SSV (Sexist and Sexual Violences): moving from prevention to action

Sexist and sexual violence (SGBV) is not an abstract phenomenon; it is experienced every day in our businesses. They do not only concern individuals but impact the functioning of teams, The quality of life at work and overall performance. However, the prevention, although necessary, is often symbolic: it is limited to training courses or charters that remain a dead letter if they are not accompanied by concrete actions.

It is time to move from prevention to action. Being “for” rather than “against” means creating an environment where employees feel protected, Listened and able to react, without fear or shame.

8 out of 10 women say they have experienced sexist attitudes at work and One in two female managers has already experienced ordinary sexism*. However, 2 out of 3 women don't know where to turn in case of sexist acts. While the majority of VSS still targets women, it should not be forgotten that this subject may also concern men, LGBTQIA+ people, or anyone vulnerable to discriminatory behavior. So it's a real societal and organizational challenge which goes well beyond the individual framework and requires collective and structured action, with tangible and visible measures.

“The most effective actions are those that are visible and consistent: regular, simple and accessible communication; training that goes beyond theory; a reporting process that is clear, known, and easy to access; and harassment referees who are identified, trained and available. When employees see in concrete terms who is doing what and how to act, prevention ceases to be symbolic.” Justine Paternoster, clinical psychologist, SGBV specialist

*The Ordinary sexism at work is a set of behaviors, attitudes and statements based on gender stereotypes, which have negative consequences on the people targeted. These acts may seem harmless, but they have the effect of devaluing and marginalizing individuals because of their sex, their gender, potentially affecting their mental and physical well-being.

Source: Barometer #StOpE on ordinary sexism in the workplace

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Understanding the magnitude today

Define gender-based and sexual violence clearly

Gender-based and sexual violence includes all sexual or sexist behaviors, words, or actions that undermine dignity, create an intimidating, hostile, or humiliating environment, or impose unwanted sexualization. This includes sexual harassment, degrading remarks about sex or gender, sexist jokes, inappropriate gestures or contacts, pressures for sexual favors, as well as serious acts such as exhibition or rape.

VSS can affect anyone, women or men, cisgender or LGBTQIA+, and occur in daily work in a subtle or explicit way. Recognizing these situations is the first step in taking concrete action and creating a safe and respectful environment.

Concrete examples of VSS in the workplace

• Sexist words or jokes : comments about a person's body or outfit, jokes about a person's gender or sexual orientation, degrading remarks about a woman's or a man's abilities based on their gender.
• Improper gestures or glances : suggestive gestures, unwanted physical contact, insistent or intimidating glances.
• Messages with sexual connotations : e-mails, texts or professional messages containing sexual or inappropriate references.
• Inappropriate pressures or requests : asking for sexual favors in exchange for professional benefits, threatening or intimidating to obtain sexual behavior.
• Repeated microaggressions : systematic underevaluation of a collaborator, exclusion of important projects or unjustified criticisms, simply because of their gender or orientation.

The forms and frequency of VSS in the workplace

Sexism in the workplace is not limited to the extreme cases that we read in the media: it occurs on a daily basis, often in the form of microaggressions. Close toone in two active people has already been exposed to sexist or sexually charged behavior in the past 12 months. The most frequent examples? Sexual jokes (34%), remarks about a person's gender or sex (28%), or insistent comments about body or dress (16%).

However, these “trivialized” forms have a very concrete impact: they install a Climate of tension, make victims question their legitimacy or their place in the company, and create constant mental fatigue.

The concrete impacts on employees and teams

The numbers speak for themselves: 60% of employees exposed to VSS note a negative impact on their work. Some change jobs or leave the company (23%), others arrive at work tense or stressed (20%), and 17% feel isolated in their team. These behaviors affect the motivation, creativity and team cohesion, and have a significant human and organizational cost.

However, nearly 27% of employees say they are dissatisfied with the actions of their company in the face of these situations. This gap reveals a major opportunity: instead of considering prevention as a purely symbolic tool, companies can transform these observations into concrete levers for action.

Why is it urgent to act against VSS in business?

Understanding the magnitude is more than just collecting numbers. It is recognize that sexism and sexual violence are not “isolated incidents” : these are systemic problems that impact the daily lives of teams and overall performance. Moving from prevention to action means creating an environment where each employee can feel safe, where victims are supported and where inappropriate behaviors are addressed in a clear and constructive manner.

Why prevention alone is not enough and how to switch to action

The limits of traditional approaches

Traditional prevention (one-off training, awareness-raising campaigns, posting of charters, etc.) remains essential, but it quickly reaches its limits if it is not followed by concrete actions. These initiatives raise awareness, but they do not transform daily life.. Many victims are still hesitant to speak out, for fear of reprisals or because they don't know where to turn.

