Domestic abuse can destroy lives, leaving physical and emotional scars. Survivors can find themselves isolated and lose their independence. It can take many forms: it is not just physical abuse; it can also be, for example, financial, emotional and psychological.  

Most survivors are women with a male perpetrator, but it’s important to remember that men can also be subject to abuse, and domestic abuse can happen in same-sex relationships. A key learning in producing this guidance is that we should not make assumptions about who the abuser may be or what a survivor may be experiencing, but to listen and respond in a supportive way.  

Domestic abuse has an impact at work. Research shows that a high proportion of those enduring domestic abuse are targeted at work. Domestic abuse can negatively affect workplace colleagues as well as the person experiencing the abuse. However, importantly, the workplace can often be one of the few places that a person experiencing abuse can be separate from their abuser, and therefore can be the place where people are able to ask for and access support. It’s essential that employers are knowledgeable about domestic abuse as they are ideally placed to offer a lifeline to those experiencing it. The aim of this guidance is to encourage more employers to take an active supporting role, which can make a huge difference to survivors and their future, with practical recommendations of how to do that.  

We are pleased to produce this guidance together with the EHRC, whose role is to promote and uphold equality and human rights ideals and laws across England, Scotland and Wales. Together we believe that individuals have a right to live free of abuse, and employers have a duty of care towards their staff to provide a safe working environment. Providing a safe and supportive workplace culture should be a priority.  

A CIPD survey of UK employees suggests that just under a quarter (24%) are aware of their employer having a policy or support in place on domestic abuse. We recommend employers have a clear policy in place on supporting employees experiencing domestic abuse, but also an effective framework of support. Most importantly, though, employees need to be made aware of the policy and how to access support if they need it. We propose what such a framework of employer support could look like, comprising four steps. Within each step we detail points to consider and suggest supportive actions:  

• Recognise the problem.  

• Respond appropriately to disclosure.  

• Provide support.  

• Refer to the appropriate help.  

With the prevalence of hybrid and remote working, and with organisations having people working in a variety of roles, employers need to think carefully about how support can be provided. An empathetic, non-judgemental approach and flexibility (for example in working hours or concerning work tasks) are two key areas employers should focus on. 

It’s not for employers to ‘solve’ the problem, but to enable their employees to access professional support, whether that be legal advice, financial advice, housing support, counselling or arranging childcare. Someone’s circumstances can change very quickly, with their whole life turned upside down – having a supportive employer can make an unparalleled difference to them and their family. At the end of this guidance we provide a list of supportive services, charities and organisations to signpost people to.  

Some large, forward-thinking organisations are providing paid leave for those experiencing domestic abuse to enable them to get the help they need. We support the call from UN Women for more employers to offer paid leave, in addition to the comprehensive framework of support we have outlined, if a person is struggling to do their work or needs to access essential services ‘to seek protection, attend court or police appointments, attend counselling or other specialized services’. We also call on policy-makers to support this call to employers.  

We outline our key recommendations for employers below, which we expand on within the guide: 

• Develop a domestic abuse policy and create an effective framework around domestic abuse support.  

• Where an organisation has a recognised trade union, policies should be reviewed and agreed with union representatives.  

• Create a safe and supportive work environment. Employers have a duty of care for the health, safety and wellbeing of their staff. 

• Think about the safety/security measures that may be required.  

• Treat everyone as an individual as everyone’s situation will be different. It’s important not to make assumptions about what someone is experiencing or what they need, or the gender of the perpetrator.  

• Create open work cultures that help to break the silence around this important issue and ensure people know that the organisation will support people experiencing domestic abuse to seek help.  

• Offer flexibility to enable people to attend counselling, legal and finance appointments, get support from professional organisations and make arrangements, for example concerning childcare and housing. 

• Make it clear that abusive behaviour is the responsibility of the perpetrator and misconduct inside and outside of work is viewed seriously – and can lead to disciplinary action.  

