home The COVID-19 pandemic has changed Three actions employers many aspects of our lives, and for many, can take the boundaries between work and home MYTH BUSTING are less clear. But home is not a safe Daily contact There are many myths place for everyone and for some people, surrounding domestic abuse. lockdown has meant being isolated with Ensure that no employee goes a full Understanding the real facts and their abuser. For those experiencing working day without being part of at least addressing misconceptions not domestic abuse working from home is one call with a colleague. If contact is lost, only makes it easier for employers more than a shift to video conferencing, it be prepared to visit in person. to develop truly effective support can mean removal of work as a safe for their employees, but it could space and escape from their abuser. Signposting save lives. Employers can learn about some of these myths from, The increase in hybrid working means Make links to support services available Refuge and Women’s Aid the role of the employer in tackling abuse on the company intranet and alert the has never been so crucial. Employers whole workforce to them. Encourage staff need to respond accordingly by to download the Bright Sky app on their considering how they keep in touch work mobiles and ask staff to take ten with their staff and meet their duty of minutes to read about responding to a care remotely. disclosure such as this short blog from UK Says No More. The widespread move to hybrid working is a long term shift that means the role of Empower line managers the employer in tackling abuse has never been so apparent. Employers need to Issue either written or verbal guidance to respond accordingly by considering how line managers to alert them to the they keep in touch with their staff and specific challenges of working from home meet their duty of care remotely. for those experiencing abuse. Task them with demonstrating what steps they are 16 | domestic abuse a toolkit for employers taking to look after their teams. INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

TAKING ACTION domestic abuse policies The TUC states that an effective employer The Employer’s Initiative on Domestic response is founded on being able to spot Abuse provides a legally endorsed the signs of domestic abuse, establishing template policy for organisations to a culture where people can discuss this amend as required. The organisation is issue and knowing how to signpost to free to join. specialist services13. Establishing a workplace policy and offering specific Here we outline three levels of action that guidance on domestic abuse are a business may take, depending on critical to: resource and the size of your workforce.

• Raise awareness • Identify responsibilities • Establish due process to ensure adequate support is provided in the “Being open to new ways event of a disclosure of doing things, and actively • Create a culture where employees feel responding to client and able to disclose domestic abuse customer needs, is crucial to ensure the response fits Every organisation is different, and your approach should reflect the size and the challenge you're structure of your business, as well as any presented with.” post COVID-19 changes such as reducing Hampton Trust your office estate. Taking simple steps can be incredibly effective in supporting employees.

17 | domestic abuse a toolkit for employers 13 https://www.tuc.org.uk/sites/default/files/Domestic_Violence_And_The_Workplace_0.pdf INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

three levels of action

Tier 1: Make a commitment • Signpost to local and national support Tier 2: Training and support Tier 3: Going further services clearly around your building, Provide training to ensure that the • Define domestic abuse for your on your intranet and in staff • • Designate a senior HR person or organisation has staff who know what organisation and staff handbooks, such as Refuge's 24-hour senior leader with responsibility for steps to take to support colleagues. National Domestic Abuse Helpline your workplace policy on domestic • Inform all employees that the Local domestic abuse experts are key and Everyone’s Business advice line. abuse. This will be somebody who can organisation will not tolerate domestic partners to assist in providing this Emphasise your commitment to be approached in confidence, both in abuse in any form, fully supports training. There are several confidentiality and put process in person and remotely, to discuss issues colleagues who experience domestic organisations that provide workplace place to ensure it is maintained in the relating to domestic abuse abuse, and will take action against training, referenced at the end of this event of a disclosure those who use abusive behaviours document. Ensure this training is • Engage with your extended business network, including suppliers and Employees should be aware that • Signpost the Ask for ANI and Safe available to those working at the office • customers. Tell them what you are misconduct, inside and outside of Spaces scheme, run by Hestia, (run by and at home Hestia), which comprises pharmacies doing around domestic abuse and work, can result in disciplinary action. Agree steps the business can take in and some other public places that will • encourage them to join your initiatives Employees also should be aware that the event of a disclosure or if abuse is provide a safe room to use for those domestic abuse is a serious matter suspected. For example, diverting • Evaluate your approach in partnership fleeing abuse. There is also anonline that can lead to a criminal conviction phone calls, alerting reception staff, with employees and report back version of Safe Spaces which can be periodically, for example be prepared Lead from the top: involve senior redirecting salaries • added to a website or intranet. It for events such as further lockdowns leadership and encourage them to provides a discreet pathway to • Consider making reasonable take time to read an employer’s specialist domestic abuse support adjustments for those whose health • Work with a union to publicise the handbook such as the EIDA’s. without appearing in a browser history. and performance are adversely support on offer Employees need to know they have Or the Brightsky app can be added to affected by domestic abuse. For Share best practice with other the support and authority to confront • mobile phones and links further example, ensure that employees who employers, both locally and nationally. domestic abuse advice and support for domestic have disclosed are not penalised by Learn from each other’s experiences • Foster a safe and supportive workplace abuse sickness or absence management systems. A period of paid leave can culture where employees can talk Make specific provision for those • make a huge difference in allowing a openly about difficult issues without working from home by ensuring daily fear of stigma or harassment survivor of abuse to seek medical or contact with at least one colleague legal support

