The POSH Annual Report is much more than a mere formality; it is a statutory obligation under India’s POSH Act that offers a reflection of how seriously an organization takes workplace safety. Every organization under the Act is required to submit this report annually, capturing details about complaints received and resolved, pending cases, and awareness programs conducted throughout the year. It is a legal requirement that must be filed with the appropriate district officer, emphasizing the importance of accountability and transparency within organizational cultures.

Welcome to Posh Conversations—a space where voices that matter come together to discuss safety, dignity, and inclusion in the workplace. In today’s blog, we’re diving deep into the nuances of the POSH Annual Report, a document that every organization must file but few truly understand. From what the report captures to why it matters, we aim to simplify, clarify, and shed light on this crucial element of workplace compliance.

Why the Emphasis on the POSH Annual Report?

One of the common inquiries from organizations is why so much emphasis is placed on this report. The POSH Annual Report is a measure of accountability and it demonstrates to regulators and stakeholders that an organization addresses complaints through due process. It sends a strong internal message that complaints are acknowledged and tracked, contributing to not just compliance but also fostering a culture of awareness and respect.

Answering Common Questions

• Who Prepares and Submits the Report

The Internal Committee (IC) is responsible for preparing the annual report, though submissions are typically made by the employer or HR. Once submitted, the district officer forwards a brief report to the state government.

• Does the Report Contain Names or Case Details?

Absolutely not. The POSH Annual Report maintains confidentiality by only reporting figures such as the number of complaints received, resolved, pending, and awareness activities conducted.

• What If There Were No Complaints?

Organizations must still file a “nil report,” which is a valid submission even if no complaints were registered during the year.

• Consequences of Non-Compliance

Failure to file the report can lead to penalties and raises red flags during audits. It is increasingly scrutinized by boards, investors, and external stakeholders.

• Filing for Locations with Fewer Than 10 Employees

According to Section 21, locations with fewer than ten employees are exempt from submitting an annual report.

• Who Signs the Report?

The report is typically signed by the Internal Committee’s Chairperson or Presiding Officer

• Including Conciliation Details

Even if a case is resolved amicably through conciliation, such details must still be reflected in the annual report.

• Awareness Sessions and Workshops

The report should declare all workshops, training sessions for IC members, and awareness programs conducted for employees through various formats.

• Determining the District office for Submission

Organizations need to identify the correct district officer based on their location. Contact details are usually available online, and verification is recommended to ensure accuracy.

The Story Behind the Numbers

It is a misconception that the report is only about numbers. The numbers tell an important story about the organization’s awareness, response to complaints, and effectiveness of the IC. A report with no complaints does not necessarily equate to a problem-free environment but could indicate a lack of awareness or reporting issues within the company.

It is a misconception that the report is only about numbers. The numbers tell an important story about the organization’s awareness, response to complaints, and effectiveness of the IC. A report with no complaints does not necessarily equate to a problem-free environment but could indicate a lack of awareness or reporting issues within the company.

What to include?

• Number of complaints of sexual harassment received in the year
• Number of complaints disposed of during the year
• Number of cases pending for more than ninety days
• Number of workshops or awareness programme against sexual harassment carried out
• Nature of action taken by the employer or District officer

Annual Report Format

To download the Annual Report Format Click Drafts – “POSH Annual report format ” (27386 downloads )

The post Understanding the POSH Annual Report – Annual Report Format first appeared on Metis POSH Consulting Service LLP.

The post Office Parties & Professional Boundaries first appeared on Metis POSH Consulting Service LLP.

What “no material evidence” means

Material evidence means something tangible that supports or refutes the allegation: a recording, a document, or a witness who saw the act. If you have none of that, it means you must base your review on what is available: statements, context, circumstances, behaviour, and reliability. Sexual harassment cases and other workplace complaints often face this challenge, as many incidents occur in private and lack independent documentation

Starting with transparency

When you begin the enquiry, note what evidence was sought and what was not found. For example: “No CCTV footage exists of the relevant location on the date in question,” or “No independent witness presented who saw the interaction.” This is not a finding of guilt or innocence; it simply documents what the Committee has already done. That clarity builds trust in the process.

Looking beyond the “documented proof”

In the absence of direct proof, focus on relevant facts and circumstantial indicators. These might include behavioural patterns (has the respondent faced similar complaints?), digital traces (access logs, timestamps), and changes in the complainant’s behaviour. These don’t guarantee the finding, but they allow your Committee to make informed observations.

