Taking domestic abuse responses further

Taking domestic abuse responses further: Reflections from the EIDA April Networking Event

Last week I attended the EIDA April Networking Event where we discussed the Freedom from Violence and Abuse Act and how employers can take their domestic abuse response further, extending beyond their own organisations and into customers, suppliers and communities.

With so many public sector organisations in the room, what stood out immediately was the shared sense of responsibility. This was not a theoretical discussion or a compliance exercise. It was a practical, human conversation about what employers can do, and what they should be doing, to create safer, more supportive environments.

I left the session genuinely energised by both the honesty of the discussion and the examples of action already underway.

Leadership, trust and culture matter: “Help is closer thank you think”

One of the clearest messages from the panel was the importance of senior leadership buy in. Without visible, sustained commitment from the top, domestic abuse responses struggle to move beyond policy statements. Real change depends on leadership setting the tone and backing it with action.

Equally important is ensuring the right people are trained and supported and building trust and confidentiality, particularly with leaders, HR teams and line managers. These are often the first points of contact, and how they respond can make a critical difference If people don’t feel safe being open about who they are, their background, identity or lived experience, they are unlikely to disclose something as sensitive as domestic abuse.

People are not hard to reach – organisations are

One of the most powerful reframes from the session was the idea that victims are not “hard to reach”. Instead, it is often organisations and systems that are hard to access. When processes are complex, impersonal or unclear, support remains out of reach even when it exists. This is where employers can make a tangible difference by simplifying routes to help, creating both physical and digital safe spaces, and designing support around the whole person, not just the employee.

I loved the concept of taking a truly “WHOLE-istic” approach: Seeing people in the round – their safety, dignity, financial independence and future aspirations – changes the nature of the response entirely.

Practical action makes a real difference

Recognising the vital link between safety and economic independence, I was particularly struck by the work of organisations who are developing initiatives to support victims of domestic abuse into employment. Other examples, such as employer‑led flee funds that provide immediate financial support for essentials like travel, accommodation and toiletries, demonstrated how relatively small interventions can have a significant impact at moments of crisis.

Beyond the workplace

A final reflection that stayed with me was the idea that communities decide whether employers are true allies, not organisations themselves. The way employers show up, listen and act shapes how they are perceived far beyond their workforce and that by shifting mindsets at work and creating environments where difficult topics can be discussed safely and openly, employers may also help enable healthier conversations at home potentially contributing to change for future generations.

Employers have both an opportunity and a responsibility to do more. When trust, leadership and humanity sit at the centre of the response, meaningful change becomes possible.

Find out more about how we’re tackling Domestic Abuse Awareness & Support in our annul Social Value Plan.