• Signpost to supportive services, charities and organisations and outline the types of support that someone might need, such as: legal support, housing support, support with childcare, support in dealing with financial abuse, specialist counselling.  

• Outline people’s different roles and responsibilities when it comes to supporting employees experiencing domestic abuse. For example:  

• • HR should take central responsibility for developing a policy and procedures on domestic abuse and facilitating awareness-raising training.  

  • Managers should receive appropriate training on how to effectively support someone experiencing domestic abuse. They need to be clear on the practical steps outlined in this guidance to encourage and appropriately respond to the disclosure of abuse and signpost people to professional support. They also have an obligation to prioritise confidentiality wherever possible. 

  • Supportive and empathetic employees and co-workers can assist an affected colleague in gaining confidence to seek support.  

Dr Jill Miller and Claire McCartney  

Senior Policy Advisers, Equality, Diversity and Inclusion, CIPD 

The COVID-19 pandemic has reminded us that we all depend on each other. It should also remind us of just how important it is to place equality and human rights at the heart of British society so that we ensure people are supported and lives protected during times like these.

The pandemic-led increase in homeworking has further blurred the lines between domestic and working lives and shown that employers can no longer ignore the issue of domestic abuse. During lockdown, as more people work from home, abuse has sadly increased because abusers have more opportunities to exert power and control. This has also made it more difficult for people to seek help.  

Over 2 million people experienced domestic abuse in the last year alone, the majority of them women (although men can and do also experience domestic abuse). This means that the chances are someone in your workplace is currently experiencing, or will one day experience it. Domestic abuse affects people working in a range of different settings, whether that be a shop, an office or working remotely. As an employer, you have a legal responsibility under health and safety legislation to protect your staff, but this is the legal minimum. We hope that this guidance supports you in identifying ways that enable you to go above and beyond to be a best practice employer, creating an inclusive workplace, where staff feel safe and supported. That’s why, alongside the CIPD, we also support the call from UN Women for more employers to offer paid leave to employees who are survivors of domestic abuse. Having an effective domestic abuse prevention policy can also help to increase productivity and staff retention by providing a supportive work environment and building trust and confidence amongst your workforce.  

We hope that this practical guide helps you navigate personal conversations and take steps to ensure your staff experiencing domestic abuse feel supported and able to ask for help, both during the pandemic, and in the longer term. Action is needed now: if you’re waiting for something to happen, you’ve waited too long already.  

Caroline Waters OBE  

Interim Chair, EHRC (August 2020 to November 2020)

Research by the TUC highlighted that over 40% of those who had experienced domestic abuse were prevented from getting to work by their abuser, most commonly through physical violence or restraint (72%) followed by threats (68%).  

Domestic abuse can negatively affect those being abused while they are at work, as well as their colleagues. For example: 

• An employee can experience domestic abuse while they are at work through threatening phone calls and emails.  

• An employee may experience abuse when travelling to and from work.  

• Domestic abuse can affect an employee’s performance, attendance, career prospects and job security.  

• Colleagues can experience threatening or intimidating behaviour from the perpetrator.  

A duty of care 

Employers have a duty of care for the health, safety and wellbeing of their staff and are in a strong position to create a safe and supportive workplace environment.  

Further, the UN Women guidance on domestic abuse in light of the COVID-19 pandemic recommends that a workplace policy on domestic abuse include a domestic abuse workplace risk assessment and safety planning as an integral part of occupational safety and health within organisations. If an organisation does not have in-house specialist knowledge on domestic abuse and the appropriate safety planning, it can enlist the help of domestic abuse services/ professionals to carry out any such risk assessment.  

If domestic abuse is disclosed, where possible, working environments should provide flexible and adaptable measures that meet the needs of people experiencing domestic abuse. This may include considerations on personal safety, working hours, enhanced needs in respect of confidentiality (for example when an individual identifies as LGBT+) and appropriateness of response and support services in terms of, for example, sex, ethnic background, religion, age, disability, sexual orientation and language.  