The role of fairness in your inquiry

Fairness remains the bedrock. Even without strong evidence, you must treat both parties with respect. Offer the complainant and respondent equal opportunity to present their account. Ask honest questions, not leading ones. Your Committee’s neutrality should be clear in how you conduct the enquiry and record its progress. A well-documented, impartial process is critical.

Evaluating what you can conclude

Here, a key principle comes into play — the preponderance of probability. This principle means you are not seeking proof “beyond a reasonable doubt” as done in criminal courts, but rather asking: Is it more likely that the alleged event occurred? If the available information slightly favours the complainant, you can find the allegation proved. If things are evenly balanced, you must say the allegation is not proved. This is because civil investigations function on this standard of “just over 50%” rather than absolute certainty.

Communicating the outcome

How you frame the conclusion is important. Inform both parties privately, use clear and respectful language, and avoid implying blame. For the complainant, emphasise that a finding of “not proved” is not the same as a conclusion of “false”. For the respondent, maintain the presumption of fairness. Remind both parties of confidentiality obligations and protections against retaliation.

Why every such case matters

Even when you don’t find material evidence, the enquiry has value. You demonstrate that the organisation takes complaints seriously, conducts fair reviews, and learns from what happened. The absence of evidence might signal deeper gaps — say, in how behaviours are documented or how records are maintained. As a result, your Internal Committee can recommend improvements to policy, training, record-keeping or supervision.

POSH case without material evidence is still valid

Managing a case without material evidence takes care, discipline and empathy. Your role as an IC member is to ensure the process is fair, transparent, and reasoned — and to base your outcome on whether it is more likely than not that the incident occurred. The principle of the preponderance of probabilities gives you the framework; your careful inquiry gives the process legitimacy. In doing so, you help your organisation reinforce what truly matters: respectful, safe workplaces where allegations are heard, considered and acted upon with integrity.

POSH Cases and the Indian Evidence Act

While inquiries under the POSH Act, 2013, do not fall under the Indian Evidence Act, 1872, the principles of natural justice and reasoned decision-making still apply. The Internal Committee (IC) is not bound by the strict technical rules of evidence that apply in a court of law. However, given that the POSH Act confers certain powers of a civil court on the Committee, such as summoning witnesses, requiring document production, and examining evidence on oath, the quality and reliability of evidence considered should be such that it would be acceptable and defensible in a court of law if ever challenged.

In practice, this means that while the IC can adopt a flexible, inquiry-based approach, it must still rely on credible, relevant, and verifiable material when forming conclusions. The focus should be on ensuring procedural fairness, transparency, and documentation so that the Committee’s findings stand up to judicial or appellate scrutiny if required.

Reach out to us to train your IC on handling different POSH case scenarios: contact@posh.metisindia.com

The post What happens when there is no material evidence? first appeared on Metis POSH Consulting Service LLP.

Key supporting policies include:

Office Transportation Policy
A formal office commute policy directly strengthens women’s workplace safety. It empowers more women to continue their careers by addressing:

• Safety protocols for company-provided transport
• Reporting procedures for safety concerns
• Emergency and exception guidelines

Diversity, Equity, and Inclusion (DEI)
A DEI policy ensures women are treated fairly and equitably at work. They typically focus on:

• Employee Resource Groups (ERGs) for professional growth and well-being
• Gender-balanced, bias-free hiring practices
• Leadership training for women

Inclusive and Respectful Communication
Many organisations set clear communication guidelines to ensure respectful and inclusive interactions among employees. This includes:

• Avoiding sexist language, casual remarks, or offensive jokes
• Email and chat etiquette across internal and external networks

Social Media & External Communication
As the lines blur between physical and virtual workplaces, companies have implemented policies to protect women from online harassment. These typically cover:

• Conduct on professional networks and forums
• Guardrails against online harassment
• Rules around sharing colleague information on social media

Protecting Whistleblowers
The Whistleblower Policy supports bystander intervention and safe reporting. It ensures:

• An independent committee is set up to handle complaints
• Anonymous reporting channels
• Protection against retaliation

Workplace Dress Code
A professional dress code policy ensures that attire at the workplace is respectful and appropriate. It governs:

• Dress code for office and factory settings
• Cultural sensitivity across diverse workforces

Conduct at Informal Office Gatherings
The Code of Conduct often extends to informal events like offsites and parties to maintain professional standards by:

