CREATING SAFER WORKPLACES
Why domestic abuse is a business issue
The construction and surveying professions pride themselves on resilience, problem-solving and leadership in challenging environments. Yet some of the most profound challenges facing our colleagues are not on site or in the boardroom, but at home. Domestic abuse is not confined to the private sphere; it is a workplace issue. Employers in every sector, including ours, must face it with the same seriousness as health and safety or mental health.
This was the powerful message delivered at the recent CICES Women’s Network event, where Victoria Hopwood-Fox from Phoenix Coaching, a domestic violence recovery coach and workplace consultant, shared her lived experience. Her story was raw, moving and ultimately transformative, a reminder that silence costs lives and that businesses can be catalysts for change.
For the construction and surveying industries, which often pride themselves on resilience and ‘toughness’, the stigma around speaking up may be even greater.
Domestic abuse is often spoken about in whispers, but the statistics demand our attention.
- One in three women and one in four men will experience domestic abuse during their lifetime.
- Around 60% of survivors experience post-traumatic stress disorder (PTSD) or related trauma.
- Abuse does not discriminate; Victoria Hopwood-Fox has worked with barristers, doctors, police officers, social workers and people in manual trades. Position, profession or gender offers no immunity.
For employers, this is not an abstract issue. It is almost certain that within any organisation, staff will be affected either directly or indirectly. For the construction and surveying industries, which often pride themselves on resilience and ‘toughness’, the stigma around speaking up may be even greater. Recognising the signs and offering meaningful support is therefore essential.
Victoria’s presentation began with her personal story. In 2014, she entered what she believed would be a loving partnership. Within a year, however, she found herself married into a relationship marked by coercive control, emotional manipulation, financial abuse and later, physical violence. Her account was harrowing. Even during her pregnancy, she endured violence and isolation. Like many survivors, she used her workplace as a sanctuary, a place where she could feel safe, productive and valued.
Yet, when colleagues noticed bruises and offered a listening ear, management’s response was to discipline her for ‘disrupting the office’. This not only silenced her but also reinforced the damaging belief that she was the problem. Already conditioned by her abuser to think she was at fault, the disciplinary action compounded her shame and embarrassment, making her feel responsible for the difficulties she was facing. Believing she had caused trouble and had no other choice, Victoria resigned and returned to years of further abuse.
This moment illustrates with painful clarity how a single organisational response can tip the balance between safety and prolonged harm. Instead of becoming part of her escape, the workplace unintentionally became part of her prison.
As professionals, we must ask ourselves difficult questions:
Safety begins with trust. Employees must know they can disclose abuse without fear of reprisal, exposure or disbelief.
- Would our workplaces know how to respond if someone disclosed abuse tomorrow?
- Do we have policies, procedures and training in place?
- Or would we unintentionally reinforce the abuser’s narrative that the victim is the problem?
Leadership means facing uncomfortable truths. Construction and surveying are still male-dominated industries. Stigma around vulnerability remains high. Abuse against men is often ignored. Women may fear career damage if they speak up. These barriers cannot be wished away they must be actively dismantled.
Victoria Hopwood-Fox has built her practice around a simple but powerful framework; safe, seen, supported. Every employee, regardless of role or seniority, deserves to experience all three.
Safety begins with trust. Employees must know they can disclose abuse without fear of reprisal, exposure or disbelief. Employers can provide this by:
- Establishing confidential procedures for disclosure, ensuring information is only shared with those who need to know.
- Offering flexible working arrangements where safety is a concern, whether that means remote working from a safe location, adjusted hours or time away for urgent appointments.
- Embedding a culture of zero tolerance for victim-blaming. Survivors must never feel they are at fault for the abuse they face.
Validation is powerful. Survivors often feel invisible or disbelieved and workplaces can either reinforce or reverse that narrative. Employers can demonstrate that individuals are seen by:
- Rolling out awareness training so leaders and colleagues can recognise red flags and respond appropriately.
- Actively acknowledging that domestic abuse is a workplace issue, breaking the taboo that keeps it hidden.