18 | domestic abuse a toolkit for employers INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

examples of practical support

• Agree with the employee what to tell • Ask individuals to supply you with an colleagues and how they should up to date emergency contact number #YOUARENOTALONE respond if the abusive or ex-partner for a trusted friend or family member telephones or visits the workplace • Where practical, consider offering a • Allow an individual to change work temporary or permanent change of patterns, location or workload as and workplace when they need it, whether to avoid Where practical, offer changes in their ex-partner monitoring their • specific duties, for example not timetable or to allow time to facilitate expecting the employee to answer any practical arrangements or medical telephones or sit on reception appointments. Be prepared to open offices if someone cannot safely work • If in an office, ensure that the from home employee does not work alone or in an isolated area. If the employee If the abuser has an employees’ work • routinely works from home, ensure email and telephone details, consider they have daily contact with a diverting their phone calls and emails colleague Notify reception and security staff if • Keep a record of any incidents of the abuser is known to come to the • abuse in the workplace, including workplace persistent telephone calls, emails or • Check that staff have arrangements visits to the employee for getting safely to and from home • Be led by your employee if they need to redirect their salary or amend their personal information, such as addresses or healthcare details

19 | domestic abuse a toolkit for employers INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

opening a conversation when abuse is suspected

The aim of starting a conversation is to be • You don’t have to tell me anything, supportive to employees rather than to but please know that I would like Cultivating an at work, meaning to encourage disclosure. Many people to support you if and when you disclose abuse involving dealing with domestic abuse will never feel ready inclusive response also coming out16 feel comfortable sharing their experience Is there any extra support you need at with their employer as they may not even • Fostering an inclusive response the moment? We can look at your Transgender women and men be ready to admit it to themselves. to domestic abuse is vital for • workload/working hours employees to have confidence have fewer tailored services If a manager suspects that an employee available to them17 It is important that managers are able to that they can come forward, and is experiencing domestic abuse, they provide a non-judgemental and for the right support to be should facilitate a conversation, whether Men find it more difficult to supportive environment. Respecting the • in person or remotely if the employee available when they do. Consider: employee’s boundaries and privacy is disclose abuse and often find regularly works from home, to discuss essential. It is also important to work on People with disabilities are more barriers to accessing their wellbeing and identify and • the basis of believing the employee so support, however, men are implement appropriate support. more likely to experience that they feel supported. domestic abuse than slightly more likely than Begin by asking indirect questions, to 14 women to talk to a colleague The role of a manager is not to deal with non-disabled people establish an empathetic relationship with about what is happening the abuse itself but to make it clear the employee. For example: 18 through a workplace policy and its • Ethnic minority women are to them often made responsible for • How are you doing at the moment? associated guidance that employees will be supported and to outline what help is their family’s honour. When • People who regularly work • Your wellbeing is important to me and available. abuse is disclosed, it often from home can more easily I’ve noticed that you seem distracted/ means leaving more than just feel isolated upset at the moment – are you ok? their perpetrator15 Make no assumptions about • If there’s anything you’d like to talk to • me about at any time I’m always here • LGBT+ people might not be elderly employees - abuse to support you open about their sexuality does not discriminate