• Setting expectations for respectful behaviour and consequences of misconduct
• Encouraging bystander intervention

Workplace Relationships
The Code of Conduct may set down rules for office relationships to avoid conflicts of interest, favouritism, or harassment. These ensure:

• Disclosure of a relationship between employees under the same reporting manager
• Rules for supervisor-subordinate relationships
• Protection from retaliation if relationships end

Third-Party Engagement Policy
Vendors, contractors, and consultants are part of the extended workplace. Ensuring they’re aware of POSH norms helps maintain a consistent culture of safety and respect It broadly covers:

• POSH sessions during vendor onboarding
• Including POSH compliance clauses in contracts
• Clear reporting channels for misconduct

These policies work together with the anti-sexual harassment policy to create a work environment where women can thrive. At Metis, we partner with organisations to align these supporting policies with their POSH framework, ensuring that compliance leads to lasting cultural change.

The post Policies and practices that support workplace safety first appeared on Metis POSH Consulting Service LLP.

But this case opened the door to something much bigger.

While hearing the case, the Court also turned its attention to how the POSH Act has been implemented across the country.

Why Did the Supreme Court Take Action?

Reports submitted by learned lawyers revealed a concerning pattern: even after a decade, many states and union territories had not fully complied with the POSH Act.

There were no committees in some districts, no data on implementation, and no clear process for redressal. What began as one case turned into a nationwide compliance check.

Here’s What the Supreme Court Ordered

To fix the gaps, the Court issued a set of directives that all States and UTs must now act upon:

• Every district must have a fully functional Local Complaint Committee
• Government departments and PSUs must set up Internal Committees
• States and UTs must appoint District Officers and make their details public
• POSH implementation data must be published for transparency
• Ensure proper training for all members of LCCs and ICs

What This Means for Workplaces Across India

This judgment has sent ripples across organisations and administrations nationwide. With POSH compliance now under judicial scrutiny, what was once seen as a requirement on paper is being taken far more seriously. Regulatory pressure is rising, and for many institutions, the shift from policy to action has already begun.

At Metis, we’re seeing a growing number of organisations reach out to assess their compliance status, set up or reconstitute Internal Committees, and strengthen their redressal mechanisms in line with the latest directives.

The post The Supreme Court’s directives on nationwide POSH implementation first appeared on Metis POSH Consulting Service LLP.

There are clear guidelines for the police, courts, and media on how to conceal the details of
the victims in sexual assault cases. Despite this, the officials involved in handling the recent
sexual harassment case in Anna University, Chennai failed to uphold the victim’s right to
privacy. The FIR of the case was uploaded in the public domain, revealing the identity of the
victim, her phone number and address, and the details of the incident.

The FIR leakage is a serious lapse in the investigation process, with high chances of
deviating and destabilising the ongoing investigation. The negligence has potentially
exposed the victim to discrimination and harassment. The Madras High Court ruled in favour
of the victim and directed that the Tamil Nadu government pay an interim compensation of
Rs. 25 lakh to the victim. This would be recovered from those who were responsible for the
dereliction of duty and leaking of the FIR.

The Confidentiality Mandate

Maintaining the confidentiality of the victims of sexual harassment is of utmost importance.
This is a critical mandate even in PoSH cases . Complainants will only come forward if they
firmly believe that they can trust the process – with an assurance of safety and security by
ensuring anonymity.

In the P v. A & Ors case from 2021, the Bombay High Court issued important guidelines for
maintaining anonymity in PoSH cases. The High Court acknowledged that the identities of
the persons involved in the case must be protected from both intentional and accidental
exposure. The court outlined specific minimum standards to shield the identities of the
people.

● The names of the parties should not be included in the body of the order.
● The orders should be titled only with the first letter of their names during the proceedings. For example, the A v. B case, and P v. S case.
● Any information that might aid in identifying the survivor, the harasser, and the
witnesses will not be included in the order.
● These orders will not be uploaded publicly.

The privacy standards are intended to act as a functioning framework for courts handling
PoSH Act matters. This case is a benchmark for ensuring victim protection in PoSH cases
during legal proceedings.

Role of Internal Committees in Maintaining Privacy

Similar to courts, ICs handling PoSH cases are required to safeguard confidentiality during the investigation with extreme care. It is strictly forbidden by the PoSH Act to divulge case details to outside parties. The employer is the only person who may be given such information, ideally on a need-to-know basis. The employer must be notified when the complaint is first filed and when the final report needs to be actioned. Putting such interim measures into place aids the investigation.

