The Business Case for Workplace Responses to Domestic and Sexual Violence in Fiji July 2019 AN INITIATIVE OF THE FIJI PARTNERSHIP 2 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI COPYRIGHT AND DISCLAIMER IFC, a member of the World Bank Group, creates opportunity for people The findings, interpretations, and conclusions expressed in this volume do to escape poverty and improve their lives. We foster sustainable economic not necessarily reflect the views of the Executive Directors of The World growth in developing countries by supporting private sector development, Bank or the governments they represent. mobilizing private capital, and providing advisory and risk mitigation The contents of this work are intended for general informational purposes services to businesses and governments. 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THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 3 ACKNOWLEDGEMENTS LIST OF ACRONYMS This publication was produced by IFC under the overall guidance of DV Domestic violence Henriette Kolb, Head of IFC’s Gender Secretariat. DSV Domestic and sexual violence The report was written by Anne Lockley, IFC Monitoring and Evaluation FBoS Fiji Bureau of Statistics Consultant and Shabnam Hameed, IFC Gender Operations Officer, with contributions from Sarah Twigg, IFC Gender Operations Officer, Nhung FWCC Fiji Women’s Crisis Centre Nguyen, IFC Monitoring and Evaluation Consultant, Lilika Fusimalohi, GBV Gender-based violence IFC Gender Program Coordinator Fiji, and Unaisi Raileqe and Lanieta HR Human Resources Vakadewabuka, IFC Consultants. The report was prepared under the leadership of Amy Luinstra, IFC Gender Lead in East Asia and the Pacific. IFC International Finance Corporation IFC would like to thank Fiji National Provident Fund, Vision Investments, ILO International Labor Organization and the third company for participating in the study. SPC Secretariat of the Pacific Community The team would like to thank Thomas Jacobs, IFC Country Manager in WHO World Health Organization the Pacific, Deva De Silva, IFC Fiji Representative, Camille Annette Funnell, IFC Deputy Head of Communications in East Asia and the Pacific, and Mia Cusack, Communications Consultant, for all their help and inputs. The team would also like to acknowledge the Australian High Commission in Fiji, Australia Pacific Training Coalition, Fiji Women’s Rights Movement, Pacific Women Shaping Pacific Development, Regional Rights Resource Team, and Pacific Community (SPC) for technical review of the research tools. IFC’s work in Fiji is guided by the Australia-IFC Fiji Partnership. Australia and IFC are working together through the Partnership to stimulate private sector investment and reduce poverty in Fiji. Many thanks to Mark Lindop for designing the report. 4 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 5 Contents Executive Summary 6 1 Introduction 10 2 Study Methodology 11 3 Demographics 12 4 Key Findings 16 Experience of domestic and sexual violence 16 Understanding of domestic and sexual violence 17 Acceptance, triggers, and justifications of violence 18 Types and frequency of violence 20 The effects of domestic and sexual violence on workplaces 22 Estimating the cost to businesses 25 Help Seeking 27 Existing company responses – what companies are doing well 31 Addressing perpetrators in the workplace 32 Opportunities for improving company responses 32 5 Recommendations 33 6 Conclusion 34 Annex 1: Methodology Details and Limitations 36 Annex 2: Methodology Used to Estimate the Cost 38 of Domestic and Sexual Violence to Businesses 6 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI Executive Summary This study, which identifies the impacts of domestic and sexual violence on Fijian employees and employers, has been conducted to inform the development of tailored solutions for the business 34% of survey participants experienced community in Fiji. The study is part of an ongoing IFC initiative domestic or sexual violence in their lifetime to develop workplace responses to domestic and sexual violence in the Pacific, which supports employees experiencing violence and reduces impacts on the workplace. in Fiji has one of the highest rates of domestic and sexual violence Women in the world with almost two-thirds of the country's women experiencing domestic or sexual violence during their lifetime.1 This has serious negative impacts on individuals, families, communities, and workplaces. For the three companies included in this study, the high rates of domestic and sexual violence translate into lost staff time and reduced productivity that is equivalent to in almost 10 days of lost work per employee each year. Men This study includes three private sector companies, collectively employing 1,701 employees as of December 2018. The companies were selected to ensure sector diversity and based on their commitment to supporting staff affected by domestic and sexual violence. A total of 563 staff completed the staff survey, • The most common form of violence — reported by both men representing 33 percent of all employees. The study also included and women participating in the survey — was emotional abuse, individual and group interviews involving 43 women and 43 men in harassment, or intimidation by a family or household member both supervisory and non-supervisory roles. (71 percent of women and 63 percent of men), followed by physical violence (59 percent of women and 30 percent of men). Key findings from the study include: • Twenty-nine percent of women and 23 percent of men who • One in three employees — including half of ever-partnered experienced violence reported that the violence occurred at least women2, — participating in the survey had experienced domestic once a month. or sexual violence in one's lifetime. Forty-four percent of women • Few people reported that violence was acceptable. Eight percent and 22 percent of men reported they had experienced some form of women and 16 percent of men reported that they thought of domestic or sexual violence in their lifetime; and 21 percent of domestic violence was acceptable in some circumstances. This is women and nine percent of men had experienced violence in the much lower than the level of acceptance recorded in the study last 12 months. of violence against women in Fiji (Fiji Women’s Crisis Centre 2010/2011), where 43 percent of women surveyed agreed with one or more reasons that justified wife beating.3 1 FWCC (2013) Somebody’s Life, Everybody’s Business! National Research on Women's Health and Life Experiences in Fiji (2010/2011). Suva: FWCC; and UN Women (2012) Violence against Women Prevalence Data: Surveys by Country Compiled by UN Women. Available at http://www.endvawnow.org/uploads/browser/files/vawprevalence_matrix_june2013.pdf 2 Ever-partnered women are women who have ever been married or in a de facto or other intimate relationship. 3 FWCC (2013) Somebody’s Life, Everybody’s Business! National Research on Women's Health and Life Experiences in Fiji (2010/2011). Suva: FWCC; and UN Women (2012) Violence against Women Prevalence Data: Surveys by Country Compiled by UN Women. Available at http://www.endvawnow.org/uploads/browser/files/vawprevalence_matrix_june2013.pdf THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 7 • Three quarters of those who had directly experienced domestic • Further, 63 percent of all survey participants responded that they or sexual violence acknowledged some impact on work. Of those had friends or family affected by domestic or sexual violence, and who had experienced violence, 53 percent of women and 47 63 percent of women and 56 percent of men in this situation said percent of men reported impacts on their mental and physical it impacted them in some way at work. This may be because of health; 44 percent of women and 35 percent of men reported that worry or stress, or due to providing some form of support such the abusive or violent person had done something to stop them as assisting the person to access services or helping them to look from going to work or participating at work; 29 percent of men after their children or other dependents. and 26 percent of women reported that the violent or abusive • This means that just under half (47 percent) of all the survey person harassed them when they were at work and 17 percent participants experienced at least one related impact on work, of women and 16 percent of men reported impacts on others at either because of their own experience, that of a close friend or work or the company. family member, or both. Percentage of women and men a ected by violence reporting di erent impacts on work in the four weeks prior to the survey Total* A ected by mental or % physical health impact % % Experienced behaviours % that limit going to work % or participating in work % % Experienced harassment when at work % % Person who is / was abusive or violent contacting, causing % conflict or tension with, % threatening or harming others % at work, or damaging company property % Experienced any impact % on work (summary) % * Total includes not stated/other gender (n=2). Expressed as a percentage of Female Male participants that reported of ever experiencing domestic or sexual violence. 8 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI • These impacts affect employees negatively, translating into significant costs to businesses. Each year, the equivalent of just Average days lost per employee under 10 work days are lost per employee (whether they have (whether they have experienced domestic experienced violence or not) due to employees feeling distracted, or sexual violence or not) per year, due to: tired or unwell, being late for work, being absent, or helping others respond to domestic and sexual violence. Feeling tired, distracted or unwell • Just over half of women and 28 percent of men who have experienced domestic or sexual violence said that they had spoken to someone at work about the violence, most commonly to another colleague (75 percent of women and 50 percent of men). days • Forty-two percent of women and only eight percent of men had spoken to someone at work in a formal capacity, such as their supervisor or manager. Overall, those who went through formal channels were more likely to have better outcomes (63 percent Being late or absent from work compared to 50 percent). Recommendations This study demonstrates how important it is for employers to . days support staff affected by domestic and sexual violence. Based on the findings of this study and IFC's work to address domestic and sexual violence elsewhere in the Pacific, the report recommends possible actions for employers to support staff impacted by domestic and sexual violence. These include: Supporting colleagues who are experiencing domestic or sexual violence • Developing a policy and program to guide their workplace response to domestic and sexual violence and publicizing it to all employees. The policy should also outline the company's approach to allegations of domestic and sexual . violence perpetrated by employees — this should reinforce the days nonacceptance of violence in any form. • Establishing small cross-department teams of women and men who are adequately trained and supported to assist employees affected by domestic and sexual violence. THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 9 With a formal and structured workplace response to domestic and sexual violence, Fijian companies can support affected employees, remove barriers to help employees achieve their full potential, mitigate productivity losses, reduce turnover costs, position themselves as an employer of choice, and contribute to their corporate social responsibility. This makes good business sense. IFC initiatives on workplace responses to domestic and sexual violence are generating results in other countries. In Solomon Islands, for example, employees in the nine companies that have implemented workplace responses and participated in IFC's survey on the impact of domestic and sexual violence on the workplace, are less accepting of domestic and sexual violence, compared to previous studies. Further, employees accessing various forms of support in these companies are finding it helpful4. Workplace responses to domestic and sexual violence make good business sense as they improve employee well-being which subsequently, improves the business bottom line through increased employee performance. 