It is important to note each person’s needs are different and that any measures should only be used with the authorisation/consent of the individual concerned.  

In particular, employers should in particular take reasonable steps to prevent an employee from being targeted by their abuser at work. 

Under the Equality Act 2010, UK employers who do not take reasonable steps to prevent or respond to third party harassment could be held liable in some circumstances. Detailed guidance on when employers may find themselves liable in relation to abuse or harassment of employees by third parties at work can be found at paragraphs 4.34–4.51 of the EHRC’s technical guidance: Sexual Harassment and Harassment at Work. 

• Look for sudden changes in behaviour and/or changes in the quality of work performance for unexplained reasons despite a previously strong record.  

• Look for changes in the way an employee dresses, for example excessive clothing on hot days, changes in the amount of make-up worn. This is obviously not as easy to do with remote working but could be picked up in video meetings.  

• Domestic abuse is often a hidden problem and individuals can find it very difficult to disclose. Some employees might not think they are experiencing domestic abuse and might not use these words to describe their experiences. However, they might talk about behaviour from their partner that is violent, abusive or coercively controlling. Ask open and empathetic questions, such as: 

• • How are you doing at the moment?  

  • How are things at home?  

  • Are there any issues you’d like to discuss with me?  

  • I have noticed recently that you are not yourself. Is anything the matter? 

• In some cases employees may make a disclosure to their union representative – make sure that your organisation has a set process for involving unions, where relevant, in the development of their domestic abuse policies and how to support employees if they disclose to a union representative.  

• Treat everyone as an individual as everyone’s situation will be different. It’s important not to make assumptions about what someone is experiencing or what they need. Domestic abuse can happen to anyone, and although more women are affected, it can happen to men and in same-sex relationships.  

• Be careful raising things when are people working from home, as the abuser might be monitoring the employee’s email or other methods of communication. Even asking open questions in an email, or in a call when it’s not known who else is listening, might ring alarm bells with the abuser and cause more abuse. 

• There are a wide range of behaviours that constitute abuse and so it is important that employees are provided with training on what to look for.

Some of the behaviours that constitute abuse are covered in the UK Government guidance on recognising domestic abuse so this can be a useful resource to share during training.

• Show empathy and compassion when responding to an employee’s disclosure of experiencing domestic abuse. Think about how you might best be able to do this if working remotely and how you might continue to show that support when you aren’t sharing a workspace.  

• Believe an employee if they disclose experiencing domestic abuse – do not ask for proof.  

• Don’t make assumptions about what someone is experiencing or what they need. This includes not assuming the gender of someone’s partner.  

• Reassure the employee that the organisation understands how domestic abuse may affect their work performance and outline the support that can be offered.  

• Make clear that although the aim is to ensure that your conversation will be confidential, some degree of information-sharing may be necessary (for example with their manager). 

• If the survivor and perpetrator work in the same business, the perpetrator could have access to personal information, depending on their role. So, in this circumstance, you could consider making personal records case-sensitive and set a request for permission to access records associated with the survivor. 

• Make sure that line managers are checking in frequently with employees so that they can raise any concerns or worries, offer support such as flexibility, and signpost them to professional support. This is even more important for remote workers who are likely to feel more isolated and are potentially more vulnerable.  

• Line managers should ask the individual about what support they need and regularly check in with that question, as the support they need may change over time as circumstances change. Let the individual take the lead in what they want to talk about and what they think the problem is.  

• Ask the individual about the best way to keep in contact with them, for example which communication methods are private and which they have easy access to.  

• Offer flexibility in working hours to enable an employee to sort out financial, housing, legal and childcare issues. The flexibility required may differ in the short and longer term.  

• Offer paid leave (up to 10 days per year is offered by some forward-thinking companies) in addition to other leave entitlements.  

• Divert phone calls and email messages and look to change a phone extension if an employee is receiving harassing calls.  

• Look at security measures, including how non-employees access the building to ensure people can’t just walk in. Ensure that information about the employee's whereabouts is not available (such as on the organisation's website).  

