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.

To create a culture of trust within your team, sexual harassment complaints must be handled with care, professionalism, and legal awareness. By responding effectively, you not only protect your team members but also strengthen your organisation’s commitment to gender equality, respect and inclusivity.

As the first point of contact in the Prevention of Sexual Harassment (POSH) cases, a manager has several key responsibilities that cover the legalities, the complainant, and the rest of the team.

Providing support

The first step is to give them your time. Please do not postpone meetings with employees when they specifically say they need to discuss something important or personal.

You must provide a safe, empathetic environment for the complainant to share their experience without judgement. Refrain from asking questions which sound biased and prejudiced. Remain impartial and avoid making assumptions or taking sides until a formal investigation is conducted. It’s not your job to make a decision or judgement, that’s for the internal committee, your role is to guide them on the next steps they can take.

Once you realise that the issue being reported to you by the employee falls under the purview of POSH, your job is to inform them about your company’s POSH policy. You can then help them reach out to the Internal Complaints Committee to make a formal complaint if that is what they want to do. Do not push them to proceed in a manner that makes them uncomfortable—the decision should be their own. Your role is to present the various options they have going forward. You may even need to seek guidance from your HR if you are in doubt about how to proceed.

Once the POSH investigation begins, support the concerned parties by allowing them time to attend the ongoing meetings and provide any assistance required. This could involve managing workloads and time-off.

Dotting the ‘i’s and crossing the ‘t’s

Never forget that sexual harassment is a serious issue that involves many legalities. As the manager, you need to make sure that these rules are respected.

The most basic rule is to ensure confidentiality. Ensure that the details shared are only disclosed to relevant parties as needed. If in doubt, don’t say anything and check with HR or the IC. Ensure the rest of your team is not discussing the case in the workplace. If confidentiality has been broken, you should address it immediately by telling the parties to refrain from talking about it and report it to the IC.

Make sure that you document every step and detail. Accurately note down the complaint, dates, times, locations, and specifics of the incident while maintaining the complainant’s confidentiality. You will need this information if and when the IC requests you to attend the case proceeding as the manager of the involved parties.

Use this information to cooperate with the IC If you are called during the investigation as a witness or stakeholder. They may need the documents or evidence you have collected or any feedback necessary for the case. Please stay neutral and provide every piece of information that is in your possession.

Managing the rest of the team

As a manager, building a respectful culture is key. The complainant must be protected against any form of retaliation, whether subtle or blatant. As a manager, you should keep an eye out to ensure that the complainant is protected from any further victimisation or retaliation from the team, the accused, or even yourself. You should have the self-awareness to make sure that your behaviour towards them does not change for the worse, particularly in terms of your managerial duties, such as handing out work assignments or performance reviews.

Managers should always stay informed about updates on company POSH policy and ensure their teams are trained on these protocols to foster a respectful workplace. Set up awareness sessions to educate them on any changes and ensure that every one of your employees has completed the required POSH modules.

Communication is key. Take the opportunity to talk about a safe work environment with your team members in your meetings. Provide an environment where employees can reach out without fear of judgment or retaliation. Before team outings or office events, reinforce the company code of conduct, responsible drinking, and safe transport.

Working with IC as an ally

As a manager and primary point of contact for the team, you have an opportunity to set the right tone and build a positive team work culture in a gender-diverse group. To give the right impetus to your efforts, working together with the Internal Committee as a partner and ally could prove truly effective. Employing the IC’s expertise to identify key points in the team’s journey and emphasizing good practices through the year can be a gamechanger. This will ensure that the ball doesn’t drop at any point and interventions are not a knee-jerk reaction when complaints are filed. Instead, a proactive approach towards POSH can create a healthy camaraderie and respectful attitude among the team.

Building a better team

It is crucial to put into practice these simple yet essential strategies for handling POSH complaints to create a safe and open environment for your team. Doing so will make team members feel more supported and secure, leading to better work outcomes. Happy employees who trust that their manager ‘has their back’ are more likely to work better together.

As a team manager, you can help build a better team and work culture by creating a supportive environment and ensuring that allegations are handled with care and professionalism.

The post Manager’s role in handling reports of sexual harassment? first appeared on Metis POSH Consulting Service LLP.

While handling a sexual harassment compliant, what should the Internal Complaints Committee keep in mind while conducting Inquiries?

Download the document here: Essential tips for the ICC while conducting a POSH Inquiry (4154 downloads )

The post Essential tips for the ICC while conducting a POSH Inquiry first appeared on Metis POSH Consulting Service LLP.

We have collated a list of important duties of the Internal Complaints Committee. Download the document here Duties of IC (3736 downloads )

Please download the checklist (.pdf) here:
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The post Duties of the Internal Complaints Committee first appeared on Metis POSH Consulting Service LLP.

