Indicator 3.4.2

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Indicator 3.4.2

by Contact on 8 October 2026

Requirement

The UoC shall not engage in or tolerate any form of violence or harassment.

How Do I Interpret This Requirement?

  • ‘The term ‘violence and harassment’ in the world of work refers to a range of unacceptable behaviours and practices or threats thereof, whether a single occurrence or repeated, that aim at, result in, or are likely to result in physical, psychological, sexual or economic harm, and includes gender-based violence and harassment.’

  • Violence and harassment can come in many forms, including:

    • sexual

    • mental

    • verbal

    • physical.

  • Examples of harassment in the workplace can include the following:

    • spreading malicious rumours

    • unfair treatment

    • picking on or regularly undermining someone

    • denying someone training or promotion opportunities.

  • Harassment can happen in many forms:

    • in person (face to face, by phone)

    • in writing (email, letter, text)

    • online (on social media).

  • It can be:

    • undertaken by a single person or group of people

    • hidden (for example, gossiping about someone in their absence)

    • overt (for example, an unwanted nickname that undermines someone).

  • One widespread form of harassment is sexual harassment, which can also take place in the workplace and is any unwanted behaviour of a sexual nature. Examples can include:

    • anything that violates someone’s dignity

    • inappropriately and uncomfortably crowding someone else

    • telling sexually offensive jokes

    • making sexual remarks or gestures about someone’s body, clothing or appearance

    • making sexual comments or jokes about someone’s sexual orientation or gender reassignment

    • asking questions about someone’s sex life

    • displaying or sharing pornographic or sexual images, or other sexual content

    • touching someone against their will

    • sexual assault or rape.

  • Power dynamics can play a part in harassment, for example:

    • something that could be a joke between two friends outside the workplace can be a case of harassment in the workplace if there is an unequal balance of power;

    • someone in management making a flirtatious comment to a junior colleague is not appropriate, whereas the same comment between two friends might be acceptable.

    • Responsible management includes being aware of a manager’s position in relation to the people who they manage.

  • Abusive behaviour can include:

    • threatening behaviour (such as shaking fists, destroying property or throwing objects)

    • verbal or written threats (any expression of an intent to inflict harm)

    • verbal abuse (swearing, insults or condescending language)

    • physical attacks (hitting, shoving, pushing or kicking).

    • The workplace includes not just the physical place of work, but anywhere where work-related events or interactions occur.

    • Workplace violence and harassment can occur not only in the workplace but also off-site at social events related to work, business meetings away from the UoC, or outside the workplace and away from work.

  • Some steps towards the prevention of harassment and discrimination can include:

    • employees and management are trained and know and understand what harassment and discrimination are

    • the UoC clearly states its position on discrimination through an internal code of conduct, policy or in a statement

    • the UoC assesses where there is potential for discrimination. For example, the UoC acknowledges the high number of migrant employees and understands that this is potentially a group who are at risk of being discriminated against

    • the UoC develops an action plan to prevent discrimination, which includes monitoring where there is a risk of discrimination.

    • Providing good communication of what these behaviours look like and why they are not permitted creates awareness among employees in the workplace.

    • Regular dialogue with employees and with employee representatives can be an effective way of monitoring what is going on.

    • An accessible, safe and anonymous reporting system (grievance mechanism) can give employees the ability to report violence or harassment.

Evidence of Implementation

  • anti-harassment policy that includes the prohibition of abusive and exploitative behaviour

  • training records

  • disciplinary records

  • health and safety incident reports

  • grievances that have been reported.

Auditors Should Confirm

  • employees understand what they should do if any violence or harassment takes place;

  • employees are familiar with the UoC’s position on violence and harassment;

  • employees’ perceptions of how they or their colleagues are treated;

  • any instances of violence and harassment that have taken place and how they have been dealt with;

  • there are no unusually high staff turnover rates;

  • human resources personnel are aware of any issues in the workplace;

  • worker or union representatives are aware of any issues in the workplace.