• Agree with the employee what to tell colleagues and how they should respond if their abuser telephones or visits the workplace or is present during a virtual meeting.  

• Ensure the employee does not work alone or in an isolated area and check that they have arrangements for getting safely to and from home.  

• Support an individual’s request to get advice on where and how to obtain a protection/ barring order that covers the workplace.  

• Think about specific areas of the work environment where their physical safety may be at risk, for example the workplace car park.  

• With the consent of the employee, you could agree code words, or hand signals in video calls, so if they don’t come into the office, or if they are in a threatening situation while working at home, there are set phrases both parties can say to enable them to flag if they are in danger. Also agree what action a signal requires, for example if to call the police, or if to provide information about available support.  

• Keep a record of any incidents of abuse in the workplace, including persistent telephone calls, emails or visits to the workplace or any concerns that the employee reports, as well as anything that occurs around the workplace, such as during travel to and from work or to meetings not held in the usual place of work. Also record the support offered.  

• Share domestic abuse helpline posters (such as Refuge's poster resources) in physical and virtual spaces (such as on the back of toilet doors, your intranet, and so on).  

• Consider if there are ways that you can offer financial support, such as providing interest-free loans to cover immediate financial costs, like deposits for new housing. Also think about providing emergency financial support to help someone facing an immediate crisis, for example, through a salary advance.  

• Employees experiencing domestic abuse may need to leave their area of usual work to escape the perpetrator, and/or to receive additional support. In these cases, managers should work with the employee and senior staff to find ways for the survivor to keep their role, or move to a comparable one. This may involve working in a different office, from home, and so on. 

It’s important to note that some of these measures should only be used with the authorisation of the individual concerned. All support options should be survivor oriented, and the person’s wishes, safety and wellbeing should take priority in all matters and procedures. 

• It is important to be clear on the role and responsibilities of both HR and people managers and set boundaries. For example, managers should not adopt the role of counsellor, but rather they should signpost employees to specialist help.  

• Have a list of the support services that are easily accessible and refer employees to appropriate organisations that deal with domestic abuse. 

• HR and line managers may want to research local sources of support themselves to gain a better understanding of what is available.  

• It’s also important to think about how organisations can support the wellbeing of all employees (whether HR, people managers, or colleagues/friends) involved in supporting domestic abuse survivors. It’s worth emphasising what specific support is available to them and what they can do to look after their own wellbeing during this period (such as accessing employee assistance programmes/occupational health services if organisations have them or making use of different external helplines, (such as the Mind Infoline). Many of the specialist organisations listed below also provide advice and guidance for these key support staff. 

People managers should be familiar with the organisation’s policy and guidance on supporting employees experiencing domestic abuse and understand their own and the organisation’s responsibilities in relation to it. However, they shouldn't be expected to be experts on the issue or to act as counsellors.  

Managers should also be clear on the practical steps outlined in this guidance to encourage the disclosure and discussion of abuse and identify appropriate support that individuals might need. But there should also be a point of contact in HR for advice when required.  

Managers can also assist in recording details of incidents in the workplace. In addition, they need to ensure that all employees are aware of the organisation’s approach.  

Tips on how to ask difficult and sensitive questions  

Managers should foster an environment where employees feel able to disclose and should be trained so they are able to facilitate a conversation to discuss this and identify and implement appropriate support. Shying away from the subject can perpetuate fear of stigma and increase feelings of anxiety. The following tips can help managers with these difficult and sensitive conversations.

Managers should ask the employee indirect questions, to help establish a relationship with the employee and develop empathy. Here are some questions that could be used:  

• How are you doing at the moment? Are there any issues you would like to discuss with me?  

• I have noticed recently that you are not yourself. Is anything the matter?  

• Are there any problems or reasons that may be contributing to your frequent sickness absence/underperformance at work?  

• Is everything alright at home?  

• What support do you think might help? What would you like to happen? How?  