We have designed a format to assist the aggrieved individual / victim / complainant in making a formal complaint to the Internal Complaints Committee (ICC).

Please download the Complaints form (.pdf) here: Template for registering sexual harassment complaint (8921 downloads )

The post Template for registering a sexual harassment complaint first appeared on Metis POSH Consulting Service LLP.

Download the inquiry report format (.pdf) here: Inquiry report format (11211 downloads )

The post Inquiry report format on completion of Inquiry first appeared on Metis POSH Consulting Service LLP.

The document contains details on Quid-Pro-Quo and a case study.

Please download the Quid-Pro-Quo document (.pdf) here: Quid Pro Quo Sexual Harassment at workplace (3454 downloads )

The post Quid-Pro-Quo sexual harassment first appeared on Metis POSH Consulting Service LLP.

It is important to understand conciliation and its procedure. The document aims at guiding you through a conciliation procedure.

Download the document (.pdf) here: Conciliation procedure under POSH Act (4890 downloads )

The post Conciliation procedure for dispute resolution first appeared on Metis POSH Consulting Service LLP.

Here is a third party harassment case that we handled in one of the companies which encountered this dilemma and the ICC handled the case humanely learning a great deal along the way.

Case Study:

The victim was a job seeker (woman) living close to an industrial area around Bangalore.  The respondent was a contracted security guard of a small manufacturing company. It so happened that the victim had come to the company premises to submit her resume for a job. The security guard received her resume and promised to call her back in case she is shortlisted by the HR. The HR after going through the resume found her to be unsuitable and specifically told the security guard not to entertain such resumes since it is totally unrelated to the kind of work they do.

However the security guard called her number (mentioned in the resume) and informed her that she has been shortlisted and asked her to come for an interview the following Sunday .The victim, without realizing that most companies are closed on Sundays, chose to come for the interview at 9 A.M.

On the day, when she came to the company for the interview, the respondent was waiting for her. He led her to a room stating that the HR would come there for the interview. He went out, checked the surrounding and found no one outside. He went back to the room, locked it from the inside and tried molesting her. The victim quickly realized his intentions starting crying for help, banging on the door and shouting loudly.

Apparently a gardener tending the plants heard her cries and quickly rushed to the spot and started shouting from outside. The respondent (security guard) realized that he is in trouble, opened the door and ran outside. He escaped through the main gate and before the gardener could call for help, he was gone.

The victim was shocked. The gardener offered her water to drink and escorted her to an autorickshaw outside that drove her home.

The victim returned to the company the next day with her husband to complain to the management. As soon as the management heard her story, they called the ICC to take up the matter immediately.

Will this be the responsibility of the company’s POSH committee?

No it does not since the victim (the woman) and the respondent (security guard) both are not the employees of the company. It would have directly come under the scope of the ICC, if at least one of them, either the victim or the alleged harasser were employees of the company.

Ideally, what is the responsibility of the ICC in such a case?

ICC met the victim, took her complaint in detail and offered to help her in whatever way possible. It is important to note that the right thing to do would be to assist the victim even if it does not come under the scope. At the time of need, when the victim is scared, it is important that the ICC of the company offers help.

What actions did the ICC of the company take?

1. The gardener was interrogated as witness to get complete details of her account which was documented.
2. The vendor was called for a hearing as the respondent had committed the act and fled the scene.
3. The vendor was asked to submit all the personal details of the respondent (security guard).
4. As the vendor company did not have an ICC, the ICC of the company helped her lodge a written complaint in the local police station.The ICC also furnished all the relevant documentation that they had collected post their initial investigation about the incident along with all the details ofthe alleged harasser.
5. The ICC having gone through the existing Background Verification Process, recommended to the management to restructure the Background Verification process with additional checks, applicable to all the existing and new vendors with immediate effect
6. The vendor was given our company policy on POSH and an agreement was put in place to ensure no one from the vendor company, be it office boys, security guard or housekeeping staff would enter premises without having gone through the company POSH policy.
7. An awareness session in Kannada was arranged on POSH to all the third party contractors working in the company.

It is important to note that ICC needs to focus on the value they want to create which is of a larger significance to the organisation, rather than scope of work.

Hence the role of ICC cannot be completely defined and boundaries drawn. There are times when they need to go beyond the call of duties to ensure they do the “right thing”.

The post Going beyond boundaries – Internal Complaints Committee first appeared on Metis POSH Consulting Service LLP.

If an employer tolerates or is perceived to be tolerant towards any kind of harassment at workplace, it could adversely affect employee morale and engagement.  It could directly impact organisations productivity, innovation and growth.

Download the document (.pdf) here: Checklist for employers to ensure a harassment free workspace (2517 downloads )

The post Checklist for employers to ensure a sexual harassment free workspace first appeared on Metis POSH Consulting Service LLP.