Two programs. One goal: a workplace that is safe.
Each program can be implemented on its own, but together they provide a complete solution. In every case we adapt the content to how the organisation actually works, to its risks and to its needs.
Workplace harassment prevention
Training, professional workshops and facilitated sessions on preventing sexual harassment, abuse and abuse of power — and if the organisation goes further, a full procedure can be built behind it.
In Hungary, 40.1% of women who have ever been in employment reported experiencing sexual harassment at work during adulthood. The EU average is 30.8%. Eurostat, EU-GBV · gbv_shw_occ · 2021 survey
What does the organisation get?
Training for leaders, HR and employees
Managers, HR professionals and colleagues who know how to respond, instead of having to improvise.
Harassment management protocol
A procedure tailored to your needs and compliant with the applicable law. It sets out exactly who does what, and when.
Lines of responsibility
Clear responsibilities for HR, for managers and for decision-makers.
A safe reporting channel
A transparent, confidential reporting process that people can trust and that they will actually use.
Documented procedure
Documented, traceable processes that support lawful and consistent handling.
Review
Regular monitoring and review of the procedure once it is in place.
How does implementation work?
Each of the four stages stands on its own. You can start with training or a workshop and build from there.
Risk assessment and diagnosis
Data collection, interviews, a review of existing processes. We establish precisely what is missing and why.
Developing the protocol and the procedure
A procedure matched to how the organisation works, to its size and to its risks.
Training and rollout
Training for leaders, HR and employees; the reporting channel goes live. The system starts operating.
Monitoring and improvement
Regular review and fine-tuning. The organisation learns and develops.
Frequently asked questions
We always match the schedule to the situation and the needs of the organisation. There are two ways to start.
Workshop: one or two sessions, focused preparation for HR professionals and managers. A good choice when a shared basis is needed quickly.
Full implementation: from diagnosis to a working system, with a protocol, training, a reporting channel and review. How long this takes depends on the size of the organisation and on the processes already in place; we clarify it at the first conversation.
The risk assessment and the first conversation are free and without obligation.
There is no single statute that requires a harassment management system by name. A number of laws together, however, do place obligations on the employer.
The Hungarian Labour Code places both the protection of employees’ personality rights (Section 9) and the requirement of equal treatment (Section 12) on the employer. The Equal Treatment Act (Act CXXV of 2003) names harassment as a distinct violation (Section 10). Occupational safety legislation requires psychosocial risks to be assessed as part of the general risk assessment (Act XCIII of 1993, Section 54).
Regulation is tightening at EU level as well: Member States are required to transpose Directive (EU) 2024/1385 on combating violence against women and domestic violence into national law.
Together these justify putting a working system in place. Exactly what applies to a given organisation also depends on the sector, the size and the ownership structure.
We cover employer obligations in detail in the FAQ for employers. This is information, not legal advice.
Not necessarily. Part of the program is establishing who can take on the responsible role within the existing structure. If needed, we help design the role itself.
Supportive workplace
A program built to recognise and handle the workplace effects of intimate partner violence. Because what happens at home sooner or later shows up at work.
In Hungary, 54.6% of women have experienced intimate partner violence: psychological, physical or sexual. This is one of the highest rates in the European Union. Eurostat, EU-GBV · 2021 survey
The employer does not investigate intimate partner violence and does not enquire into anyone’s private life. The employer prepares to recognise the signs that appear at work, to support the affected employee with the tools it does have, and to respond safely.
What does the organisation get?
Training for leaders, HR and employees
A prepared team that can help even in a difficult situation.
Recognition protocol
Managers and HR know which signs may indicate that a colleague is experiencing intimate partner violence.
Response procedure
What the manager does, what HR does. Step by step, clearly, safely.
Safe internal channels
The employee knows who to turn to, and can be confident that what they say will be treated confidentially.
Flexible working protocol
How to provide temporary, flexible arrangements for an affected colleague.
Professional partner network
Working relationships with crisis services, psychologists and legal advisers, so that an affected employee can be referred on safely when needed.
How does implementation work?
Each of the four stages stands on its own. You can start with training or a workshop and build from there.
Situation assessment
We look at where the organisation stands: whether managers know the signs, whether there is someone an affected employee can turn to confidentially, and whether flexible working is possible.
Recognition and response protocol
We set out what each role should watch for, what to say and what not to say, who to refer on to, and what has to be documented. This is the document a manager can pick up when it matters.
Training and external relationships
Training for leaders, HR and employees on recognising the signs and holding the conversation. In parallel we build the relationships with the crisis services, legal advisers and professionals an affected employee can be referred to.
Rollout and review
Employees learn what their options are and who they can turn to for help. The system is then reviewed regularly, because organisations and the people in them change.
Frequently asked questions
Intimate partner violence shows up at work as well: as reduced performance, as absence, as turnover. The employer’s duty to provide a safe working environment and to manage psychosocial risks applies even when the source of the risk comes from outside the organisation. Organisations that recognise this and build a system around it keep their people and reduce their exposure.
Harassment prevention focuses on a perpetrator inside the workplace. The supportive workplace program focuses on employees for whom the abuse happens at home, but shows up at work as well. The two complement each other.
It is not the employer’s job to investigate intimate partner violence or to intervene in anyone’s private life. The employer’s job is to recognise the signs that appear at work, to create a safe environment, to support the affected employee with the tools it does have, and to refer them to appropriate professional help where necessary.
Respecting these limits is one of the founding principles of the program. A manager does not have to be a psychologist or an investigator. A manager has to be able to recognise the signs, respond safely, and know when and where to refer someone on.
Yes, each program can be implemented on its own. Together, however, they form a stronger system, and the organisation can handle a wider range of situations with it.