Preventing gendered violence – case studies
Examples of how an employer can manage the risk of gendered violence.
Simon and Joe’s story
Simon is a team supervisor at a medium-sized community organisation. One of his team members, Joe, is a transgender man. Before his transition, Joe told Simon that he would be making some important changes. He wanted to be assured that the workplace would be inclusive and safe. Simon supported Joe to talk with his co-workers about what pronouns he preferred. When Joe returned to work after his transition, Joe and Simon had another conversation with the team to reinforce how to refer to Joe.
A few months later, Simon notices that two team members are deliberately using Joe’s old name or the pronoun ‘her’ instead of his preferred name and pronouns. They even do this in front of clients. This makes Joe feel uncomfortable and embarrassed, and it confuses his clients. This means that Joe must often explain to clients that he is a transgender man. Joe feels less safe at work and worries a client may abuse or harm him if they know he is a transgender man.
Simon does some research and finds an online training session about LGBTIQA+ rights and inclusion. He learns that intentionally calling a transgender person by their old name is called ‘deadnaming’, which is discriminatory.
After completing the session, he has a better understanding of what he needs to do. Simon also reaches out to the facilitator of the session and asks for some specific advice about how he can support Joe.
Simon speaks to his manager about what he has learned and some ideas to improve the organisation’s culture. Together they review the organisation’s respectful behaviour policy. The policy was only updated a year ago, but they agree everyone could do with a reminder about its contents. Simon’s manager sends an email to all staff with the policy attached and a reminder about its contents. They also arrange for team supervisors to attend training on LGBTIQA+ rights and inclusion. Work is started on an e-learning module for all other staff as well.
In his own team, Simon decides to make some changes. With Joe’s consent, Simon sits down with the two team members who have been deliberately deadnaming Joe. Simon explains that this behaviour is unacceptable and breaches the respectful behaviour policy. He asks both team members to acknowledge their actions and commit to using Joe’s correct name and pronouns. He also tells them that he has arranged for them to attend training about LGBTIQA+ rights and inclusion.
Next, Simon speaks to Joe. He tells him about the conversation with the other team members. He also tells Joe that he wants him to feel safe and comfortable at work. As a short-term measure, he makes sure Joe is not rostered on with the two employees who make him uncomfortable. He also arranges for Joe to buddy up with a colleague he trusts whenever he works directly with clients. If there is a time that Joe needs to work with clients alone, Simon asks him to tell him and carry a duress alarm in case he feels unsafe. Simon reminds Joe that the organisation has an Employee Assistance Program that he can access if he would like free and confidential support.
After their training, Simon asks the two team members who deadnamed Joe to explain what they have learnt. At their next team day, Simon runs some team building and relationship skills sessions. He makes improving team culture an ongoing goal for his team. Simon regularly checks in on Joe to make sure he is feeling supported and included.
Zoya’s story
Zoya works as a traffic controller for a small labour hire company. The nature of her job means that she works in different locations in public areas. This means that Zoya often doesn’t know where she will be working day to day and what facilities will be available.
In her first week working on a busy road, Zoya asks her male colleagues where she can use the bathroom. They all laugh and walk off. Zoya hears one of them say ‘And this is why you can’t have chicks on site’. Later, Zoya asks her supervisor where she can use the bathroom. Her supervisor says, ‘I dunno, the guys go on site. There’s a servo down the road – see if you can use theirs. But you’ll have to wait for your break’. Zoya’s break isn’t for an hour and she starts to feel uncomfortable from cramps. She is too afraid to ask to be replaced while she walks to the service station.
On her break, Zoya rushes down the road to use the toilet at the service station. It is dirty and doesn’t have a proper sanitary bin or soap. She is 10 minutes late getting back to her post. Her supervisor yells at her for holding everyone up. Zoya feels humiliated and teary that everyone knows why she was late.
When she gets home, Zoya feels sick and worried about what she will do tomorrow and the next time she gets her period.
The next day, Sam is working on site with Zoya. Sam is a Health and Safety Representative (HSR). He notices Zoya is not drinking any water, and then she runs off as soon as her break starts. When she comes back, he asks her if she is ok. Zoya explains that the nearest toilet is at the servo down the road, so she must run to get there and back on her break, or she will get in trouble. Sam knows this isn’t right. During his next break, he calls the health and safety manager. He points out that Zoya not being able to go to the toilet is a health and safety issue that needs to be fixed as soon as possible.
The health and safety manager contacts the company running the site. They arrange for a portable toilet to be delivered to the site the next day. The health and safety manager raises the incident at the next management meeting. They explain that what happened to Zoya was gendered violence, and the company must eliminate or control this risk. The management team commits to reviewing the standard contract terms to ensure all sites have appropriate toilet facilities. They also arrange visits to all their sites. At the visits, they review the facilities and talk to the workers about appropriate workplace behaviour to ensure that women feel safe and comfortable working on site. They also:
- Reinforce that they will not tolerate such comments.
- Review and update the Code of Conduct to include reference to sexual harassment and gendered violence. They also consult employees about these changes.
- Manage employee behaviour in accordance with the Code of Conduct and related procedures.