Cheryl Sharp, CEO, Domestic Abuse Advocate & Speaker
One in four women and one in seven men will experience domestic abuse in their lifetime, according to the Office for National Statistics. Despite these figures, only 5 per cent of UK employers have a policy to support staff dealing with this issue. I was one of those statistics. For years, I lived in silence, afraid to tell anyone what was really happening behind closed doors. The abuse wasn’t only physical. It was emotional, psychological and financial. It crept in gradually until I no longer recognised myself. My confidence, independence and voice were stripped away. Like many others in the same situation, I didn’t know how to ask for help or who to turn to.
I now share my experience to help change the way we talk about domestic abuse in the workplace and, more importantly, to show how HR leaders can take real action to support people in crisis. Domestic abuse doesn’t stay at home. It touches every part of life, and work is no exception. It affects attendance, performance, morale and mental health. It can force people to choose between their safety and their job, or between protecting their children and maintaining a source of income. In moments of crisis, an effective workplace policy can make all the difference. In some cases, it can even be the difference between life and death.
A domestic abuse policy should be more than just words on a page. It’s a signal that an organisation is serious about creating a safe, compassionate workplace. It tells employees: you are not alone, and we will support you. This support doesn’t have to be complicated. It might mean paid time off to attend legal appointments or find housing, flexible hours or shift patterns, or helping someone redirect their salary into a different bank account to build financial independence. Providing references for new accommodation or access to counselling can also make a huge impact. These small but vital measures can help someone begin to regain control.
Some organisations are already leading the way. At Avon and Somerset Police, the internal domestic abuse pledge guarantees staff they will be listened to, believed and supported. The organisation offers emergency accommodation with no questions asked, paid leave and informal support groups. These actions may seem simple, but they send a clear and powerful message: your safety and wellbeing matter here.
Any organisation, no matter its size or sector, can implement a meaningful policy. Employees need to know who they can talk to in confidence whether that’s a trained manager, someone from HR or a wellbeing champion. Managers should be trained to recognise signs of abuse, which are not always physical. Anxiety, withdrawal or frequent absences may be indicators. Recognising these patterns can lead to crucial conversations. Offering paid leave, making flexible working arrangements and ensuring safety at work through secure entry systems or co-working space access are just some of the ways employers can create safer environments. Abuse often includes financial control, and employers can help by directing pay to a separate account or offering short-term financial support.
But policies alone are not enough. They need to be supported by a workplace culture grounded in trust, empathy and confidentiality. HR leaders must model this. Listening is essential. When someone speaks up, don’t try to fix everything immediately, ask what they need, agree on next steps, and act quickly. Review your policies regularly and involve employees in shaping them so they stay effective and relevant. Partnering with organisations like the Employers’ Initiative on Domestic Abuse can provide expert guidance, training and useful resources to support your efforts.
Domestic abuse is not just a private matter, it’s a workplace issue that affects productivity, wellbeing and, above all, lives. HR leaders have a unique opportunity to make a real difference. A clear, thoughtful policy backed by genuine support can help someone feel safe enough to take the first step toward freedom. This is not a ‘nice to have’, it’s essential as the impact of getting it right can be life-changing.