Consequently, the Employer and the ICs must take all reasonable steps to safeguard case-
related data, such as witness and party identities. ICs should anonymise these reports once
the final version of the investigation is part of the records and ensure their safe storage.

Confidentiality is indispensable because it is a promise of safety for the victims coming
forward with their cases. A breach of confidentiality is a breach of their confidence in the
system.

There should be regular training for IC members on confidentiality protocols.

How ICs can build more trust in the organisation

Victims are empowered to come forward only when they are aware of the company’s
policies on PoSH and how they address these cases. Organisations should take active steps
to create awareness among the entire workforce regarding the PoSH Act, its guidelines, and
redressal mechanisms especially educating victims to come directly to the IC without talking
about the case with colleagues as this could lead to gossip.

A major barrier to people reporting sexual harassment at workplaces is the fear of
information leakage, which can in turn make the working environment more hostile for the
victim. The victim might have to face cultural stigma around such cases. Therefore, the ICs
responsible for resolving PoSH cases must be sensitised, and understand their duty to make
a cultural shift towards empathy and victim protection.

If you wish to know more please do reach out to us on contact@posh.metisindia.com

The post Confidentiality Is Non-Negotiable first appeared on Metis POSH Consulting Service LLP.

One mandate of the POSH Act is that every employer with 10 or more people in their workforce must set up an Internal Committee (IC) to help drive prevention, awareness, and sensitisation and put in place formal mechanisms for complaints, redressal, and remedial actions. The committee must have at least four members, including one external member.

This external member is generally expected to represent either a non-governmental organisation or an association working towards women’s causes or should be someone cognizant with sexual harassment matters and pertinent rules. This member has, perhaps, the most crucial role to play in ensuring that the IC functions and delivers as expected.

Why bring an ‘outsider’ into ‘internal’ affairs?
In February 2020, India’s apex court asserted that “the purpose of having such a member is to ensure the presence of an independent person who can aid, advise and assist the Committee. It obviates an institutional bias…” These are pertinent points.

Prevention and remedial processes must be robust and trustworthy for the law to be truly effective in upholding the conditions of a safe work environment for women. Trust and transparency are vital factors. Victims and witnesses are more likely to come forward if they have a good understanding of the organisation’s stance and policy on sexual harassment matters at the workplace. Complainants will come forward only if they can repose enough faith and confidence in the system. Potential instances of harassment can be prevented only if would-be harassers understand there would be consequences for them that serve as effective deterrents.

That’s why the right external IC member can bring several advantages including:

Gravitas
Without doubt, members of the IC must be armed with ample knowledge, competencies, and tools to function properly and create real impact. They must have adequate training to take on nuanced complaints and tangled investigations besides a clear grasp of the legal and ethical aspects. A competent IC also treats every complaint with gravitas and without bias, facilitating mediation and counselling sources as the situation requires. They must investigate complaints with thoroughness and neutrality, making timely enquiries and report findings with recommended actions against the person accused of harassment.

Broader perspective and expertise
However, this is easier said than done. Confidence in the system is a lot harder to achieve than competence. Here, the importance of the external member’s role cannot be emphasised enough. While other members of the IC understand the inner workings of the organisation well, an external member can ensure that the focus on the issue is unwavering. Unlike internal members who might have other work priorities, the external member is essentially an expert with a primary focus on dealing with these matters. They also bring in a wider variety of experiences working with other organisations, expertise in the POSH Act, documentation, enforceability, timelines and so on.

Objectivity and unbiased approach
Objectivity and neutrality are of utmost importance for ICs to be efficient and effective. Organisations must seek an external expert who is well-trained in schooling their emotions. Such a member would not carry any baggage of preconceived notions or existing relationships that can divert or impact the course of inquiries and redressal – internal members may not always be able to avoid biases.

The inclusion of such a member in the IC will greatly boost the outcomes of its inquiries, investigations, and decisions and improve employees’ trust in the system which is so elusive but essential.

The post Why an efficient external IC member is crucial first appeared on Metis POSH Consulting Service LLP.

While office parties are often a great setting for colleagues to bond, get to know each other, and just have some fun as a team, they cannot be an excuse to normalise unacceptable behaviour. Many let their guard down when drunk and become loose-lipped. They may let go of their sense of judgment and overstep personal boundaries while trying to be friendly.