4 IFC (2019) The Impact of Domestic and Sexual Violence on the Workplace in Solomon Islands – Survey Report. Sydney: IFC. 10 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 1. Introduction Fiji, like many of its Pacific neighbors, has among the highest IFC has been working with the private sector in the Pacific since prevalence of violence against women and girls in the world 2014 to develop and implement workplace responses to domestic (see Table 1) with almost two-thirds of women experiencing and sexual violence. To date, IFC has undertaken business case domestic or sexual violence during their lifetime.5 Men and boys research in Papua New Guinea and Solomon Islands and worked can be affected too; however, unequal power, differences in physical with 18 companies to develop and implement workplace responses. strength, and often fewer options to leave make women more IFC plans to develop similar workplace responses in 2019 for vulnerable to more severe forms and more regular violence. employers in Fiji and the small Pacific Island countries. Workplace responses to domestic and sexual violence are a priority This report provides a compelling case for Fijian businesses to for IFC as they benefit individuals affected by violence, businesses support staff who are affected by domestic and sexual violence. that implement them, and economies as a whole. They are an integral part of community response to reduce the acceptability of violence and to support those who experience it. Further, employers are often in a unique position to support employees experiencing problems at home, as the workplace may be the only place where one can ask for help. Table 1 - Prevalence of intimate partner and/or non-partner physical and/or sexual violence for Fiji and regional comparators6 Solomon Fiji Samoa Kiribati Vanuatu Islands Global(d) (2011)(a) (2000)(b) (2008)(b) (2009)(b) (2009)(c) Intimate partner physical or sexual violence: Last 12 months (%) 24 22.4 36.1 44 41.8 - Lifetime (%) 64 46.1 67.6 60 63.5 30 Intimate partner and/or non-partner physical or sexual violence Lifetime (%) 31* 75.8 73 48* 64 - * Vanuatu and Fiji lifetime prevalence of physical and/or sexual violence is non-partner violence only. 5 FWCC (2013) Somebody’s Life, Everybody’s Business! National Research on Women's Health and Life Experiences in Fiji (2010/2011). Suva: FWCC. This study replicated the World Health Organisation (WHO) methodology developed to enhance the credibility and comparability of violence against women data globally. The research was conducted by FWCC with the Fiji Islands Bureau of Statistics over 2010 and 2011. 6 (a) FWCC (2013); (b) UN Women (2012) Violence against Women Prevalence Data: Surveys by Country Compiled by UN Women. Available at http://www.endvawnow.org/uploads/browser/ files/vawprevalence_matrix_june2013.pdf; (b) Secretariat of the Pacific Community (SPC), Ministry of Women, Youth & Children’s Affairs, National Statistics Office (2009) (c) Solomon Islands Family Health and Safety Study: A study on violence against women and children. Honiara: SPC; (d) WHO (2013) Global and Regional Estimates of Violence against Women: prevalence and health effects of intimate partner violence and non-partner sexual violence. Geneva: WHO. Global and Regional Estimates of Violence against Women: prevalence and health effects of intimate partner violence and non-partner sexual violence. Geneva: WHO. THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 11 2. Study Methodology Three companies, collectively employing 1,701 employees as of December 2018, participated in this study. The companies were selected to ensure sector diversity7 and based on their commitment Proportion of Employees and to supporting staff affected by domestic and sexual violence. Survery Participants The survey was completed by 563 employees, This study was informed by a desk review of literature on domestic representing 33% of employees and sexual violence in Fiji and comprises two main data sources: All Employees • Individual and group interviews involving 43 women and 43 men in both supervisory and non-supervisory roles in three companies. • A survey on ‘How problems at home affect you at work’ that was completed — online or with the assistance of an % % Women Men enumerator in a one-on-one interview — by 563 staff across the three companies8. The study was conducted in accordance with the established World Health Organization ethics protocols for researching violence against women9 and also drew on lessons from conducting related surveys in Papua New Guinea, Solomon Survey Particpants Islands, and other settings. Further details on the study methodology are included in Annex 1. % % Women Men “ When there is domestic violence, it drains both the perpetrator and the victim. So when they come to work, it affects them mentally as well as physically. It takes a lot out of a person.” * Graph does not include the nine survey participants that did not specify (Company 2 group discussion, male staff member) their gender or identified as ‘other’ 7 Fiji has a population of approximately 900,000 (2018 census estimate) with a labour force participation rate of 63% (77% men; 38% female) (ILO estimate). 174,833 were in paid employment at a registered establishment as at June 2017 [FBoS (2019) Annual Paid Employment Statistics 2017. Suva: FBoS]. In 2017 there were 194 large businesses in Fiji (with over 100 employees), employing 87,837 men and 52,030 women (FBoS private correspondence).The companies that participated in this study, all employ more than 100 employees and were from the following sectors: wholesale and retail, repair of motor vehicles and motorcycles representing 17% of paid employees, administrative and support service activities representing 4% of paid employees, and financial and insurance activities representing 3% of paid employees. 8 Because the survey completion protocol did not require that survey participants answer every question, not all questions were answered by all participants. Throughout this report, percentages are expressed as a proportion of the full survey sample (rather than the number answering the question) unless otherwise stated. Survey responses that included answers up to and including the filter question regarding personal experience of violence were retained, even if the participant did not answer all relevant questions beyond this point. Survey responses that were incomplete to this point and/or did not answer the filter question and beyond were discarded. 9 Particularly Ellsberg M, and Heise L (2005) Researching Violence against Women: A Practical Guide for Researchers and Activists. Washington DC: WHO/ PATH; Fulu & Lang (not dated) Ethical and Safety Guidelines for Research on GBV. Thailand: Partners for Prevention. 12 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 3. Demographics The survey was completed by 300 women, 254 men, and nine Eighty-two percent of women and 73 percent of men reported respondents who either did not state their gender or identified as that they have ever been in an intimate relationship, whether 'other'. Half of the survey participants (53 percent of women and currently living together with a partner (married or de facto), 44 percent of men) were in the 25-34 age group, and one-quarter in a relationship but not living together, or separated, widowed, (24 percent of women and 28 percent of men) were in the 35-44 or divorced. age group. Three percent identified as having a disability. Age of survey participants Participants that reported ever being in an intimate relationship % Women + Female Male % Men THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 13 Fiji - Municipality of work of survey participants FIJI SOUTH PACIFIC Labasa 1% OCEAN Buca Vanua Levu Naselesele Nanuku Passage Savusavu Bligh Nabouwalu Water Ba Rakiraki FIJI Namacu 1% Lautoka 16% Levuka Nadi Viti Levu Korovou 8% Nausori Lakeba 3% Passage Suva Nasinu 40% 25% Lovu Sigatoka Koro Sea 4% Naroi Kandavu Passage This map was produced by the Cartography Unit of the World Bank Group. The boundaries, colors, denominations and any other information shown on this map do not imply, on the part of the World Bank Group, any judgment on the legal status of any territory, or any endorsement or acceptance of such boundaries. 14 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI Women were significantly10 more likely than men to report that A quarter of the participants had worked at their current workplace they are currently living with children or other dependents (71 for one year or less. Just over one-third had been with the same percent and 61 percent respectively). company for between two and five years, 18 percent between six and 10 years, and 19 percent for 11 years or more. Almost all (86 percent) participants were hired from within the local area; 11 percent of the participants were hired from somewhere else in Fiji Women were significantly more likely than and moved to take up the position. men to report that they are currently living with children or other dependents Participants’ length of service year or less % Women years years years of more % Men Female Male Forty percent of survey participants work in Suva, 25 percent in Nasinu, and 16 percent in Lautoka, with small proportions of survey participants working in Ba, Labasa, Nadi, Nausori, and Sigatoka. 