Domestic Violence in the Workplace
Understanding the Impact and How Organisations Can Play Their Part
Domestic and Family Violence (DFV) is not only a personal or private issue—it is a significant workplace issue that affects employee safety, wellbeing, attendance, and performance. The 16 Days in WA campaign (25 November–10 December) calls on all Western Australians to deepen their understanding of DFV and take meaningful action. The 2025 theme, Stopping Family and Domestic Violence: Play Your Part, invites organisations to learn how to Recognise, Respond, and Refer safely.
This article provides understanding on the effects of domestic violence on employees, outlines the important role workplaces play in providing support, and examines the unique vulnerabilities of FIFO workers who may be experiencing violence.
Domestic Violence as a Workplace Issue
Domestic Violence is defined as a pattern of coercive or controlling behaviours that cause fear, harm, or ongoing distress in intimate or family relationships. The impacts extend far beyond the home environment. Employees experiencing DFV are more likely to:
Experience reduced concentration and impaired decision-making due to ongoing trauma, sleep disruption, and hypervigilance (KPMG, 2020).
Take unplanned leave or demonstrate attendance difficulties, including absenteeism and presenteeism (ANROWS, 2022).
Encounter safety risks at work, including harassment or stalking at the workplace, technology-facilitated abuse, or threats from the perpetrator.
Experience long-term psychological impacts, such as anxiety, PTSD symptoms, loss of confidence, and emotional depletion, which influence work performance and mental health.
Workplaces are therefore critical environments for early recognition and safe intervention.
2. How Domestic Violence Affects Workplace Performance and Culture
2.1 Psychological and Emotional Effects
Employees may present with:
High stress levels, tearfulness, or emotional withdrawal
Distractibility and difficulty concentrating
Heightened anxiety, irritability, or hypervigilance
Increased errors, difficulty completing tasks, or reduced productivity
Trauma can compromise thinking, decision making, planning and prioritisation, and reduce overall working capacity.
2.2 Behavioural and Physical Indicators
Common workplace indicators may include:
Frequent unexplained absences or late arrivals
Signs of physical injury
Changes in appearance or behaviour
Increased requests for leave
Excessive phone calls or messages from a partner
Reluctance to attend work social events
These indicators are not diagnostic but may signal a need for compassionate enquiry.
3. The Unique Challenges for FIFO Workers Experiencing Domestic Violence
FIFO workers are disproportionately affected by DFV due to lifestyle-specific vulnerabilities:
3.1 Geographic Isolation
May have limited access to immediate support while on-site. If their partner is on-site this can compromise their ability to access support
Difficulty attending counselling, court dates, or DFV support services due to roster
Restricted communication opportunities with limited access to phone if working in safety critical areas where personal phone use is restricted
3.2 Extended Absences from Home
Conflict can intensify during return periods due to relational pressure and re-adjustment
Increased risk of coercive control through technology while workers are on-site
Perpetrators may exploit periods when the person cannot easily reach out for help
3.3 Power Dynamics and Financial Stress
FIFO roles often come with income disparities that can be manipulated by a perpetrator
Perpetrators may demand money transfers or use financial dependency as leverage
For some workers, the pressure to maintain employment limits their ability to leave unsafe relationships
3.4 Stigma and Privacy Concerns
FIFO communities can be small; workers may fear gossip, judgement, or career impacts
Concerns about confidentiality may prevent seeking help on-site
These factors underscore the importance of targeted, FIFO-specific response strategies.
4. How Workplaces Can Support Employees Experiencing Domestic Violence
4.1 Recognise
Create a workplace culture where leaders and colleagues understand:
Common signs of distress
Behavioural indicators of coercive control
How DFV affects concentration, mood, and attendance
Annual training, posters, toolbox talks, and supervisor workshops can all elevate awareness.
4.2 Respond Safely
Responding appropriately requires sensitivity and safety:
Approach the person privately and express concern without judgement.
Ask open, supportive questions such as “Are you safe at home?” only if it is safe to do so.
Avoid pressuring the employee to disclose details or make decisions.
Validate their experience: “You are not alone and support is available.”
Prioritise immediate safety, including workplace safety planning if needed.
Supervisors must avoid giving advice, contacting the partner, or engaging in mediation.
4.3 Refer
Workplaces can support employees by providing clear pathways to help:
Employee Assistance Programs (EAP)
DFV specialist services
Local refuges and crisis lines
Workplace DFV Contact Officer or HR representative
Police, if there is an immediate risk
Clear communication channels should be visible and accessible across all shifts.
5. Actions Workplaces Can Take to Create a Supportive DFV-Responsive Culture
Develop a Domestic Violence Workplace Policy outlining procedures, leave entitlements, confidentiality, risk management, and staff responsibilities.
Train supervisors in DFV awareness, trauma-informed communication, and safe referral pathways.
Implement DFV leave provisions as per Fair Work legislation.
Provide flexible working arrangements, particularly for court dates, therapy appointments, or relocation needs.
Establish confidential internal support roles, such as Peer Supporters or Workplace Contact Officers.
Ensure all staff know how to respond using the Recognise–Respond–Refer framework.
Create psychologically safe environments, where employees feel able to disclose concerns without repercussion.
6. Playing Your Part During the 16 Days in WA Campaign
From 25 November to 10 December, organisations across Western Australia are invited to amplify conversations about domestic violence. Your organisation can play its part by:
Sharing this blog with employees
Displaying campaign materials
Hosting toolbox talks or briefings on DFV awareness
Encouraging the use of EAP and external supports
Running short learning modules on Recognise–Respond–Refer
Ensuring leaders understand their obligations
Ending domestic violence requires collective action—across families, communities, and workplaces. When organisations step forward, they create a safety network that can genuinely save lives.
Key DFV Support Services (Australia)
1800RESPECT – 1800 737 732
National sexual assault and domestic family violence counselling serviceWA Police – 131 444 or 000 in emergencies
MensLine Australia – 1300 789 978
Lifeline – 13 11 14
Women’s Domestic Violence Helpline (WA) – 1800 007 339
Men’s Domestic Violence Helpline (WA) – 1800 000 599
don't give up. You are not alone, you matter signage on metal fence
https://www.wa.gov.au/organisation/department-of-communities/16-days-wa
References
Australian Institute of Health and Welfare (AIHW). (2023). Family, domestic and sexual violence in Australia: Continuing the national story.
ANROWS. (2022). Working across sectors to respond to domestic and family violence.
KPMG. (2020). The cost of violence against women and their children in Australia.
Safe Work Australia. (2023). Domestic violence and its impact on work.
Government of Western Australia (2025). 16 Days in WA – Campaign Resources.
Piper, A. & Taylor, S. (2021). FIFO workers and experiences of domestic and family violence: A review of evidence.
Fair Work Ombudsman. (2023). Paid family and domestic violence leave.