14 http://safelives.org.uk/sites/default/files/resources/Disabled%20Survivors%20Too%20CORRECTED.pdf 15 https://www.nour-dv.org.uk/ 20 | domestic abuse a toolkit for employers 16 http://www.galop.org.uk/factsheets/ 17 http://www.galop.org.uk/trans-advocacy/ 18 https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6585830/ INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

disclosure

If an employee discloses that they are threat to life, harm of children, or threat • Consider what steps might be experiencing domestic abuse, it can be against the employer. At that point, an necessary to ensure they remain safe challenging for the manager, HR, OH, employer should contact the police whether in the workplace or working Employment Assistance Programmes and follow their advice on next steps remotely, in case a perpetrator and colleagues too. In the new era of If conversing in person, have an open suspects they may have reported hybrid working, having such a • posture. Be sensitive that they may the abuse conversation remotely can add to the feel threatened by invasion of personal challenge. The following guidance Be aware that such disclosures are more space. If speaking remotely, vocalise may help: likely following the launch of your that you will be led by them on the organisation’s policy on domestic abuse. • Suggest that you go somewhere quiet pace and extent of the conversation Ensure you are prepared for this by and comfortable to speak in private. If • Be prepared for them to be upset having the necessary channels and the employee works from home, and tearful processes established to support next suggest meeting for a walk or at a steps after a disclosure. Safe Space • Do not be judgmental. Avoid language that indicates blame or fault such as • Acknowledge the courage of the questions like “Why don’t you leave?” employee and how difficult it must be or “Why haven’t you told anyone to talk before?” Confirm the complete confidentiality of • Allow plenty of time and space for the disclosure. As a guide for • them to speak managers, any information should only be disclosed to anyone else if it is • Contact the domestic abuse lead in absolutely necessary in providing help HR making it known to the individual and support and with the prior that you are going to do so, and agreement of the person who has agreeing what can and cannot be disclosed. Exceptions to that are if the shared, to respect confidentiality manager believes there is an imminent

21 | domestic abuse a toolkit for employers INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

responding to perpetrators

Employers have a duty of care to support There may be any number of reasons for The information that the manager and Managers should keep a confidential employees dealing with domestic abuse. this behaviour. But managers who organisation gathers will be the basis for record of a disclosure and any actions or This sometimes involves an employee suspect that domestic abuse may be an its decision about how best to engage decisions that they have taken. Good perpetrating the abuse. issue can have the confidence to discuss with a perpetrator of domestic abuse. records may subsequently help in any this with the employee. When doing so, The information will help determine what legal proceedings or disciplinary hearing Employers can become aware of it they should ensure that their own safety kind of intervention or specialist help is involving the perpetrator. through self disclosure, sometimes is not compromised. They may take required, for both the perpetrator and prompted by a violent incident, an another staff member with them, or meet other employees. allegation, or notice through the police. in a public place.

Managers should also be aware of signs If a manager believes there is immediate that an employee is using abusive threat to life, the police should be TecSOS • Users activate the device behaviours. This has been made more contacted. which initiates a 999 call challenging since moving to working from TecSOS (Technical SOS) is a home and a new hybrid working model Engaging with perpetrators in a mobile handset issued by the • The call is immediately becoming the new norm. However, there constructive way doesn’t mean excusing police to people experiencing identifiable to the 999 remain some signs that employers can the abuse, but it is necessary to increase operator and is routed to look out for: safety and even save lives. Employers can domestic abuse. It provides actively promote their policy on domestic immediate prioritised connection the nearest police call • Negative comments made by the abuse, highlight that it absolutely won’t be to the police at the touch of a handling centre abuser about a partner tolerated in any form and encourage button, 24/7. • Expressing anger and blaming their anyone affected by the issue, whether as • The user’s location and details partner for issues an abuser or being abused, to seek The TecSOS handset provides are available to the police and support. an enhanced level of confidence, call handler. • Constant text messaging or protection and reassurance telephoning a partner, or if working Employers should recognise that abusers TecSOS is managed in the UK by remotely, referencing their partner’s may need help to change their behaviour, for those experiencing behaviour domestic abuse: Thames Valley Partnership and and should be prepared to encourage is supported financially by the employees to address violent and • Repeated injuries such as scratches, Vodafone Foundation. bite marks, bruised knuckles abusive behaviours of all kinds, including by connecting them with relevant 22 | domestic abuse a toolkit for employers frontline support services. INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