Toeing the fine line

There is a fine line between the personal and the professional. Office parties are meant to get colleagues to relax, have fun, and mingle freely for better in-office collaboration. While being friendly is welcome as a way to build a personal rapport with teammates and colleagues, maintaining a balance is essential.

Anything that could end up creating an uncomfortable situation at work should be deliberately avoided. As an example, if you tend to get really brash after two drinks, stay aware of your limits and steer clear of controversies. Alcohol cannot be a license to behave badly and do and say as you please. The ‘I was drunk’ excuse will not cut it anymore.

Intent versus perception

While your intent may not be wrong, perception matters. If your actions can potentially put a strain on your working relationships, avoid indulging in those actions. While you may believe that you are just being friendly, the other party may get offended or consider your actions a violation of personal boundaries. In certain instances, misbehaviour (even perceived) at such events has led to even more serious repercussions.

The same applies to bystanders too. If you find a colleague crossing the line in their interactions with another colleague, speak up and find ways to diffuse the situation.

Also, it does not matter whether it is a formal work event, a company-sponsored party, or an informal team meet-up outside the office, the rules are the same.

Social events at work are a great opportunity to get to know your colleagues as people- to find shared interests, talk about hobbies, and build camaraderie at work. However, never lose sight of professional boundaries and basic human decency even as you let your hair down.

The post Get social, but not unprofessional, at office parties first appeared on Metis POSH Consulting Service LLP.

Support is key

One of the most important things to understand as a bystander is the power of support. Witnessing harassment places someone in a sensitive position. They may not know how to intervene and may fear the consequences of their actions.

A key part of supporting the victim is to avoid forcing them to either file a complaint or confront the perpetrator. However, this does not mean standing by idly; instead, bystanders should try to be available for the victim in ways they (the victim) find helpful.

The role of empathy

The primary role of bystanders should be offering comfort and empathy. This form of empowerment will help victims feel like they are not alone, while also respecting their autonomy.
Empathy is the foundation of effective bystander intervention. Often, people don’t speak up because they assume others will, or they convince themselves it’s not their place. Unfortunately, this often leaves victims feeling isolated. A supportive bystander recognises that they don’t need to fix the problem themselves, and that they just need to ensure the victim knows they have someone in their corner.

Witnessing harassment and choosing to “look the other way” can be equally damaging as the harassment itself. When bystanders speak up to deflect inappropriate behaviour, or support victims of sexual harassment, this helps change general societal attitudes and define safer spaces for everyone. When bystanders understand the impact of their silence, they are more likely to take action, whether through words of encouragement or simply being present.

Empowerment through training

Bystander intervention programs and training are essential to changing the culture within organisations. These programs help educate employees recognise harassment, how to safely intervene, and how to support victims without overstepping boundaries. Simple acts like offering to accompany a colleague to HR if they choose to report an incident, or simply listening to them, can make a world of difference.

At the heart of these programs is the idea that witnessing something harmful and doing nothing can cause further harm. The culture of “I just want to do my work, it’s not my business” must be replaced with one where people feel responsible for creating a safer, more inclusive environment.
Formal bystander training programs are becoming more widespread in organisations, teaching employees not just how to spot harassment, but also how to offer tools for safe intervention. These programs are not just about helping others but also about recognising that harassment, in any form, damages workplace culture. As a bystander, understanding how to respond without judgement and supporting victims through empathy and care can create a ripple effect that benefits everyone.

Changing culture

What bystanders have to do is clear: don’t be a passive observer. Instead, step in with support and solidarity. The responsibility of creating safer spaces lies not just with victims or leaders of the organisation, but with every employee who happens to witness harassment. By offering support, listening, and standing in solidarity, we can shift from a culture of silence to one of empowerment and action.

The post From silence to support: The role of bystanders first appeared on Metis POSH Consulting Service LLP.

The recent case of a post-graduate trainee doctor brutally murdered at a state-run hospital has raised the same question again – why haven’t we been able to create safe spaces for women?

This prompts a deeper reflection on how societal institutions must step up as custodians of a culture of respect and equality, to create safe spaces for women.

Family, educational institutions, workplaces, media, and state-led institutions play a critical role in shaping and influencing an individual’s overall value systems. They lay the groundwork for the norms, perceptions, attitudes, and behaviours that are carried into adulthood. For example, a manager who believes that sexually charged remarks at the workplace can be taken casually has gained this understanding from observing similar attitudes from family, community, or the media. At a deeper level, the confidence that they can get away with impunity is due to a lack of awareness as well as lack of clear policies and framework at the macro planes of organisational, juridical, and policy-making. This further intensifies the belief that harassment of women in any form is justified.