10 Throughout this report significant differences are those with a p-value <0.05. The group of ‘not stated/other’ gender is too small to use in statistical tests of association. THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 15 Forty-two percent of participants were at a junior level, 36 percent at mid-level, and 22 percent at senior level in their companies. More than one-third (37 percent) of them manage or supervise other staff. Women participants were more likely than men to be in permanent full-time positions (85 percent compared to 79 percent). Otherwise, no significant differences between men and women were observed across these employment related variables. Participants' level of seniority Senior Mid Junior Female Male 16 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 4. Key Findings 4.1 Experience of Domestic These prevalence rates11 are lower than those found in the FWCC study conducted in 2010/2011 (64 percent of ever-partnered and Sexual Violence women have experienced intimate partner physical or sexual violence)12. However, it is important to note that this does not necessarily reflect a change in prevalence in the relatively short One in three employees, including half period since the FWCC was implemented. This is due in part to the of ever-partnered women, participating in geographical area of focus in this study and the inclusion of only the survey had experienced domestic or those engaged in wage employment.13 sexual violence in their lifetime. Nevertheless, the prevalence found in this study is high and substantially higher than the global average. A large percentage of survey participants (69 percent of women and 56 percent of The survey found that 44 percent of women and 22 percent of men) also indicated that they have a close friend or family member men had experienced some form of domestic or sexual violence affected by domestic or sexual violence — another indication of its in their lifetime; 21 percent of women and nine percent of prevalence in society. men had experienced violence in the last 12 months. Of those experiencing violence, just over half are at mid or senior levels in their companies, and a third in management or supervisory roles. Seventy-one percent have been at their company for two years or more. Table 2 - Current and lifetime prevalence of domestic and sexual violence among survey participants in Fiji Other/not Women Men Total stated Current prevalence Experienced in the last 12 months 21% 9% 22% 16% Experienced more than 12 months ago 23% 13% 18% Lifetime prevalence 44% 22% 22% 34% Current prevalence – ever partnered 24% 10% 25% 18% Lifetime prevalence – ever partnered 49% 21% 25% 37% Have friends or family affected by domestic or sexual violence 69% 56% 56% 63% 11 Noting also that the prevalence rates in Table 2 refer to experience of any of the forms of violence encompassed in the definition of domestic violence (physical, sexual, emotional or psychological, and economic violence, along with threats of any of these forms of violence). 12 FWCC (2013) Somebody’s life, everybody’s business! National Research on Women's Health and Life Experiences in Fiji (2010/2011). Suva: FWCC. The FWCC study found that all forms of violence are more prevalent in rural areas compared to urban areas, and that ‘in general, women in the lower socio-economic cluster have a greater likelihood of experiencing violence than those in the medium or higher socio-economic clusters’. 13 The IFC survey was conducted in urban settings and all survey participants are employed and therefore less likely to be in the lowest socio-economic strata. The FWCC survey also follows the World Health Organization methodology (discussed in Annex 1) which is designed to maximize disclosure. THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 17 4.2 Understanding Domestic While over commitment can certainly trigger tension in a domestic relationship, it does not in itself constitute economic or financial and Sexual Violence abuse. This requires an element of unreasonable control, with About one-third of survey participants and very few participants in one party attempting to coerce another to become financially the group interviews have attended any form of awareness raising dependent, ‘by obstructing their access to or control over resources session or training on domestic and sexual violence. In general, and/or independent economic activity’.14 It includes acts such as when asked to define domestic violence, participants were familiar denying funds, refusing to contribute financially, denying food and with physical and sexual violence, and stated that emotional or basic needs, and controlling access to health care, employment, psychological abuse was also starting to get recognized as a form and so on. Financial abuse can also include taking away money of domestic violence. from someone with an income or savings.15 Feedback from group interviews suggests that this can be to an extreme extent. For Participants in the group interview attributed this growing example, some employees do not even have the bus fare to go recognition to increasing levels of education, the role of social to work or to buy a snack or drink when at work, significantly media, and the introduction of the Domestic Violence Decree hindering their ability to stay in their job. in 2009. Economic violence or financial abuse was not well-understood, “ particularly in the context of Fijian culture — both indigenous Maybe 20 years ago, back in school, we would and Indo-Fijian — because of the numerous demands made on family members who have an income. Common definitions were have said domestic violence is just physical. a variation of ‘Financial abuse is over-committing the family Now we are seeing the psychological impacts, because of community commitments… It is because of the not just physical injury, it is broader than that.” high expectations’. (Company 3 group discussion, male staff member). 14 UN Women (2010) Glossary of Terms. Programming Essentials for Monitoring and Evaluation (webpage). Available at http://endvawnow.org 15 In the FWCC study, 14 percent of those who experience violence have husbands/partners who have taken their earnings or savings against their will. This compares with only 3% of women who never experienced partner violence. FWCC (2013) p.107. 18 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 4.3 Acceptance, Triggers, “ and Justifications of Violence There has been a change – now women can Participants in the group interviews unanimously agreed that speak and say that it is not OK. Earlier, people domestic and sexual violence was not acceptable. In the survey, would just accept that it happens and not do men were significantly more likely than women to agree that anything. There has been a lot of awareness domestic violence is acceptable in some circumstances (16 percent about what people can do and so now people of men, compared to eight percent of women). This represents a significantly lower level than the FWCC study, in which 42.6 know they don’t have to just put up with it.” percent of women surveyed agreed with one or more reasons that (Company 3 group discussion, male staff member). justified wife beating. Table 3 - Women and men survey participants' views on the acceptability This study also found a significant association between participants’ of domestic violence own views on the acceptability of domestic violence and their perceptions about what others in their workplace thought. Women Personal view of Women Men Total and men who thought that domestic violence was never acceptable domestic violence (the majority of participants) were more likely to believe that no Domestic violence is never 91% 82% 87% one or not many in their workplace found it acceptable some of acceptable the time. Domestic violence is acceptable 8% 16% 12% The World Health Organization reports: ‘Women are more likely in some circumstances to experience intimate partner violence if they have low education, exposure to mothers being abused by a partner, abuse during This considerably lower level of reported acceptance or justification childhood, and attitudes accepting violence, male privilege, and of violence — compared to the FWCC study — could again reflect women’s subordinate status’ (emphasis added).17 Risk of violence differences in the sample, with urban and employed people less goes hand in hand with acceptance of violence and of controlling likely to find violence acceptable.16 However, it may also reflect behaviors. As one interviewee said, ‘The acceptance drives the the growing impact of work done so far by the civil sector and behavior of the men’ (Company 3 group discussion, female staff government in Fiji. It is also much lower than the findings of the member). Therefore, a lower level of acceptance is expected to IFC's 2019 Solomon Islands study, where 36 percent of men and reduce this risk. 27 percent of women reported that domestic violence is acceptable in some circumstances. Many interviewees acknowledged and A low level of accepting domestic violence indicates the existence attributed the decrease in acceptability of violence to messaging of a protective social norm. To re-enforce this norm, when raising in mainstream and social media, through education, by local awareness about domestic violence and work, companies should organizations, and the introduction of the domestic violence decree. emphasize that only a few employees think domestic violence is acceptable. 