It is important to remember that it may not • If the perpetrator is targeting an • Ensure their own safety is paramount • Don’t mandate a perpetrator of abuse be possible to assess whether someone employee to attend a perpetrator programme as Be clear that abusive behaviour is is a perpetrator based solely on their Steps must be taken to mitigate further • part of their disciplinary at work. All a choice outward behaviour. Most perpetrators risks to the victim and other employees. programmes require the perpetrator conceal their abuse by behaving These may include reassigning duties • Be respectful to want to change pleasantly to most people. and restricting the perpetrators’ access • Be positive: it is possible for • A manager or HR lead’s job is not to to information about the person they perpetrators to change if they There are three primary considerations to act as a specialist, but to work are targeting. Some actions may require recognise that they have a problem make in the event of a perpetrator alongside specialist services to help coordination between managers which and take steps to change their disclosing abuse: manage the risk for all parties should be done in consultation with the behaviour person being abused • Reduce the risk for family members • Be aware that on some level the The safety and wellbeing of the person Sometimes the person experiencing perpetrator may be unhappy about experiencing abuse is an urgent abuse and the perpetrator may choose to their behaviour priority. Consider what support can be seek solutions jointly: their decision Be aware that domestic abuse is about provided to them in the workplace, or should be respected and supported but • a range of controlling behaviours not externally. Connect with specialist managers should not facilitate these just physical violence agencies discussions. Reduce the risk to other employees • Help the perpetrator to be aware of • In discussions about potential support at Consider what potential impact the the potential cost of continued abuse. work, managers should observe the perpetrator’s behaviour may have on This could include: arrest; prison; loss following principles: other employees. Assess the risk and of their relationship, long term physical and emotional damage to their partner take appropriate action to reduce or • Be clear that abuse is always eliminate the risk. Care must be taken and children; loss of contact with unacceptable and that it may constitute children; being sacked from work; loss at all times with regard to the disclosure criminal behaviour. Use the legal of information to the perpetrator. For of their home; financial losses; definition to provide a clear stance damage or loss of relationships with example, information about where they from HR are, how they can be contacted or family and friends when they are going home

23 | domestic abuse a toolkit for employers INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

In some industries, the behaviour of a Employers also need to be aware of strict perpetrator might need to be reported to a data protection requirements when regulator. For example, special rules apply processing sensitive personal data. The in financial services and serious violent legal provisions are complex and and sexual offences should be disclosed employers can contact the DBS or take to the Financial Conduct Authority. In other specialist advice elsewhere. cases, where the individual is a regulated professional, for example a health or social Any employee using abusive behaviour AT HOME care worker, their behaviour is a potential should be warned they risk suspension or risk to patients and/or a breach of their dismissal if their conduct does not change. code of conduct. There might also be a If abuse does not stop, formal disciplinary higher obligation to disclose information procedures should take place. Depending SHOULDN'T to the employer or the regulator if the on the situation, an employer may move employee is charged or convicted for immediately to disciplinary action against an offence. the employee, without prior warning, in line with internal conduct policies and MEAN employment law. AT RISK

24 | domestic abuse a toolkit for employers INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

USEFUL RESOURCES

RESOURCES FOR EMPLOYEES EXPERIENCING DOMESTIC ABUSE The Freephone 24 Hour National Resources for employers The Employers’ Initiative on Domestic Pharmacy scheme to help domestic Domestic Violence Helpline, run in Abuse handbook. abuse victims Pharmacies launch partnership between Women's Aid and Refuge and Respect project to support codeword scheme to offer ‘lifeline’ to Refuge (0808 2000 247): http://www. employers’ responses to domestic Unison - Domestic violence and abuse: a domestic abuse victims - GOV.UK (www. nationaldomesticviolencehelpline.org. violence – evaluation report: trade union issue. Includes ‘Model gov.uk) uk/ http://respect.uk.net/wp-content/ workplace agreement on domestic uploads/2017/07/Its-a-difficult-subject- violence and abuse: Hestia’s Respond to Abuse App which Bright Sky app isnt-it.pdf https://www.unison.org.uk/content/ supports employers to help staff uploads/2017/02/24192.pdf experiencing domestic abuse to plan a Mankind Initiative: advice on support Department of Health and SafeLives: route to safety. It also provides guidance for men experiencing domestic abuse Responding to colleagues experiencing TUC Guide for reps: on situations involving employees who domestic abuse https://learning.elucidat.com/ might be perpetrators of domestic abuse Specialist LGBT+ advice line course/5e875ae4d0715- http://www.galop.org.uk/ CIPD and EHRC, Managing and 5e8c6417dfc28 Training providers supporting employees experiencing Nour provide Islamic support and advice domestic abuse: a guide for employers, UK NO MORE Global Directory · Mankind Initiative: to victims of domestic abuse https://www.cipd.co.uk/knowledge/ NOMORE Global Directory https://www.mankind.org.uk/for- https://www.nour-dv.org.uk/ culture/well-being/supporting- professionals/training/ employeesexperiencing-domestic- Unilever domestic abuse policy example https://uksaysnomore.org/safespaces/ abuse Safelives: https://www.unilever.com/news/news- https://safelives.org.uk/training Equality and Human Rights Commission and-features/Feature-article/2021/its- - Domestic abuse: workplace policies and time-to-end-the-silence-on-domestic- Respond to Abuse is Hestia’s free managing and supporting employees violence.html Employer’s Advice Line and digital tool https://www.equalityhumanrights.com/ which supports employers to help staff en/advice-and-guidance/domestic- experiencing domestic abuse to plan a abuse-workplace-policies-and- route to safety managing-and-supporting-employees