- Providing regular reminders of available support through posters, intranet pages or staff briefings so employees know where to turn if needed.
Support cannot be tokenistic or short-lived. Survivors may need months or years to rebuild stability. Employers can help by:
- Offering paid leave for court hearings, medical appointments or recovery time, preventing survivors from having to choose between safety and income.
- Maintaining up-to-date signposting to external services such as Women’s Aid, Refuge, Men’s Advice Line or local charities.
- Training leaders to respond with empathy, not judgement. A survivor should never hear ‘leave your home life at home’. Instead, they should hear ‘we believe you, and we will help’.
- Creating peer support networks or safe dropins, allowing colleagues to connect with others in confidence.
- Committing to long-term cultural change, ensuring support is sustained beyond the immediate crisis.
This framework is not just compassionate; it is strategic. Workplaces that make staff feel safe, seen and supported reap the benefits of higher retention, loyalty and productivity. Those that fail to act risk losing talent, undermining morale and damaging their reputation.
The presentation closed with a clear call to action; start the conversations that workplaces have long avoided.
Ask the difficult questions:
- Do we have a domestic abuse policy?
- Do our leaders know how to respond if someone discloses abuse?
- Do our people feel safe to talk?
- Are we making information about support services visible and accessible?
As Victoria emphasised, small changes make a huge difference. Peer support groups, confidential drop-ins and visible leadership commitment all help create an environment where survivors know they will be heard and protected.
When organisations avoid these questions, the silence can be as damaging as the abuse itself. Survivors internalise that silence as confirmation that their struggles are unwelcome, inconvenient or not worth addressing. The result is too often resignation, withdrawal or long-term disengagement from work all of which could be prevented with empathy, awareness and action.
Forward-thinking organisations are already moving beyond compliance to cultural leadership. They are embedding domestic abuse awareness alongside health and safety, training managers in empathy and recognising that silence has a cost. Small interventions a clear policy, an empathetic manager, a visible signposting poster can transform lives.
For CICES members, this is more than a moral obligation; it is a professional responsibility. As surveyors and leaders in construction, we shape environments where people work, collaborate and build careers. That leadership must extend to safeguarding the wellbeing of our colleagues. By embedding policies, training and culture change into our organisations, we can create workplaces where every individual feels safe, seen and supported.
This is how our profession demonstrates true leadership: not only in delivering projects but also in protecting people. As Victoria reminded us: “We are not working with statistics. We are working with human beings. When people feel safe, seen and supported, they thrive and so do businesses”. The challenge and the opportunity is ours to lead.
Creating safer workplaces for those experiencing domestic abuse.
Develop a clear domestic abuse policy
Treat domestic abuse as seriously as health and safety or mental health. A clear, written policy sets expectations, demonstrates leadership commitment and gives employees confidence that disclosures will be handled appropriately.
Train leaders to respond with empathy
Managers and supervisors are often the first point of contact. Equip them to recognise warning signs, respond without judgement and offer practical next steps. A single empathetic response can transform an employee’s sense of safety.
Embed confidential and flexible support systems
Establish safe disclosure routes and ensure confidentiality is protected. Offer flexibility around working hours or locations to prioritise safety and avoid inadvertently putting staff at further risk.
Signpost professional support services
Regularly remind staff of available resources, both internal (employee assistance programmes (EAPs), human resources (HR), peer networks) and external (Refuge, Women’s Aid, Men’s Advice Line). Visible signposting helps normalise the conversation and signals that support is always available.
Commit to ongoing cultural change
Tackling domestic abuse isn’t a one-off initiative. Embed awareness into workplace culture, continue conversations and measure progress. Safe, supportive workplaces are built on consistency and trust, not token gestures.
If you or someone you know is affected by domestic abuse, support is available:
In an emergency: Dial 999.
Women’s Aid: womensaid.org.uk
Refuge: refuge.org.uk
Men’s Advice Line: mensadviceline.org.uk
Phoenix Recovery Coach: Victoria Hopwood Fox: 07398 176303, Victoriaphoenixcoaching@hotmail.com