Is Your Workplace Ready? 5 Steps to Launch an Employer Domestic Abuse Policy That Actually Works

Domestic abuse is not always left at the front door. It can affect attendance, concentration, performance, finances, relationships with colleagues and a person’s ability to work safely.

For employers, this means domestic abuse is also a workplace issue.

A clear employer domestic abuse policy gives people a safe way to ask for help and gives managers the confidence to respond appropriately. It can also help organisations reduce avoidable absence, improve retention and create a healthier, more supportive workplace culture.

Yet many employers still do not have a policy in place, or have a document that is rarely communicated, poorly understood or disconnected from everyday management practice.

The pressure to act is growing. The UK Government’s workplace support review encouraged employers to adopt clear policies and practical support. The Domestic Abuse Act 2021 strengthened the wider legal and safeguarding framework, although it does not create a specific domestic abuse policy duty for employers. The statutory duty to provide accommodation-based domestic abuse support sits with local authorities.

Women’s Aid and other specialist organisations have also highlighted the importance of workplace policies, training, safe disclosure routes and practical support.

So, where should an employer start?

1. Get leadership buy-in and name a policy lead

A policy is unlikely to work if it sits quietly in an HR folder.

The first step is to secure visible support from senior leaders and appoint someone to coordinate the work. This could be an HR lead, safeguarding lead, wellbeing manager or another suitably senior colleague with the time and authority to move the policy forward.

Leadership should agree:

• Why domestic abuse matters to the organisation
• What the organisation will do to support employees
• Who owns the policy and implementation plan
• What budget is available for training and support
• How progress will be measured and reviewed

Your policy should make a clear organisational commitment. It should state that domestic abuse is taken seriously, that employees will not be blamed or disadvantaged for seeking help, and that abusive behaviour by employees may be addressed through appropriate conduct and disciplinary procedures.

This is not about creating a policy for appearances. It is about making sure the organisation is prepared before a disclosure happens.

A senior sponsor can also help ensure that domestic abuse is considered alongside health and wellbeing, safeguarding, equality, health and safety, absence management and flexible working.

2. Consult staff and specialists

A policy written without consultation may not reflect the reality of people’s lives.

Before drafting, speak to employees and relevant representatives. This could include trade unions, employee networks, equality groups, occupational health, security teams and managers who may receive disclosures.

You should also seek input from specialist domestic abuse services. They can help you understand:

• The risks of poorly handled disclosures
• How coercive control and economic abuse may present
• How perpetrators may misuse workplace systems
• What local support is available
• How to create safe, survivor-centred procedures
• What managers should and should not do

Consultation should be handled carefully. Employees should not be expected to share personal experiences, and nobody should feel pressured to disclose abuse as part of the process.

The aim is to create a policy that is practical, inclusive and informed by expertise, not one based on assumptions.

It is also important to consider the different ways domestic abuse can affect people. The policy should recognise physical, emotional, psychological, sexual and economic abuse, as well as coercive or controlling behaviour. It should apply to people of all genders, ages, backgrounds, sexual orientations, abilities and relationship statuses.

3. Write the policy in plain language

A good policy should be easy to find, easy to understand and easy to use.

Avoid legalistic language where possible. Employees and managers should be able to quickly understand what support is available and what to do next.

Your policy should cover at least the following areas.

Safe disclosure routes

Explain who an employee can speak to. This might include a line manager, HR representative, trained domestic abuse champion, occupational health professional or trade union representative.

Include more than one route in case the employee does not feel safe speaking to their usual manager.

The policy should also explain how employees can communicate safely. For example, they may need:

• A different email address
• Text rather than telephone contact
• A code word or agreed signal
• A private meeting away from the workplace
• Information sent to a safe address

Confidentiality

Set clear expectations about how information will be handled.

Explain that disclosures will be treated sensitively and shared on a need-to-know basis, with the employee’s consent wherever possible. Also explain the limits of confidentiality where there is an immediate risk of serious harm or a safeguarding concern.

Managers should never share an employee’s location, contact details or personal circumstances without a clear reason and appropriate consent.