25 | domestic abuse a toolkit for employers INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

CASE STUDIES Motivation To share a few: We believe employers have a very real For customers we established the Large Businesses • Surviving to provide role to play in raising awareness, Domestic and Economic Abuse training for all colleagues on how to acknowledging, and responding to abuse. Specialist Support Team providing spot the signs and support a colleague LLOYDS BANKING GROUP, specialist financial support for victims We support Line Managers to Our approach to domestic abuse sits at and helping them regain control of • FIONA CANNON OBE, GROUP understand their role and the the heart of our Wellbeing strategy, their finances SUSTAINABLE BUSINESS comprising healthy bodies, healthy minds, workplace support options available to DIRECTOR healthy finances, and healthy • For colleagues we launched an colleagues. For example, we adopt a relationships. We developed our Emergency Assistance Programme, flexible approach to emergency leave At Lloyds Banking Group domestic and approach using the ‘acknowledge, covering the cost of emergency hotel meaning Line Managers are economic abuse is a key business issue; respond and refer’ framework to support accommodation and one-to-one empowered to provide colleagues with at any one time several of our 30 million our aim of raising awareness, and support for a colleague and their the paid emergency leave they need customers and 65,000 colleagues are empowering colleagues to support each children likely to be experiencing domestic abuse. The takeaway for other employers other and our customers. • We seconded a specialist from Surviving Economic Abuse to help us We harness our learnings and Action continue to evolve how we support challenges to play an active role within colleagues and customers our sector. We recognise that as a big We recognise we are not experts on this brand employer we have a voice that issue so work in partnership with charities • On the back of our ATM receipts, we can make a difference beyond our including Surviving Economic Abuse, signpost Refuge’s National Domestic workforce. Safe Lives and Tender, as well as our Abuse hotline and Respect’s Advice Line for men to help raise awareness charitable Foundations and the To that end we have been engaging with Employer’s Initiative against Domestic • Internally we run regular the industry to ensure the Domestic Abuse, to create a wide range of practical communications campaigns and Abuse Act and UK Finance Code of support for domestic abuse victims. webinars to raise awareness, signpost Practice raises awareness of the financial support and provide room for complexities that victims face. colleagues to share their personal experiences We were pleased to be named a ‘best practice employer’ in the government’s We understand the importance of • recent report on the role employers must education so worked with Tender and play in supporting those experiencing 26 | domestic abuse a toolkit for employers domestic abuse. INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