16 See Annex 1: Methodology details and limitations 17 World Health Organization (2017) Key facts: Violence against women (update November 29, 2017). Available at https://www.who.int/news-room/fact-sheets/detail/violence-against-women THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 19 “ You can’t justify. There is no justification… If something is wrong, you have done wrong, you can’t say ‘this is my mitigation’ for this domestic violence, because my wife said this to me … Even though there will be circumstances where people will try to justify.” (Company 3 group discussion, male staff member) Nevertheless, there are some common explanations or excuses for ‘blowups’ within families and peer groups. Affairs and jealousy are major triggers of and justification for domestic violence. They are considered to be a growing feature of a changing cultural landscape where gender roles and power structures in relationships are being redefined. Work stress also features as a trigger of and justification for violence. A number of interviewees suggested that additional demands at work resulting from low productivity of some team members — at times attributable to their experience of domestic or sexual violence — adds to this stress and lengthens the work hours. Some employees take this stress back home or their partner is unhappy with these additional demands, thereby triggering and justifying violence. “ It does happen to an extent … for example, if there are some pending deadlines for reports or targets that day … we have to do it, just do the work. Gradually, people become more burdened. That is where the work stress comes in. You take it out on your wife. You take it home because you can’t take it out on your boss.” (Company 1 group discussion, male staff member) 20 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 4.4 Types and Frequency of Violence This was followed by physical violence (59 percent of women and 30 percent of men). Twenty-four percent of all survey participants The most common form of violence reported by both men who experienced violence, with no difference in the proportions for and women in this study was emotional abuse, harassment, or women and men, have experienced three or more forms. intimidation by a family or household member18 (71 percent of women and 63 percent of men who have experienced violence). Experience of particular forms of domestic and sexual violence Total* Emotional abuse, % harassment, or % intimidation % % Financial abuse % % % Physical violence % % % Sexual abuse 19 % % % Threats to do any % of the above % Person who is / was abusive or violent contacting, causing % conflict or tension with, % threatening or harming others % at work, or damaging company property % Physical and/or % sexual violence % * Total (n=192) includes women (n=133), and men (n = 57) and not stated/other gender (n=2) Female Male 18 Emotional abuse, harassment, or intimidation by a family or household member was defined in the survey as ‘ongoing abusive, cruel, inhumane, degrading, provocative or offensive treatment. This can include causing fear or unease by following someone; loitering outside a person's workplace or other place they often go, entering or interfering with a person's home or other place they spend time, or keeping a person under surveillance’. 19. The absolute number of survey participants reporting sexual abuse was small so survey findings on sexual abuse cannot be taken to be representative. THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 21 One in five survey participants reported experiencing some form of physical or sexual violence in one's lifetime and 32 percent of ever- partnered women — that is women who have ever been married or in a de facto or other intimate relationship — have experienced physical and/or sexual violence. “ In most cases, people can see manifestations of physical abuse in bruises and all that. But, there is also another part. The verbal abuse, which is worse — where husbands don’t punch Twenty-nine percent of women and 23 percent of men who their wives, but hurt them with the words they experienced violence reported that the violence happens at least say. And this can affect them when they come once a month. to work. No matter how much the person tries It is important to recognize that psychological or emotional to put it behind her, it creeps up in the workplace. abuse can be just as damaging as physical violence. A number of We have noticed a lot of people complaining participants in the group interviews recognized that a characteristic about physical abuse but not that many about of psychological or emotional abuse is the effect that the belittling, verbal abuse.” shaming, and threats can have on a person’s self-confidence (Company 2 group discussion, female staff member) and sense of self-worth. It is difficult to perform well within a workplace when you are being told repeatedly by the abusive or violent person that you are worth nothing. For a majority of women who experienced violence, the offender was either their current or ex-husband or boyfriend (75 percent). For men who experienced violence, it was usually their current or ex-wife or girlfriend (33 percent), but a number of them also reported their father or step-father (21 percent). For 37 percent of men and 79 percent of women who experienced violence, the perpetrator was a male family or household member. Forty-five percent of women and 39 percent of men who have experienced violence, live with the person who was or is abusive or violent. Half of these women and a third of the men would like to live separately. Fourteen percent of survey participants who have experienced violence — with no difference between women and men — either currently work or have previously worked in the same workplace as their abuser. 22 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 4.5 The Effects of Domestic and Sexual or failing to show up to care for children or hiding, stealing, Violence on Workplaces damaging or destroying work issued uniforms, ID cards; being stopped from applying for or accepting work opportunities, Sixty-eight percent of employees surveyed thought that domestic or being unreasonably pressured not to stay back at work or and sexual violence has an impact on the workplace, and a further participate in work events; 12 percent thought that violence could have an impact, but they had not seen it themselves. In all group interviews, employees • Being harassed at work via phone calls, emails, or social media agreed that there are visible impacts at work. messages; or the person who was or is abusive or violent turning The survey asks about a range of impacts that domestic or sexual up at the workplace or its surrounding; violence can have on employees and workplaces as below. • Impact on others at work or the company, including the person who was or is abusive or violent contacting, causing conflict or • Mental or physical health impacts, including anxiety, depression tension with, threatening or harming colleagues, supervisors or or shame and/or physical injury; clients, or damaging company property. • Being constrained from going to work or participating at work, The share of survey respondents reporting these impacts such as being stopped from leaving home or being delayed for are outlined below20: work; the person who was or is abusive or violent refusing Percentage of women and men a ected by violence reporting di erent impacts on work in the four weeks prior to the survey Total* A ected by mental or % physical health impact % % Experienced behaviours % that limit going to work % or participating in work % % Experienced harassment when at work % % Person who is / was abusive % or violent impacts on others % at work or the company % % Experienced any impact % on work (summary) % * Total includes not stated/other gender (n=2). Expressed as a percentage of Female Male participants that reported of ever experiencing domestic or sexual violence. 20 Impacts on employees’ ability to get to and focus at work are described in the next section on ‘Estimating the cost to businesses’ THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 23 “ When I argue with my husband at home it affects me at work. I am thinking about it all day and my work is not done. If that is the fallout Proportion of employees that have friends or family a ected by domestic or sexual violence of an argument, imagine what it would be like if it is violence” (Company 1 group discussion, female staff member) % Women Of those who reported experiencing domestic or sexual violence, 77 percent reported at least one related workplace impact. This represents 26 percent — or one in four — of all employees who participated in the survey. Furthermore, 63 percent of all survey participants responded that % Men they had friends or family affected by domestic or sexual violence, and 63 percent of women and 56 percent of men said this has some impact on their work. This may be because of worry or stress, or due to their providing some form of support such as assisting the person to access services or helping them to look after their Proportion of employees that have friends or children or other dependents. family a ected by domestic or sexual violence who reported that this has some impact on their work “ It does affect a number of people — especially friends who may be aware of it and are supporting them. It also affects the person % Women sitting next to them because of the negative effect they have on that other person, the impact that they have on the productivity and delivery at the end of the day of meeting their target. Since most of it is team work, if the team is not reaching its target, it affects the whole team.” % (Company 3 group discussion, male staff member) Men 24 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI Just under half (47 percent) of all survey participants report at least The absence or poor performance of a team member has one related impact on work, either because of their own experience, ramifications for everyone: ‘It is a huge impact. The productivity that of a close friend or family member, or both. level of the department is not 100 percent — if one leg of the table is missing the table becomes unstable. The pressure is more The most frequently reported impact was anxiety, depression or on other staff members. They have to double up and it builds up’ being ashamed at work (44 percent of women and 42 percent of (Company 2 group discussion, male staff member). Colleagues may men who have experienced domestic or sexual violence). Twenty- initially be understanding, but if the situation continues, resentment three percent of respondents who have experienced domestic or can grow — affecting overall morale but also further victimizing the sexual violence reported feeling unsafe at work at least 'sometimes’ affected person. As will be discussed below, this also discourages in the past four weeks; almost one-third reported that the violence people from seeking help. has affected their ability to get to work, stay at work or their work performance ‘a few times’ in the past four weeks.21 Impacts of domestic or sexual violence on individuals have ripple effects across teams, something that was recognized in all group interviews. “ If I am missing, then there are others who do the job. But, there comes a time when it starts affecting the flow. For example, if I am a victim of domestic violence at home, I may miss work, or even if I come to work I will still be missing. I may be in the bathroom crying my eyes out. Everybody will be saying: don’t worry about it, we are here for you, but it still affects the general flow of work, and when that happens too often it has consequences … [team] productivity gets low because whatever [I am] supposed to do, [I] cannot because they are trying to cover for me. So it has an impact on the workplace, not only on the person who is suffering but also those who come to know.” (Company 1 group discussion, female staff member) 21 We have used the past four weeks with the expectation that this represents a period that will be remembered. However, we recognize that because of the cyclical nature of violence, whereby incidents are often followed by temporary periods of calm and remorse, this time period may not include the experience of all respondents who have experienced domestic or sexual violence. THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 