Paid leave and flexible working

Consider offering paid or special leave for people dealing with the effects of domestic abuse. This may be needed to:

• Attend court or legal appointments
• Meet a specialist support worker
• Arrange emergency accommodation
• Move home or change locks
• Access medical or counselling support
• Manage childcare or financial arrangements

You should also set out options for temporary flexible working, adjusted hours, changes to duties or an alternative work location.

Paid safe leave is increasingly recognised as good practice. Some employers now offer a defined number of paid days, while others use flexible special leave arrangements. The right approach will depend on your organisation, but the entitlement should be clear and applied consistently.

Safety planning at work

Workplace safety planning might include:

• Changing working hours or locations
• Restricting access to personal information
• Alerting reception or security, with consent
• Reviewing lone-working arrangements
• Changing car parking or entry arrangements
• Agreeing what to do if an unwanted visitor attends
• Providing a safe place to work if home is not safe

The policy should make clear that safety planning must be individual and risk-led. What is helpful for one person may increase risk for another.

Support and signposting

Include details of internal support, employee assistance programmes and local specialist services. You can also signpost to the National Domestic Abuse Helpline and the Women’s Aid support information.

If someone is in immediate danger, they should call 999. If they cannot speak on a mobile call, they can press 55 when prompted.

4. Train managers and a defined group of staff

A policy cannot protect people if nobody knows how to use it.

Managers are often the first people to notice changes in behaviour or receive a disclosure. They do not need to become domestic abuse specialists, but they do need to know how to respond safely.

Training should cover:

• What domestic abuse is, including coercive control and economic abuse
• Common signs and workplace impacts
• How to respond to a disclosure
• What language to use, and what to avoid
• Confidentiality and information-sharing
• Immediate safety concerns
• Internal referral routes
• Local and national specialist services
• Recording information appropriately
• Support available for perpetrators who want to change

A simple response model can help managers remember the basics:

Listen. Believe. Ask about immediate safety. Avoid judgement. Do not investigate. Explain the next steps. Refer appropriately.

Alongside manager training, consider creating a trained group of domestic abuse champions or designated contacts. They can provide a consistent first point of contact and help keep the policy visible.

This is where employer domestic abuse policy training, domestic abuse training for employers and workplace domestic abuse training can make a practical difference. Training should be ongoing rather than a one-off event, with refresher sessions and opportunities to discuss learning.

5. Review, signpost and partner with local services

Launching the policy is the beginning, not the end.

Set a review date and monitor whether the policy is being used effectively. Useful questions include:

• Do employees know where to find the policy?
• Do managers feel confident responding?
• Are leave and flexible working options accessible?
• Are disclosures being recorded safely?
• Are staff being referred to appropriate specialist services?
• Have any workplace safety arrangements been tested?
• Does the policy reflect current guidance and local services?

Keep signposting visible without requiring someone to disclose. Information can be included on the intranet, staff noticeboards, toilets, wellbeing pages, payslip messages and internal newsletters.

Partnerships can strengthen your approach. Local domestic abuse services may be able to provide specialist advice, training, referral pathways and policy feedback. Organisations may also benefit from engaging with networks such as the Employers’ Initiative on Domestic Abuse and reviewing Women’s Aid’s corporate training.

A policy that works is visible, practical and trusted

An employer domestic abuse policy should not be a statement that only appears during an annual policy review. It should shape everyday decisions about communication, flexibility, safety, absence, performance and support.

When employees trust that they will be listened to and treated fairly, they may be more likely to seek help earlier. That can support their safety and wellbeing while helping the organisation reduce avoidable absence, improve retention and maintain performance.

The most effective approach combines five things:

1. Leadership commitment
2. Specialist consultation
3. Clear and practical policy wording
4. Confident, trained managers
5. Ongoing review and partnership

Serene Futures provides domestic abuse awareness training corporate programmes, domestic abuse training courses and practical policy support for employers. We can help your organisation build a response that is informed, compassionate and workable in real situations.

If your workplace does not yet have a domestic abuse policy, or if your current policy needs updating, now is a good time to review it.

Contact Serene Futures to discuss training and policy support for your organisation.