HAMPTON TRUST Motivation already knew each other, ensuring they staff also reported greater disclosures, had safe, confidential spaces to talk and self- reflection and peer support has Hampton Trust has 25 years of Hampton Trust needed to be innovative engage freely. been evidenced. experience of working within the field of in our response to the Covid-19 pandemic Domestic Abuse. We specialise in to ensure our service continued. We We increased our team of Domestic While we are keen to return some of our engaging with Perpetrators to support recognised that the impact of lockdown Abuse Safety Advisors to ensure that we groups to face- to face, the way our online behaviour change and keep victims and increased the opportunity for Domestic maintained regular contact with every sessions were received means we will partner/ex-partner of the perpetrators we continue to deliver some interventions children safe from the impacts of Abuse to escalate and our response were working with. online. We believe this offers a trauma Domestic Abuse. We deliver a range of needed to reflect this risk. informed route into the service, building programmes aimed at encouraging Action As restrictions eased, we focused on our confidence and safety before attending a healthy, non abusive relationships. return to face-to-face group work. With an face- to -face group. The additional We rapidly developed a virtual ‘Covid increase of referrals during this time we benefits to the services users is a Intervention Model’ ensuring our work had a larger than usual caseload so in reduction in travel time and expenses. could continue. We experienced higher response a new model was devised to than usual engagement, and our referrals give perpetrators quick and easy access The takeaway for other employers increased. to a new, shorter module focusing on strategies and tools for self-management, Our new model of working, whilst initially Staffing was increased and models of alongside powerful sessions on the in response to the pandemic and aiming delivery were restructured to ensure the impact of domestic abuse on children. to keep our service going, actually safety of victims and children remained Upon completion of this 6-week encouraged more people to engage paramount. Regular calls and support intervention, they could then move into positively with our service, whether that were in place for both perpetrators and the longer 16-week intervention. be through an agency or to self-refer. victims within our service. Access to our support at an earlier stage As a result of moving to a new virtual in a relationship minimises the impact of We drew on our knowledge and expertise delivery model we have evidenced an Domestic Abuse on victims and children. to devise a model of working where risk increase in retention rates as the ease of and safety were at the forefront. Group attending a virtual group has made the Being open to new ways of doing things, Work was suspended and initially support service far more accessible to most and actively responding to client and was offered via telephone calls. The team people. Wait times have reduced allowing customer needs, is crucial to ensure the trialled virtual platforms where video calls more people to engage with us earlier on response fits the challenge you're could be utilised with service users who in their journey to identify change. The presented with.

27 | domestic abuse a toolkit for employers INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

UNILEVER Motivation As we arrived at 2021, we announced our The takeaway for other employers global theme for the year - In November 2020 Unilever launched its Unilever wish to create a safe and #ChooseToChallenge. Unilever is Our goal is to ensure that all our 120,000 Global Domestic Violence Policy, inclusive workplace where employees dedicating time and resources to playing employees feel empowered and capable internally through a campaign called can seek help without stigma and where our part in ending the silence on to have open conversations if they are Unmute for Domestic Violence. It was staff have access to basic training to domestic abuse. A toolkit has been subject to abuse, or suspect their made available externally to help know how to respond appropriately if provided containing: colleague is. businesses that don’t yet have their own they feel a colleague is potentially at risk. policy - It’s time to end the silence on • Guidance for leaders for onboarding Our work to tackle domestic abuse is a domestic violence. Action others, helping signpost sensitivities long-term commitment. If we could encourage other employers to take three Editable posters for use in staff activity, Our Global Domestic Violence and Abuse • actions, they would be: virtual notice boards and newsletters Policy puts several practical support measures in place, including; staff are • Campaign logos • To speak up and be an ally provided with access to ‘safe leave’; Unmute video with translations for • Download and read our global flexible working conditions; counselling • local markets domestic violence policy and support services should they be Take steps to develop your own needed. The Unilever policy applies to all The call to action for employees was to: • employees globally and also provides company policy extra holidays, time off to access support, • Read and understand the global policy relocation to another site if necessary, Take the training modules and financial support, for example setting • up new bank details and legal support. • Speak to their manager, local Diversity champion, or HR team to learn and In addition, we established our domestic take action abuse learning pathway, meaning all staff have access to online training at their convenience. The programme has now been translated in over nine languages.

28 | domestic abuse a toolkit for employers INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

ANGLIAN WATER Motivation This process was shared with our It’s not just about our people though, our leaders and managers through a toolkit Anglian Water community includes over Domestic abuse is a hugely destructive We want to provide the opportunity for prior to implementation to explain in seven million customers, and we have a problem and we all have a collective colleagues to openly discuss this topic more detail examples of the scenarios duty of care to them too. That’s why responsibility to tackle it. Being a giving them access to the necessary that would form part of this process, we’ve adopted Online Safe Spaces on business that covers from The Humber support and help through our policies, such as domestic abuse. our customer website to provide a to Essex we knew that domestic abuse processes and resources. However, the discreet pathway to specialist domestic was likely to affect those that we work pandemic presented a new challenge in We pride ourselves on being a leading abuse support for those that need it. with as well as many of our seven that while we were able to quickly move employer with a robust and holistic million customers. the majority of our employees to work approach to wellbeing – we believe our The takeaway for other employers from home to keep them safe from people should come to work and feel Coronavirus, spending more time at happy, health and safe. The development Our aim is to continue to play our part in home wasn’t necessarily the safest option of our workplace policy on domestic breaking the stigma surrounding for everyone. abuse not only sends a clear message domestic abuse, and to further raise that it is not tolerated inside or outside the awareness and understanding within our Action workplace but that we want to help. The workforce so that Anglian Water is a safe policy is designed to provide a source of space for everyone to work. The UK government was very clear that information, support, and a navigational household isolation guidance does not tool to direct employees to the internal apply if you need to leave your home to and external support resources available escape domestic abuse. Where possible, to them. It is compatible with both the we asked our staff to follow the ‘stay at company’s zero tolerance stance on home’ message, but where we had abuse, and the law, making it clear that people who needed to come into the perpetrators of domestic abuse will be office for either a physical or mental dealt with appropriately. health need we made it clear that employees could request access to our We believe the introduction of this policy buildings. People using this system were will improve staff wellbeing and not encouraged to disclose their reason. ultimately help to retain skilled and experienced staff.