So, how can we create change and ensure safe spaces for women within the family, in schools, and at the workplace? By going back right to the start, with the institutions that are well placed to create change at strategic and formative points in any individual’s life, irrespective of their upbringing.

• Family first – a foundation of respect

The family is the first, and most important institution since it shapes a child’s attitudes and values about gender roles and sets the foundation for values such as respect, equity, and empathy from a tender age. Parents who model gender equality, teach children about mutual respect and consent, reject violence in any form, and promote open communication create an environment where girls feel safe and empowered.

By offering a strong emotional support system, families can foster an innate sense of security and give women the courage to speak up and seek justice against any form of violence.

Mindful parenting and language are also important, to reshape the harmful attitudes that are handed down unknowingly. We frequently hear parents telling their sons to “act like a man” and not to cry, which undermines their emotional well-being and can lead to unhealthy behaviors. This is an example of how families impose harmful gender stereotypes on children. Stereotypical views, such as girls cannot play sports or that boys should not express sensitivity, are internalised at a young age and can negatively affect them as they grow up.

Families that prioritise girls’ education and encourage financial independence for women enable them to gain necessary life skills and resources to protect themselves and others, and boldly advocate for their rights.

Most importantly, families can help break stereotypes by challenging traditional gender roles and expectations by promoting equal division of responsibilities and decision-making. This can reduce the power imbalances that often lead to unsafe environments for women.

• Schools and educational institutions – imparting learnings for life

A school is a place where a child essentially enters a ‘learning environment’. Hence, it is vital for teachers to go beyond the call of duty and impart a worldview and keen understanding of gender equity and equality, forming healthy relationships, and the importance of consent. Educating students on gender sensitivity can prompt critical thinking, questioning familial attitudes and challenging negative stereotypes. This could, in many instances, lead to ‘reverse mentoring’ in the family as well. Moreover, education leads to empowerment – opening their minds by equipping girls with knowledge, understanding their rights, and giving them the confidence to be assertive. By providing safe spaces to discuss and report harassment and abuse-related issues, schools can truly set the stage to effectively address gender-based violence.

• Workplace culture – promoting safe spaces for women through equity and respect

Companies are a pivotal point at which an individual’s behaviour and attitudes can be challenged, with a clear call to change or face the consequences. Organisations are additionally incentivised to create and nurture safe spaces, as they bear the brunt of reputational damage through the actions of individuals employed with them.

So how can companies ensure they are creating an environment where women can feel safe, valued, and bring their best selves every day?

• By establishing and categorically communicating a clear zero-tolerance policy against any manner of harassment
• By providing mandatory training sessions ‘right down to the last man’ to recognise unconscious bias, prevent harassment
• By empowering every employee to raise their voice and help create a positive and safe work culture
• By setting up anonymous and therefore safe reporting and transparent grievance redressal processes for women to come forward and report issues without fear of repercussions
• By carrying out thorough, fair, and timely investigations into complaints and holding the offenders accountable irrespective of their position in the organisation
• By ensuring women are well-represented in leadership roles and across departments
• By empowering women talent through mentoring and sponsorship programs, and return-to-work programs
• By instituting flexible work policies and facilities to support new mothers
• By conducting regular pay equity audits to ensure women and men are paid equally for helming the same roles and responsibilities, along with equitable benefits
• By ensuring a workplace that is ‘safe by design’ – well-lit spaces with greater surveillance and security with no ‘blind spots’
• By facilitating the formation employee resource groups for women to openly discuss challenges, network and seek support from peers
• By conducting periodic surveys and using feedback to continuously refine policies and introduce new initiatives

Social institutions need to go beyond policy

While policies are in place to address women’s safety and rights, compliance is not enough to effect widespread societal change. For instance, the Protection of Women from Domestic Violence Act, 2005 and amendments to the Maternity Benefit Act of 1961, POCSO and POSH are great examples of the government doing its part to influence the broader legal and social climate in favour of women’s safety and fundamental rights.

However, deep-rooted social change can only be driven by formative societal institutions, in their entirety, to ensure a woman’s fundamental rights as a human being are safeguarded today but also light the path for future generations to follow.

The post The Role of Family and Institutions in Creating Safe Spaces for Women first appeared on Metis POSH Consulting Service LLP.