Document ID: chunk:federal_register_of_legislation:F2025L00326:body:0:p16
Version: federal_register_of_legislation:F2025L00326
Segment Type: other
Provision Reference: 
Character Range: 42770–45991

and others interact (e.g. are there poor relationships or do workers avoid being around certain people?).
   -            Identify trends or patterns in behaviour that may highlight areas of concern or affected workers (e.g. think about whether a worker is performing differently, suddenly taking more personal leave, withdrawing from colleagues, not attending work functions, or if a work group has had a number of resignations).
   -            Listen to how workers speak, whether they use crude language, innuendo and offensive 'jokes'.
   -            Consider whether there is an acceptance of inappropriate behaviour by workers, managers or third parties (e.g. racially or sexually crude conversations, hazing rituals, innuendo or offensive 'jokes' are part of the accepted culture).

Consider workforce structure, demographics and culture
A risk of sexual and gender-based harassment can exist even in workplaces which have not had incidents in the past or incidents have not been reported. Things that increase the likelihood of sexual and gender-based harassment include:
   -            workplaces that are male dominated or with gendered segregation along occupational lines
   -            a workplace culture that makes sexual or gender-based harassment more likely (e.g. a culture that includes or normalises sexism, harmful gender stereotypes, sexual innuendo or nudity)
   -            tolerance for breaking workplace rules and breaching policies more generally (e.g. breaking rules around the safe use of equipment or the personal use of workplace resources)
   -            power imbalances along gendered lines (e.g. workplaces where one gender holds the majority of management and decision-making positions or where significant power disparities are present)
   -            a lack of diversity in the business or undertaking, including rigid gender roles
   -            workplaces with 'high value' employees (e.g. where the workplace is hesitant to take disciplinary action against harassers due to the potential losses to the business or undertaking)
   -            workplaces organised according to a strict hierarchical structure (e.g. where there are limited options to identify, report or manage harmful behaviours outside a strict hierarchical structure; workplaces where managers have significant control over workers' careers; where workers are expected to follow directions without question)
   -            use of alcohol at work activities or work events, and
   -            poor understanding among workers, including managers and leaders, of the nature, drivers and impacts of sexual and gender-based harassment.

Have a reporting mechanism and encourage reporting
As the PCBU you should establish a mechanism (or mechanisms) for workers to report sexual and gender-based harassment, including reporting by workers who experience, witness, or hear about sexual and gender-based harassment. This should protect the privacy of workers who make reports and allow for anonymous reporting where possible. Your reporting mechanism should suit your business size and circumstances and be proportionate to the risks in your business. The reporting mechanisms should also be trauma informed