29 | domestic abuse a toolkit for employers INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

SME Motivation a list of useful contacts for employers to now aware of the crucial difference they use should the need arise. We wanted to can make, and a number have either In 2012 I was physical and emotionally ensure all SMEs understood that they written their own policy or started to have SHARON LIVERMORE, abused. In 2018 I had survived the abuse have a duty of care to make domestic the conversation within their businesses. SURVIVOR AND FOUNDER OF and made a promise to myself to be a abuse their business, and that by doing Our presentation helped SMEs understand voice for the people who no longer had so they are potentially saving lives. the magnitude of the problem and the KAMEO RECRUITMENT, theirs; Kameo Recruitment was born. likelihood of encountering a victim within AMBASSADOR OF EIDA I established my business as a platform to Our seminars and virtual presentations to their workplace. raise awareness of domestic abuse, our large groups and individual companies I am a survivor of domestic abuse and core focus being SME’s. Domestic abuse gave people the strength to come forward To date we have delivered our choose to use my story to empower can affect anyone, the size of business and announce themselves as victims of presentation to over 30 businesses, with a others and alter the perception you work in should not dictate the level of domestic abuse, many were on the other potential employee reach of over 25,000 businesses have of domestic abuse. support you have access to. It was side, but some were still living in it and the people. We will not stop campaigning, until harrowing to learn that many small majority confessed that their employer every business everywhere has a businesses had not considered that their either did not know or had not supported domestic abuse policy in place and employees could be going through it or them appropriately. understands the importance of not only had previously been victims, and where having the policy but using it and ensuring It became apparent through this project all their employees are kept from harm. they did recognise domestic abuse, they that smaller businesses would benefit from had very little in place to support their staff. a template domestic abuse policy, a legal The takeaway for other employers document they could access free of Action charge and implement in their business. My message to small and medium sized After gaining support from a local charity, Thanks to EIDA and others my policy enterprises is that we encourage you to quickly followed by the Domestic Abuse became a reality. take-action immediately and utilise the Alliance and the Employers initiative on resources available to you. Have the I am an EIDA Ambassador and I am proud Domestic Abuse, we began using the conversation and help end the notion to be part of a dynamic community of large knowledge we had to educate SME’s on that domestic abuse is not everyone’s and small businesses, who come together how they could do more to protect their business. It is our business, and the more to share learning and resources with the employees. Our simple, yet effective of us who recognise this, the greater aim of better supporting those affected by presentation defined domestic abuse, chance we have of helping the 2.3 domestic abuse. Because of Kameo highlighted the signs, discussed the myths, million adults experiencing domestic Recruitment, many small businesses are offered sensitive conversation starters and abuse every year.

30 | domestic abuse a toolkit for employers INTRODUCTION UNDERSTANDING THE ISSUE TAKING ACTION USEFUL RESOURCES CASE STUDIES ACKNOWLEDGEMENTS

ACKNOWLEDGEMENTS

The intellectual property of this toolkit The original advisory group: Case studies contributors: belongs jointly to Business in the Community and Public Health England. • Corporate Alliance Against Domestic • Lloyds Banking Group Violence • Hampton Trust Both organisations are grateful to the • West Midlands Police partners that have made this vital • Unilever Tavistock Relationships update possible. • • Anglian Water • EIDA With thanks to: • Sharon Livermore • Refuge The Insurance Charities for funding TecSOS the update. • • Mankind Initiative The Employer’s Initiative on Domestic Women’s Aid Abuse for their support and input. • • Safe Lives • Stonewall Housing

#YOUARENOTALONE

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