25 4.6 Estimating the Cost to Businesses Based on this analysis22, we estimate that in one year, for every employee, whether they have personally experienced violence or not: “ The impacts of DSV at work include employees • Four person days are lost due to employees feeling distracted, tired or unwell not concentrating, absenteeism — in 2018 most absenteeism was around DV. Employees were • 1.5 person days are lost due to employees being absent missing from work for five to 10 days, many from work employees lived with DV and did nothing about • 0.3 person days are lost due to employees being just one hour it, key people in the business were helping late each time violence affects their ability to get to work employees with DV and spent a lot of time on it, • 4.1 person days are lost due to employees getting involved there were some risky situations… For the in responding to domestic and sexual violence in a largely employee, it can be quite unsafe. We have had unstructured way. people turn up and cause physical harm” This equates to just under 10 work days — or almost two weeks of (Company 3 interview 1) full-time work — per employee per year being lost due to domestic and sexual violence. For individuals who experience violence, there is a personal toll. Employees affected by domestic or sexual violence may have Beyond the recognized physical consequences, violence can cause difficulty concentrating at work — nearly half (48 percent) of severe emotional distress, anxiety, and worry about all aspects of survey participants who experienced domestic or sexual violence home and family life. It can create self-doubt, shame, disbelief, and reported that they felt distracted, tired or unwell in the previous disappointment in what should be the most trusted and supportive four weeks due to the violence. Employees who experience violence relationships. This can affect employees at work, resulting in a cost may also be late for or absent from work — a quarter of the survey to business. participants who experienced violence reported that they were late at least once in the previous four weeks due to domestic or sexual To calculate this cost, the survey asked participants a short series violence. Some had been late eight times or more. Fifteen percent of questions about how often their focus or presence at work had reported that they missed at least one day of work in the previous been affected by domestic and sexual violence in the four weeks four weeks due to domestic or sexual violence. A small number of preceding the survey. Questions included how often had they felt survey participants reported very frequent absences. distracted, tired or unwell, how many times had they been late, and how many days had they missed work. The survey also asked participants how much time, on average, did they spend during work hours per week supporting other staff who are experiencing domestic or sexual violence. 22 See Annex 2: Methodology Used to Estimate the Cost of Domestic and Sexual Violence to Businesses for a full description of how costs were estimated. 26 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI Responding to the effects of domestic and sexual violence also takes up staff time, either discussing the issue, assisting the affected Average days lost per employee person to access support services or addressing the consequences (whether they have experienced domestic of staff absenteeism, being late for work or low productivity. or sexual violence or not) per year, due to: An unstructured approach, involving various employees with inadequate information and limited knowledge of referral Feeling tired, distracted or unwell processes, is likely to drive up the cost to business, while not providing the best response to affected employees. In addition, when employees encounter a difficult personal situation, they may decide to resign or may be pushed out — days ‘Most of them resign on the spot. For many female staff, their partner has told them to resign’ (Company 2, interview 3); ‘We have lost quite a number of good people because of domestic violence’ (Company 3, interview 1). Such staff are costly to replace. As one manager who was interviewed recognized, ‘There is Being late or absent from work advertising, recruiting, training, support on the floor, leadership... The company has put in substantial support, we can’t just let them go … It is about business continuity and humanity and meeting somewhere in the middle’ (Company 3, interview 3)23. . days The costs to businesses are lower, but still comparable to what IFC found in Solomon Islands (17 days), where the prevalence of violence reported by employees participating in the survey was higher — 49 percent of women, and 38 percent of men had experienced violence in their lifetime24. Supporting colleagues who are experiencing domestic or sexual violence . days 23 See also IFC (undated) Case Study: Addressing Gender-Based Violence With Companies in Papua New Guinea. Available at https://www.ifc.org/wps/wcm/connect/0cba1863-b32c-4780-9aa0-2da21671faee/10953_Gender_Case_Study_BCFW.pdf?MOD=AJPERES 24 In the Solomon Islands, we calculated that seven days are lost due to employees feeling distracted, tired or unwell, 4.2 person-days are lost due to employees being absent from work; 0.6 person-days are lost by employees being late; and 5.6 person days are spent responding to the effects of domestic and sexual violence in the workplace in an unstructured way — just under 17 days in total per employee per year. THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 27 4.7 Help Seeking Just over half of women and 28 percent of men who have experienced domestic or sexual violence said that they had spoken Eighty-six percent of survey participants said they thought that to someone at work about it. Men may face additional barriers employers should help employees who experience domestic or to seeking help as men are not commonly portrayed as potential sexual violence. However, without a structured workplace response victims of domestic and sexual violence and therefore help seeking in place, employees affected by domestic or sexual violence do not may challenge gender norms. Workplace responses to domestic know who to talk to. As a result, they either do not talk to anyone and sexual violence should be gender sensitive and encourage both or turn to friends and colleagues who do not necessarily know women and men affected by violence to seek support, noting that what to do. men may face additional barriers to seeking support. Seventy-five percent of women and 50 percent of men who had spoken to someone at work spoke with a co-worker. Participants Participants who have experienced domestic or sexual violence and who said that they in group interviews indicated that this was more likely to be in an had spoken to someone about it at work informal context rather than as a formal request for assistance or to explain what is happening. Forty-two percent of women and just eight percent of men who had spoken to someone at work had spoken to someone in a potentially formal capacity, such as a supervisor or manager, human resources % officer or union official. Overall, those who went through formal Women channels were more likely to have better outcomes (63 percent compared to 50 percent). % “ Shame stops people from coming forward, there is also a fear of being picked on or stigmatized. This happens generally in our Men culture. Everyone is talking about everyone else. People might stay in violent relationships because it is in the best interest of their children. There is also a lack of understanding on what will be provided if they do ask for help.” (Company 1, interview 3) 28 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI Sixty-one percent of women and 14 percent of men who had The issue of confidentiality is complex. Almost half of those who spoken to someone at work about the domestic or sexual violence said they had spoken to someone at work about the domestic or they experienced had received at least one form of support from sexual violence they experienced had spoken to more than one their employer. For women, this was most commonly counselling25 person. Some employees first turn to their friends or colleagues who (27 percent), followed by paid time off (23 percent) — though most then speak to human resources on their behalf. This means that likely this was as part of existing leave provisions. Thirty-eight even if management or human resources retain confidentiality — in percent of men indicated that they had received something other line with grievance mechanisms — others may not. So the story can than the long list of options included in the survey;26 25 percent quickly spread. Having a clearly identified contact network and a had accessed counselling. wider emphasis on the damaging effects of gossip may reduce the likelihood that people will make multiple disclosures or if they do, For women who did not speak to anyone at work, the most that these disclosures will be gossiped about. common reason (for 24 percent of this group) was that they were worried about gossip. For men, they did not know who to talk to (46 percent), and/or did not think it would help (43 percent). Across both individual and group interviews, the fear of gossip or concern about confidentiality was assumed or known to be a key reason why employees do not come forward. Gossip was “ As leaders, we need to build the confidence of staff so that they can trust us. It’s all about communication, inspiring confidence in team considered a common feature in all workplaces: ‘The gossip is very members that they can make a decision about strong here ... It prevents staff from opening up’ ; ‘I have good their safety and welfare.” female staff, but they have abusive husbands and they don’t turn (Company 1 group discussion, male staff member). up. They stay home for a few days with bruises and black eyes. People gossip about it’. Some staff are also embarrassed or ashamed to seek help. They are Whether employees want to disclose incidents of violence and worried about being blamed and that ‘they will be looked down seek help through more formal channels depend on a manager's upon’; because of ‘loss of face [and] fear of losing their job because management style and how approachable they are. Managers of poor performance’; ‘because they are worried that people might interviewed for the study demonstrated a range of responses. use it against them’. Employers need to create a culture where their According to one, ‘The most important thing is the welfare of staff feel safe and supported: your staff.' Another noted, ‘The culture here is to leave personal problems at home.’ A third said, 'We had one female staff who had One company has launched and implemented an anti-gossiping issues at home … Her tone was high with others in the workplace. campaign, where staff are taught skills to recognize and avoid We advised her that we don’t tolerate that kind of behavior and engaging in workplace gossip. The campaign also discourages suspended her. She resigned.’ gossip and encourages staff to formally pledge to not get involved. This company reports that there has been less gossip, particularly Many employees in the companies participating in this study on social media, since the campaign started. recognize that management practices and approaches where staff are told to ‘leave their problems at the door’ need to change, and are changing. 25 Throughout the interviews it was apparent that most employees tend to equate one-on-one conversations with their supervisors with counselling, even when the focus is performance management. Only one company had a clear pathway to professional counselling services as well as management staff with an understanding of the difference between counselling and discussion. Another company had a manager who was seen to provide counselling and was ‘a good listener’, but apparently did not have a professional background in domestic and sexual violence counselling, nor was it part of their official position. 26 Specific options for selection were time off (either paid or unpaid), counselling, medical care, transport between work and home, being moved to a safer place at work, having a security alarm installed at work, alerting security staff, changing/screening work numbers or emails, assistance to access emergency accommodation, long-term accommodation, emergency care for children or dependents, financial support, coordinating access to support services, and ‘other’. THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 29 “ Leaders of any organization play a big role in this. Gone are the days when managers told staff to leave their problems at the door. We need to have “ We have had no training except for on-the-job- training. I had never dealt with these situations, but the HR department took us through some understanding and willingness to care, to put the workshops about what to do in certain workers first. Every leader, every manager in the situations. We were just doing counselling how modern day needs to be caring to identify what we thought it was right. Sometimes counselling the staff are facing because if they don’t, it will turned into advising, but with counselling you affect the performance.” should coach people into finding a solution.” (Company 1 group discussion, male staff member) (Company 1 group discussion, female staff member) Different management styles or uneven progress towards a more Consequently, ‘many managers don’t know how to handle personal open and supportive organizational culture means that employees problems and they don’t know if they should have a public or in some departments do not approach their supervisors, while private conversation’. Across the three companies, managers others do, as these statements from various managers indicate: recognized that they need additional skills to be able to support affected staff: ‘Most of the leaders focus on productivity. They need • ‘I have not come across any DSV' [in a 15 person team]; to have a bit of sense to ask if something is wrong. Leaders need • ‘Both men and women call in and say they are late, not coming training around awareness and how to pick up those reactions to work or take sick leave. We’ve had three guys already saying from the team. There is not much awareness raised [about domestic my wife is gone. She’s taken the kids … ’; and sexual violence]’. • ‘I haven’t seen any cases [of DSV] in my department’. If key staff are not adequately prepared to respond to the effects of domestic and sexual violence on workplaces, fulfilling this A centralized workplace policy response with clear contact function can be stressful. Taking on this role without training points will make help-seeking more uniformly accessible and less might compromise their ability to do their core work, risk personality driven. burnout, vicarious trauma27, or compassion fatigue. Key informant interviews and group discussions demonstrated a cohort of very In one of the three companies included in this study, staff caring and compassionate managers in each company who are members had received some training and guidance on how to fulfilling the management values that the companies want to best assist someone experiencing domestic or sexual violence. promote. These staff, in turn, need to be protected and supported However, this was primarily on-the-job-training with a focus on in terms of being adequately prepared for the unavoidable demands performance management. of supporting staff affected by domestic or sexual violence. 27 Vicarious trauma describes the profound shift in world view that occurs in helping professionals when they work with individuals who have experienced trauma: helpers notice that their fundamental beliefs about the world are altered and possibly damaged by being repeatedly exposed to the traumatic experiences of those they are seeking to help (Pearlman & Saakvitne, 1995) 30 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI Services outside the workplace Forty-five percent of women and 25 percent of men (39 percent of all participants) who had experienced domestic or sexual violence Participants who have experienced domestic or sexual violence and who had accessed at had accessed at least one service outside of the workplace. Most least one service outside of the workplace commonly, for women this was reporting the domestic or sexual violence to the police (29 percent of women who had experienced violence) followed by medical services (20 percent). Eleven percent of men who had experienced domestic or sexual violence had also reported the violence to the police, and seven percent had accessed % ‘other’ services — most commonly these were church related. Nine Women percent of women who had experienced domestic or sexual violence had obtained an interim domestic violence restraining order, and eight percent a final domestic violence restraining order (22 women in total). Two men affected by violence had also obtained a final domestic violence restraining order. For 13 women and one man, their workplace was included in the restraining order as a place not to be approached. % There was some indication that accessing services outside the Men workplace was problematic. This was, at times, because those services did not have sufficient capacity — ‘There is crisis accommodation through the Salvation Army, but they are always fully booked. Businesses could be involved in providing emergency housing’ or because staff did not know about them. Some had positive experiences speaking to someone in their church, but for others, the message to reconcile was not helpful. In some cases, managers trying to assist staff had experienced difficulties in contacting the right people in relevant services. Though Fiji has a long history of supporting women affected by domestic or sexual violence, it does not seem to have an established referral network that operates without first going through the FWCC. THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 31 4.8 Existing company responses – Management at all three companies believe that employees struggle to manage their finances. Many employees have difficulty what companies are doing well negotiating finances with their immediate and extended families. Some good practices were identified in each of the three The provision of a financial literacy training, with a focus on participating companies, including: healthy financial relationships, provides employees with practical skills to recognize and address unhealthy relationships. It further • Referral to professional services – ‘If staff are affected by DSV, encourages employees to seek help where unhealthy patterns we ask them if they want to remain at work or speak with continue. This training would also reach employees who may the FWCC’; ‘We provide counselling services to staff through not want to engage directly in discussions about domestic and Medical Services Pacific. We also provide transport, confidential sexual violence, and thus complement and enhance the more direct runs during or after hours. Staff get paid time to travel to and company response. from and attend counselling’; • A sensitive approach to employees’ need to be absent from Other examples of good company practices included alerting work – ‘the manager [a situation was reported to him] had no security guards and directing them to stop known perpetrators of tolerance for violence, and told her not to worry about the work violence from approaching the workplace; encouraging the affected and just take the time that she needs’; person to report incidents to the police, and granting a one-off additional paid leave to give someone time to try to leave a violent • Attempting to address some of the underlying stressors — home environment. ‘We also provide financial literacy training through [a bank]. Perpetrators try to make victims helpless by taking their money and resources. The financial literacy course covers talking with family about money, saving options, managing expenses’. Financial literacy training is also being provided to employees by another participating company through its training department. 32 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 4.9 Addressing perpetrators 4.10 Opportunities for improving in the workplace company responses There was no indication that the employers included in this study Current responses to employees experiencing domestic and sexual took any action on allegations of perpetration of domestic28 violence in the three companies in this study appear to be ad hoc. violence by employees. Perpetration of domestic violence was either They depend mostly on the management style of the person/s seen as a 'personal matter'29 or there was denial regarding staff who receive the disclosure of violence. There is an opportunity to involvement. This is unlikely, given the high prevalence of domestic introduce a systematic response that provides consistent helpful and sexual violence in Fiji. response to employees experiencing violence. In this context, a company's response is an important aspect of the There is also an opportunity for companies to develop a more company’s overall stand against domestic and sexual violence, and proactive approach to responding to allegations of domestic or a key strategy in reducing the acceptance of such violence and the sexual violence being perpetrated by employees. Companies can culture of silence surrounding it. Additionally, if left unchecked, establish reporting and investigation guidelines, noting that they incidents present a risk to the reputation of the company and to the will only be able to investigate allegations that have a nexus with cohesion of the workforce. work. Companies can suspend employees pending investigation. If employees are found to be perpetrating domestic or sexual violence, they can be referred to relevant services, including behavior-change related counselling; employers can take disciplinary action up to and including dismissal and/or can report the matter to police. Moreover, companies have an obligation to provide a safe working environment and to ensure the health and safety of its employees. Fiji’s Occupational Health and Safety Act (1996, Section 9) states that ‘Every employer shall ensure the health and safety at work of all his or her workers’ and has the responsibility ‘to provide and maintain a working environment for his or her workers that is safe and without risks to health and adequate as regards facilities for their welfare at work’. Workplace response to domestic and sexual violence will assist companies to meet this obligation. 