Remind managers to avoid victim-blaming. It is important that managers are able to provide a non-judgemental and supportive environment.  Respecting the employee’s boundaries and privacy is essential. Respect an employee’s decisions about their relationship and understand that a victim of domestic abuse may make several attempts to leave their partner before they are finally able to do so. It’s important that managers are aware of the effects of coercive control and definitions of types of abusive behaviours.  

A manager's role is not to deal with the abuse itself or to act as a counsellor but to address the workplace effects of domestic abuse by making it clear to employees that they will be supported, making them aware of the workplace policy, outlining what help is available, and signposting them to professional sources of support.  

If a disclosure of domestic abuse is made, managers should make clear to the victim how and why they may need to share information with others in order to ensure they can access support, and what information will be shared. Where possible, the employer should respect the wishes of the employee if they do not want information to be shared.

Confidentiality

Managers are responsible for ensuring information is not disclosed to colleagues and that all employees are aware of their responsibilities in relation to confidentiality. This is particularly important for members of the LGBT+ community, where individuals might not have disclosed their sexual orientation and/or gender identity to their work colleagues. If information is disclosed against the wishes of the employee, this could compound any harm caused by the abuse and have a detrimental effect on future disclosures from other staff members.  

However, confidentiality is a complex matter and there may be circumstances in which confidentiality cannot be assured but where the employer should take action because the risk of not taking action is so significant. These situations occur when there are concerns about children or vulnerable adults, or where the employer needs to act to protect the safety of employees. In circumstances where the employer has to breach confidentiality, it should seek specialist advice before doing so. If the employer decides to proceed in breaching confidentiality after having taken advice, the employer should discuss with the employee why it is doing so, and that it will seek the employee’s agreement where possible. Ideally the employer will have a domestic abuse policy that should address confidentiality and when the employer may need to breach this.  

Even without a policy in place, when assessing the relative risk of the options regarding breaching confidentiality, the employer should ask:  

• Have they considered and exhausted all other possible options?  

• What will the impact on the employee be if they override their wishes?  

• What are the potential risks to the employee, their colleagues and others (such as the employee’s children) if the employer does not take further action?  

• What are the potential risks in the workplace that may affect colleagues?  

• What is the likelihood of the matter being resolved without intervention by the employer?  

Although not necessarily drafted with domestic abuse in mind, there is helpful guidance on how to generally deal with maintaining confidentiality and dealing with criminal conduct during investigations into complaints of harassment at paragraphs 5.47–5.56 of the EHRC’s technical guidance: Sexual Harassment and Harassment at Work. 

Organisations should support employees to take basic steps to assist their friends and colleagues where they feel able to do so. By behaving in a supportive and empathetic manner, an employee can assist an affected colleague in gaining confidence to tackle and report the problems that they might experience. See also Women’s Aid’s helpful advice around ‘I’m worried about someone else’.  

Some organisations have introduced domestic abuse allies/champions in their workplaces who are specially trained in dealing with disclosures of domestic abuse and will be able to offer confidential support. They can support an individual to speak with their line manager or HR team, either on their behalf or by attending meetings with the individual. They can also signpost the individual to specialist agencies. However, as with line managers and HR, they are not trained specialists or counsellors and should not assume those roles or try to solve the individual’s problems. 

The statutory definition set out in the Domestic Abuse Act 2021, which applies in England and Wales, outlines domestic abuse as the abusive behaviour of one person towards another where they are personally connected and both aged 16 years or over. It outlines various types of abusive behaviour which may consist of a single act or a course of conduct over time:

• Physical or sexual abuse
• Violent or threatening behaviour
• Controlling or coercive behaviour
• Economic abuse (any behaviour that has a substantive adverse effect on the ability to acquire, use or maintain money or other property, or obtain goods or services)
• Psychological, emotional or other abuse. 

The Act also contains further definitions of “personally connected” and children as victims of domestic abuse. The Domestic Abuse Act 2021 received royal assent in April 2021, although the provisions of the act, specifically Domestic Abuse Protection Notices, will not be fully implemented until 2024. However, a final version of the statutory guidance that supports understanding the use of definitions within the act has been published. The government also produced a review of workplace support for victims of domestic abuse which outlines how to build awareness and extend workplace support. It also outlines employment rights of those experiencing domestic abuse.

The governments in Scotland and Wales have legislated on domestic abuse. The Domestic Abuse (Scotland) Act 2018 came into effect on 1 April 2019, and the Scottish Government includes domestic abuse within its Equally Safe strategy. It is worth noting that the definition of domestic abuse varies. For example, the Scottish Government’s definition is limited to partners or ex-partners, which is a narrower definition than “personally connected”.

In Wales, the Violence against Women, Domestic Abuse and Sexual Violence (Wales) Act 2015 came into force in 2015 and the Welsh Government produced a National Strategy from 2016 to 2021. Since then, there have been annual National Advisers’ Annual Plans and Reports, a Cross Government Delivery Framework and National Indicators in Wales. 

There are many legal duties that must be taken into account surrounding an employee who has perpetrated domestic abuse as well as the survivors of it. In addition, some aspects of the law affecting employees convicted of domestic abuse offences and provisions protecting the survivors are currently changing. 

It is also worth considering that in some industries, the behaviour of a domestic abuse perpetrator might need to be reported to a regulator. For example, in the UK special rules apply in financial services and serious violent and sexual offences should be disclosed to the Financial Conduct Authority. In other cases, where the individual is a regulated professional, for example a health or social care worker, their behaviour may be a potential risk to patients and/or a breach of their code of conduct. There might also be a higher obligation to disclose information to the employer or the regulator if the employee is charged or convicted for an offence. Employers also need to be aware of strict data protection requirements when processing sensitive personal data. 

The legal provisions are complex and employers should take specialist advice. 

• Adopt a supportive tone.  

• Recognise that everyone’s circumstances and experiences will be different.  

• Keep the language gender neutral and don’t make assumptions about the gender of someone’s partner.  

• Get feedback on your policy from minority groups and specialist organisations to ensure it is inclusive. 

It may be possible for disciplinary action to be taken in response to misconduct outside of work with potential sanctions, up to and including dismissal. Organisations may wish to implement a ‘zero-tolerance’ policy in relation to domestic abuse which includes this commitment. This commitment recognises that abusive behaviour is the responsibility of the perpetrator. Employees should be aware that misconduct inside and outside of work is viewed extremely seriously – and can lead to disciplinary action being taken and potentially result in dismissal. 
 
 In most cases, and to ensure that any sanctions are found to be fair, it will be necessary for an employer to carry out an investigation of the facts and hold a disciplinary hearing. Ideally employers will have a domestic abuse policy which works in conjunction with the disciplinary and dismissal policy and makes clear the circumstances in which misconduct may lead to disciplinary action being taken against the employee. This will help avoid allegations that they have treated the employee unfairly.  

Among the key points that should be considered are whether the employee’s misconduct was linked to work in any way, or whether conduct outside work has destroyed the employer’s trust in the employee’s ability to perform their role. Some abuse may undermine the employee’s suitability to perform their role, may render the employee unable to perform their role (for example due to a custodial sentence), or may bring the employer into disrepute.  

Employers should be aware that even if an employee is convicted for criminal conduct, it does not automatically mean that they can be dismissed for gross misconduct. Employers should always ensure that they follow relevant policies and procedures and that any decision to dismiss is reasonable and based upon full consideration of the evidence and relevant circumstances. Employers will reduce the legal risk of dismissal where they have designated policies in place which specify that criminal conduct will usually be considered as gross misconduct.  

The domestic abuse policy should link to other workplace policies and needs to cover a wide range of matters; even employer’s equipment could be used for online abuse or stalking an ex-partner during working time, so employers need to protect themselves from accusations of potential vicarious liability as far as possible.  