28 It was acknowledged that sexual violence presented a different issue potentially requiring reporting to the police. 29 There is inconsistency in what companies view to be a 'personal matter' as one company has a zero-tolerance policy on extra-marital affairs. Under this policy, employees are not allowed to have affairs in or outside the workplace, allegations of affairs are investigated by ethics officers and disciplinary action is taken. IFC has concerns about a zero-tolerance policy of this nature. It may be providing an avenue for one party to exert power and control over another by embarrassing and humiliating them and damaging their employment. Under the policy, employees are counselled to reconcile with the person raising the allegation. Where allegations are made within a relationship where there is domestic violence, this approach may pressure employees experiencing violence to return to dangerous and damaging situations. IFC recommends rescinding the zero-tolerance policy on extra-marital affairs. THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 33 5. Recommendations We recommend that Fijian employers implement a set of actions 4. Address workplace gossip as a key part of preparing for to respond to domestic and sexual violence in the workplace. and implementing a workplace response to domestic and The starting point is developing a workplace policy that outlines sexual violence. the assistance that a company can provide and how this can be 5. Provide employees access to financial literacy training that accessed. It is also important that companies develop a policy on emphasizes healthy financial relationships. employees perpetrating violence as this will signal that violence is unacceptable and guide company responses. This can be followed 6. Ensure that the policy and program are gender sensitive and by training a contact team that centralizes reporting and requests encourages both women and men affected by violence to for assistance and helps affected employees to obtain the support seek support. they need both within and outside the workplace. A workplace program on domestic and sexual violence should Companies should address the issue of workplace gossip as follow a planning, implementation, monitoring, and evaluation fear of gossip can deter employees from disclosing violence. In cycle. Companies should plan and implement regular awareness addition, companies should provide employees access to regular raising activities and training; monitor the uptake of policy financial literacy training — with an emphasis on healthy financial provisions; measure staff experience through annual surveys; and relationships — to increase employees' ability to negotiate family evaluate the program annually so that they can consolidate the matters effectively. strengths of the program and address challenges. Below is a set of key recommendations to help employers in Workplace responses to domestic and sexual violence will only Fiji respond to the needs of staff impacted by domestic and be successful if they are implemented in an environment where sexual violence: employees feel safe to disclose their issues. As such, companies should ensure that they have effective anti-bullying and harassment 1. Develop a policy and program to guide their workplace workplace policies and programs and grievance mechanisms in response to domestic and sexual violence and publicize it to place prior to implementing workplace responses to domestic and all employees. The policy should also outline the company's sexual violence. approach to allegations of domestic and sexual violence perpetrated by employees — this should reinforce the non- acceptance of violence in any form. 2. Establish small cross-department teams of women and men who are adequately trained and supported to assist employees affected by domestic and sexual violence. 3. Develop a list of key contacts in referral agencies, particularly police, counselling, medical, emergency accommodation, social work, and case management services to facilitate efficient referral. 34 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 6. Conclusions This study shows a wide range of workplace impacts arising from domestic and sexual violence — on individual employees, their colleagues, and employers. Positively, it also shows that there is very little acceptance of violence — much lower than the level of acceptance found in the FWCC study conducted in 2010/2011. Employers can reinforce this shift. Showing compassion and humanity to those who are affected, avoiding blaming them, and responding to founded allegations of violence being perpetrated by employees will help Fijian companies position themselves in alignment with the global drive to eliminate domestic and sexual violence from people’s lives. Both women and men are affected by domestic and sexual violence, which impacts them at work. It is important to recognize the severity and prevalence of violence against women, and the additional dimension of unequal power, often fewer options to leave, and differences in physical strength, that make women more vulnerable. However, the fact that both men and women are affected is an important entry point for workplace responses, and a powerful motivation for change. It is clear that workplace responses to address violence are beneficial to both women and men. THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 35 36 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI Annex 1: Methodology Details and Limitations A1.1 Survey methodology No section or questions are compulsory, and if participants report not having any personal experience of domestic or sexual violence This survey was designed to identify: in part 3, they skip to the final section, part 6. • Employees’ views of domestic and sexual violence (regardless of Surveys could be completed, online or with an enumerator, in either whether it happens at home, workplace or elsewhere) and the English, Fijian Hindi, or the indigenous Fijian i-Taukei language. impact it has on workplaces Survey responses were consolidated into one dataset for analysis. • The prevalence and dynamics of domestic and sexual violence No significant difference was observed in rates of disclosure of experienced by employees violence between surveys completed online or with an enumerator. • The effects of domestic and sexual violence on employees’ ability The methodology, including the way violence is first defined and to attend work, to be safe and productive at work, and the the type of questions asked in this survey, was developed with associated costs to businesses reference to existing guidance for such research32 intended to • The availability and helpfulness of various kinds of support minimize under-reporting, and most importantly, not to do further to employees affected by domestic and sexual violence, both harm or re-traumatize survey participants. Nevertheless, due to the provided by employers and in the community. sensitive topic, studies such as this are generally thought not to be The survey questionnaire was developed by IFC based on a similar able to illicit a completely accurate picture of domestic and sexual survey tested by IFC in Papua New Guinea in October 2015 violence, and the experience of violence is often assumed to be (unpublished) and an earlier survey by the University of New South under-reported. Wales implemented in Australia.30 The full survey was also recently conducted by IFC in Solomon Islands in 2018.31 It includes six A1.2 Interview methodology main parts: Individual interviews were semi-structured in nature. Group interviews used a structured focus-group method, with eight 1. An introductory explanation including the purposes of the questions and encouragement of discussion between participants. survey, confidentiality, and definitions of violence, after which At each company, four focus groups were conducted (female consent to participate is sought operational staff, female supervisors, male operational staff, and male supervisors). Questions focused on understanding of domestic 2. Some basic (non-identifying) demographic data on participants and sexual violence, acceptance and justifications, impacts on work, 3. Views and experiences of domestic and sexual violence workplace responses (current and potentially useful) and responses 4. The impact that this has had on (a) the respondent when at to allegations of employee perpetration of violence, barriers to help- work; (b) co-workers, supervisors and clients; (c) the physical seeking, and access to other services. workplace and its assets A1.3 Study limitations 5. Help-seeking and support provided by the company and service There are important differences to note between this survey providers design and other studies using the World Health Organization 6. General responses about the effects of violence on employers methodology (such as the FWCC study). These differences have and whether the company should help. implications for the interpretation of findings.33 30 McFerran (2011) National Domestic Violence and the Workplace Survey. Sydney: Australian Domestic and Family Violence Clearinghouse/University of New South Wales. 31 IFC (2019) The Impact of Domestic and Sexual Violence on the Workplace in Solomon Islands – Survey Report. Sydney: IFC. 32 Ellsberg M, and Heise L (2005); Heise L (2013) Monitoring and measuring partner violence. STRIVE Learning Lab (presentation). London: London School of Tropical Medicine and Hygiene. 