Depending on the legal framework where your organisation operates, consideration will need to be given as to what effect the charge or conviction has had on the employment relationship, as set out above. 

In some situations, the abuser and the survivor may work together and work-related abuse may occur, including verbal abuse and threats, as well as physical violence. Employers have a duty of care with regards to safety at work. If an employer knows that a fellow employee threatens another (whether they are in a relationship or not) and fails to take action to prevent the abuse, this may constitute a breach of contract and could result in potential claims, including constructive (unfair) dismissal, discrimination / harassment or personal injury. 

Employees need to be aware that domestic abuse is a serious matter that can lead to disciplinary action. However, employers have a duty of care to all employees, and alleged perpetrators of domestic abuse should be dealt with in a fair way. As with other criminal offences, the perpetrator may be protected from having their conviction disclosed. It may also be appropriate to support an employee who is seeking help to address their behaviour. Respect provides confidential and honest advice to help perpetrators stop being violent. 

We include here a range of useful services, charities and organisations for employers to signpost to, including those offering general, specialist and regional support. Employees experiencing domestic abuse may need support with a range of issues, including but not limited to, legal support, housing support, support with childcare, support in dealing with financial abuse and specialist counselling.

Jewish Women’s Aid: 0800 591203  

Jewish Women’s Aid supports Jewish women and children affected by domestic abuse and sexual violence. 

Women with learning difficulties: 020 8522 0675 

Southall Black Sisters: 020 8571 9595  

Advice and information on domestic abuse, racial harassment, welfare and immigration, primarily for Asian, African and African-Caribbean women.  

Muslim Women’s Helpline: 020 8904 8193 or 020 8908 6715  

The Muslim Women’s Helpline aims to provide any Muslim girl or woman in a crisis with a free, confidential listening service and referral to Islamic consultants, plus practical help and information where required.  

Asian Women’s Resource Centre: 020 8961 6549  

The Asian Women’s Resource Centre provides a domestic violence and advocacy service. They provide support to women in need in the following languages: Bengali, Gujarati, Hindi, Hinko, Konkani, Marathi, Pashto, Patwari, Punjabi, Urdu, Farsi, Spanish, Portuguese, Italian, Kurdish, Turkish and Azerbaijani. They also offer support services around housing, welfare benefits, debt (signposting) and employment, as well as running immigration surgeries for those in need of specialist immigration advice.  

IKWRO: Women’s rights organisation – 020 7920 6460 (Monday to Friday, 9.30–17.30)  

Specialist advice and help to Middle Eastern and Afghan women and girls who are at risk of ‘honour’ based violence, forced marriage, child marriage, female genital mutilation and domestic violence.  

Foreign and Commonwealth Office advice on forced marriages: 020 7008 0151  

Information and practical guidelines for professionals on how to protect, advise and support victims of forced marriage. There is also information for people directly affected by forced marriage.  

Stay Safe East: 020 8519 7241; SMS/Text: 07587 134 122  

Stay Safe East is a user-led organisation run by disabled people, providing specialist and holistic advocacy and support services to disabled people from diverse communities in London who are victims/survivors of domestic or sexual violence, hate crime, harassment and other forms of abuse.  

Galop: 0800 999 5428; live chat is also available  

Galop, the LGBT+ anti-violence charity, provides hate crime, domestic abuse and sexual violence support services to lesbian, gay, bisexual and trans+ victims/survivors by telephone, email, text and WhatsApp 

Respect phoneline: 0808 802 4040  

An anonymous and confidential helpline for men and women who are harming their partners and families. Concerned friends or family members and front-line workers assisting abusers can also call for information and support. 

Scottish Women’s Aid: 24-hour domestic abuse and forced marriage helpline – 0800 027 1234; online chat available Shakti Women’s Aid: 0131 475 2399  

Shakti Women’s Aid helps BME women, children and young people experiencing, or who have experienced, domestic abuse from a partner, ex-partner, and/or other members of the household. Staff speak many different languages, and if they don’t speak your language they will arrange an interpreter. 

Women’s Aid: 0808 802 1414  

Women’s Aid is the lead voluntary organisation in Northern Ireland addressing domestic and sexual violence and providing services for women and children. The 24-hour helpline is open to both women and men affected by domestic and sexual violence. 

Business Fights Poverty action toolkits on poverty and gender equality: These resources have been developed by Business Fights Poverty in partnership with the Harvard Kennedy School Corporate Responsibility Initiative and other partners and are funded with UK aid from the UK Government and a core group of supporting companies.  

Think business, think equality have developed resources for small and medium-sized businesses to help them support staff who are experiencing domestic abuse. The resources are produced by Close the Gap, a Scottish policy advocacy organisation focusing on women’s labour market participation. The guidance outlines the impact of COVID-19 on women’s experiences of domestic abuse, as well as setting out simple steps employers can take to respond to domestic abuse to ensure the safety and wellbeing of staff. There is also an online self-assessment.  

Equally Safe at Work is an innovative and world-leading accreditation programme that is being piloted in Scotland’s local government, the NHS and third sector. It supports councils to progress their work on gender equality at work and prevent violence at work, both in the workplace and in the wider community.

The UK Government has produced guidance on domestic abuse and getting help. This includes help around recognising domestic abuse; reporting it; getting help if you, or someone you know, is a victim; economic abuse; technological abuse; and support for employers and professionals.  

UN Women have produced a report looking at how private sector companies are supporting survivors of domestic violence during the COVID-19 crisis and provides recommendations on the immediate and long-term measures they can take to support their staff. You can download the report here: The COVID-19 Shadow Pandemic: Domestic Violence in the World of Work – A Call to Action for the Private Sector.  

UN Women Handbook aims to bring together the literature, policies and practices surrounding violence and harassment in the workplace, providing promising examples from countries across the globe. It articulates relevant international and regional frameworks, provides guidance on the role of state and non-state actors and social dialogue, and includes practical information on how to prevent and respond to violence and harassment in workplaces.  

Galop, the LGBT+ anti-violence charity, has produced a factsheet on domestic violence and abuse and the LGBT+ community. The factsheet offers advice on what constitutes domestic violence and abuse, and outlines some of the unique aspects of domestic abuse as experienced by lesbian, gay, bisexual and transgender (LGBT+) people. Other helpful factsheets focus on barriers in access to services, and on myths and stereotypes.  

Hestia, a crisis support charity, offers a confidential Employers Advice line where employers can get advice to respond effectively to disclosures of domestic abuse by their employees, particularly in light of COVID-19, and to signpost such employees into the appropriate local specialist domestic abuse services. This is part of Hestia’s Everyone’s Business project. The advice line is available on 07770480437 and is open 10am-3pm. More information and contact details are available on the Hestia website.  

Vodafone’s toolkit on domestic violence and abuse at work: This toolkit was produced for the Vodafone Foundation by Dr Jane Pillinger, independent gender expert.  

The Council of Europe Istanbul Convention is a human rights treaty to prevent and combat violence against women and domestic violence. It has been signed by all EU member states. At the time of writing it has been signed but not yet ratified by the UK, although the UK has expressed commitment to ratification.  

The TUC Domestic Abuse Toolkit: The TUC have developed a toolkit on domestic abuse in response to the rise in domestic abuse cases and the rise in people working from home. 

Parental Education Growth Support (PEGS): Information on Child to Parent Abuse: Supporting parents and professionals.

The CIPD and the EHRC are grateful to the organisations and individuals who gave their time and expertise to provide feedback to help inform this guide. 

These include:

• Jacqui Kilburn, National Training Centre Manager, and Lauren Owen, HR and Operations Manager, Women’s Aid
  
  
• Dr Jane Pillinger, a global expert on gender equality and gender-based violence at work
  
  
• Dr Jasna Magić, National LGBT+ Domestic Abuse Project Manager, Galop.