33 WHO (2005) Multi-country Study on Women’s Health and Domestic Violence against Women: summary report of initial results on prevalence, health outcomes and women’s responses. Geneva: WHO. . THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 37 Firstly, the prevalence screening question (What best describes your own experience of domestic or sexual violence?) acts as a filter. Those who answer that they have no personal experience, skip the questions about specific behaviors. The survey needed a consistently applied logic, suitable for online administration in a workplace, that did not make respondents feel that they were being asked irrelevant questions. Therefore, the survey did not include multiple opportunities to disclose violence and did not revisit the initial answer to whether respondents had experienced violence or not.34 The World Health Organization methodology is much more complex and includes a large number of very specific questions aiming to maximize disclosure opportunities. Secondly, the survey sample was not randomly identified. The survey was focused on workplaces and the participants are all employed. Participation in the survey, was encouraged by participating companies, but voluntary. The aim was to reach at least 30 percent of total employees for each company. The survey was only open to those aged 18 years and over. Unlike the World Health Organization (and FWCC) methodologies, the sample is neither intended to be representative of the entire workforce, nor of Fiji. Nonetheless, we are confident that the sample is sufficiently large and diverse that it presents a good enough picture for the companies to fulfil the study objectives. Finally, the survey uses the neutral language of ‘experienced violence’ — in the past 12 months, more than 12 months before, or not at all. At this point, it does not differentiate between those who have perpetrated violence and those who have been victims. Subsequent questions do delve in more detail about personal experiences of certain kinds of violence. From analysis of subsequent questions and enumerators’ feedback, we know that people usually responded in terms of their experience as a victim — or said otherwise. While it is possible that some are reporting impacts as perpetrators of violence, in this case it is not of consequence because the purpose of this study is to demonstrate the effects of domestic and sexual violence on a workplace. This happens both when employees are perpetrators and victims. 34 Ellsberg and Heise (ibid.) note that studies that include only one or two questions on violence or use filter questions can result in substantial underreporting (p.97). 38 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI Annex 2: Methodology Used to Estimate the Cost of Domestic and Sexual Violence to Businesses As per the Fiji Islands Employment Relations Promulgation (2007), A2.2 Calculation of productivity loss as a we have used a 50-week work year (=12.5 x 4 week periods), result of employees affected by domestic assuming two weeks of official leave per year. The leave period is or sexual violence, being late to work or not included in the calculation. All calculations are on the basis of missing work a 45 hour per work week as the maximum standard work week For those who reported being late for work, we calculated this loss (and therefore a nine-hour day). on the basis that they were late by just one hour, noting that in all likelihood, many missed more work than this35. A2.1 Calculation of productivity loss from feeling distracted, tired or unwell For those who missed work, we have calculated the actual number This was calculated using the multipliers in Table 4. For example, of days36. if someone reported feeling distracted, tired or unwell ‘sometimes’, we calculated that they lost 10 percent of their productivity at Table 5 estimates that a total of 12.9 days were lost in the four work. For someone working five days a week, this means that they weeks preceding the survey because employees were late due may be losing the equivalent of half a day per week in productivity. to domestic and sexual violence. If we average this loss over all employees that participated in the survey (not just those affected by Table 4 shows that in the survey sample, feeling distracted, tired violence), we estimate that 0.3 days per employee are lost per year or unwell brings an average of 0.94 days of lost productivity due to employees being late due to domestic and sexual violence. per employee affected by violence over a four-week period. If we average this loss over all employees that participated in the survey Table 5 shows that a total of 66 days were missed in the four (not just those affected by violence), we estimate that four days per weeks preceding the survey due to domestic and sexual violence. employee are lost per year due to feeling distracted, tired or unwell If we average this loss over all employees that participated in at work. the survey (not just those affected by violence), we estimate that 1.5 days per employee are missed per year due to domestic and sexual violence. 35 For the purposes of this calculation, reports of being late or absent for more than five days in the four-week period were summarized in a single category (5+). 36 For those who reported missing more than five days in the four-week period, we reduced this to five days in recognition that these were unusual or outlier cases. THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 39 Table 4 - Estimated days lost due to employees feeling distracted, tired or unwell at work as a result of domestic and sexual violence 4 Frequency of effect reported Never Rarely Sometimes Often Always Total Estimate of productivity loss (multiplier) (a) - 0.05 0.1 0.15 0.2 Number of survey participants reporting feeling distracted, tired 94 13 45 14 9 or unwell in previous four weeks (b) Estimate of total person days lost in four-week (20 work day) - 13 90 42 36 181 period for survey sample [(c) = (a) x (b) x 20] (d) Average number of days lost in a four-week period due to feeling distracted, tired or unwell 0.94 (per employee experiencing violence) (e) Average number of days lost in one year (per employee experiencing violence) = (d) x 12.5 (# 4-week periods in a work year) 11.8 (f) Average number of days lost in a four-week period (per employee) = (c)/563 (# survey participants) 0.32 (g) Average number of days lost in one year (per employee) = (f) x 12.5 4 Table 5 - Number of days lost as a result of employees being late to work or missing work due to domestic and sexual violence in the four weeks prior to the survey among the survey sample (a.1) Number of times late for work in previous 4 weeks 1 2 3 4 5+ Total (b.1) Number of survey participants reporting being late (a.1) times 18 12 4 3 10 Estimate of total person days lost in 4-week period for survey sample (c.1) 2.0 2.7 1.3 1.3 5.6 12.9 = (a.1) x (b.1) / 9 (hours / day) (d.1) Average days lost per affected employee in 4 weeks = (c.1) / 192 0.07 (e.1) Average days lost per affected employee in 1 year = (d.1) x 12.5 0.8 (f.1) Average days lost per employee in 4 weeks = (c.1) / 563 0.02 (g.1) Average days lost per employee in 1 year = (f.1) x 12.5 0.3 (a.2) Number of times missed work in previous 4 weeks 1 2 3 4 5+ Total (b.2) Number of survey participants reporting missing (a.2) times 8 8 7 4 1 Estimate of total person days lost in 4-week period for survey sample (c.2) 8 16 21 16 5 66 = (a.2) x (b.2) (d.2) Average days lost per affected employee in 4 weeks = (c.2) / 192 0.34 (e.2) Average days lost per affected employee in 1 year = (d.2) x 12.5 4.3 (f.2) Average days lost per employee in 4 weeks = (c.2) / 563 0.12 (g.2) Average days lost per employee in 1 year = (f.2) x 12.5 1.5 40 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI A2.3 Calculation of time spent A2.4 Employees feeling unsafe as supporting colleagues affected by a result of domestic or sexual violence domestic or sexual violence To assess the impacts of domestic and sexual violence on an employee’s We asked all survey participants how much time, on average, did they sense of safety, we asked employees how often did they feel unsafe at spend during work hours per week supporting other staff or co-workers work in the four weeks preceding the survey due to the domestic or who are experiencing domestic or sexual violence. Thirty-seven percent of sexual violence. Table 8 shows the results. all survey participants said that they spent at least one hour per week. A2.5 Summary calculations We used the following conservative calculations in our estimate of These productivity losses due to employees feeling distracted, tired or productivity loss: unwell, being late or missing work, or because of getting involved in an unstructured response, end up as more substantial across the whole Table 6: Calculations used to estimate time spent supporting colleagues affected by domestic or sexual violence workforce. Table 9 summarizes what the losses might look like over a year for both the survey participants who reported experiencing domestic or sexual violence and what the average losses might be per employee, Answer category Lost productivity per week assuming that comparable losses to those reported in this survey sample are found across the full cohort of employees. None 0 hours Less than 1 hour per week 0.5 hours 1-5 hours per week 3 hours 6-10 hours per week 8 hours More than 10 hours per week 10 hours Table 7 shows that a total of 419 hours were spent supporting colleagues affected by domestic or sexual violence in the four weeks preceding the survey. If we average this time spent over a year, we estimate that 4.1 days are spent per employee supporting colleagues affected by domestic or sexual violence. THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 41 Table 7 - Calculation of productivity loss due to time spent supporting colleagues affected by domestic or sexual violence Less than 1 More than 1-5 hours 6-10 hours hour 10 hours Total per week per week per week per week (a) Multiplier (hours lost) 0.5 3 8 10 (b) Number of survey participants reporting effect 117 76 9 6 (c) Total hours lost per week = (a) x (b) 59 228 72 60 419 (d) Total hours lost in 1 year = (c) x 50 20,925 (e) Total person days lost in 1 year = (d) / 9 2,325 (f) Average days lost per employee per year = (e) / 563 (# survey participants) 4.1 Table 8 - Number of survey participants who have experienced domestic or sexual violence reporting that they have felt unsafe at work never, rarely, sometimes, often, or always as a result of the violence in the four weeks prior to the survey Never Rarely Sometimes Often Always Total 119 11 32 9 3 % of survey participants who have experienced violence 62% 6% 17% 5% 2% Table 9 - Estimated number of days lost per year as a result of domestic and sexual violence Feeling tired, Late for Missed Unstructured Total distracted, unwell work work response* days lost Average losses — employees affected by domestic 11.8 0.8 4.3 11.2 28.1 or sexual violence Average losses — all employees 4.0 0.3 1.5 4.1 9.9 * Calculated on the basis of number of people reporting any time spent responding to the impacts of domestic or sexual violence in the workplace (=208). 42 THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI Our thanks to the participating companies Fiji National Provident Fund Vision Investments THE BUSINESS CASE FOR WORKPLACE RESPONSES TO DOMESTIC AND SEXUAL VIOLENCE IN FIJI 43 Visit www.ifc.org/gender/EAP to find out more AN INITIATIVE OF THE FIJI PARTNERSHIP