Another limitation: the perception of prevention as a “control tool” rather than as real support. If words are not followed by concrete actions, employees can feel frustrated and distrusted, and the corporate culture does not change.

Establishing a clear and shared culture of action

Taking action starts with a clear and shared framework. Successful businesses don't just “say”: they show and structure their actions. This involves several key points:

• Visible management commitment : leaders and managers show that the prevention and fight against VSS are a strategic priority, not a simple HR module.
• Clear and accessible procedures : reporting, victim support and incident follow-up must be simple, known to all and secure.
• Collective accountability : everyone, man or woman, manager or employee, is an actor in corporate culture. Action is not the exclusive business of the HR department.

This culture of action transforms passive prevention into a concrete movement where speech and support become natural, not optional.

Give managers and teams concrete tools

A culture of action is based on operational tools:

• Training to act, not just to understand : training should make it possible to detect weak signals, to react effectively, and to support victims with kindness.
• Create discussion spaces : participatory workshops, discussion groups, circles of trust where employees can share experiences and solutions.
• Simulations and scenarios : rather than theoretical presentations, give concrete cases to learn how to react in practice.

These concrete actions allow teams to leave the position of observer and become actors in prevention on a daily basis.

Ensure real support and tangible follow-up

Taking action also means ensuring that the victim is not left alone:

• Clear and secure reporting channels, accessible to all.
• Long-term support : HR follow-up, coaching, mediation, or external support (specialized associations).
• Return and transparency : anonymize and share the results of actions and measures taken so that everyone can see that words matter and that the company really takes action.

The effectiveness of the action is measured in the daily feelings of employees: a safer environment, reinforced trust, and the conviction that everyone can contribute to improving corporate culture.

“Identifying weak signals requires collective vigilance: being able to talk about them in the RPS committee, talking between managers, not being alone in the face of doubt. Knowing weak signals makes it possible to intervene early, without stigmatizing, by opening spaces for caring discussion.” Justine Paternoster, clinical psychologist, SGBV specialist

Prevention transformed into a performance driver

Moving from prevention to action is not only a question of morality or compliance: it is a strategic lever. Companies that implement concrete actions notice a better team involvement, Fewer than Turnover, and a stronger climate of trust. VSS is becoming a subject that mobilizes collectively, instead of being an invisible weight that hampers motivation and effectiveness.

Taking action: concrete levers for HR and teams

1. Structuring clear governance

Acting effectively starts with a solid organization. Establishing a governance dedicated to VSS makes it possible to centralize initiatives, to monitor incidents and to pilot actions. This may be a VSS committee or an identified referent, responsible for coordinating the mechanisms,analyze reports and to propose solutions.

The objective is to make prevention visible and tangible: each employee must know who to contact, how to act, and see that the company really follows the situations reported. Clarity builds trust and reduces the isolation of victims.

2. Training to act, not just to understand

Traditional training raises awareness, but is not enough. HR can turn learning into operational tools: Recognize weak signals, react appropriately, supporting victims and Act preventively in daily life.

Participatory workshops, concrete scenarios and practical cases allow employees and managers to appropriate these reflexes. This approach transforms each team into a preventive actor, rather than just a spectator.

3. Develop accessible and secure reporting channels

For action to be real, the word must flow without fear: clear and secure tools are essential. They must be known to everyone, easy to use, and guarantee personalized follow-up.

But reporting is not enough: supporting victims is just as essential. Regular monitoring, HR or external support (specialized associations, mediation, coaching) and transparent communication on the follow-up given to reports make it possible to transform symbolic prevention into a concrete impact on the daily lives of employees.

4. Create a collective and positive culture

The action is not based solely on management: each employee is an actor. Encouraging co-responsibility, valuing exemplary behaviors and establishing regular rituals (feedback, VSS circles) contributes to transforming corporate culture.

The goal: to ensure that respectful behavior becomes the norm, that collective vigilance is natural and that everyone feels that their contribution counts. It is the best guarantee of a safe and sustainable environment.

“To truly include all populations (men, LGBTQIA+ people, vulnerable people), you need inclusive communication, training that does not gender situations and mechanisms that are aligned with the laws. When everyone feels concerned, responsibility becomes collective.” Justine Paternoster, clinical psychologist, SGBV specialist

5. Measuring, adjusting and maintaining

Finally, acting also means measuring in order to progress. HR can monitor simple indicators: number and follow-up of reports, employee satisfaction with the systems, participation in trainings and workshops, felt about the work climate.

This data makes it possible to adjust actions, reinforce what is working, and correct what is blocking, while regularly reporting on progress. Visible and measurable action becomes a virtuous circle: the more employees see efficiency, the more they get involved, and the more the culture evolves sustainably.

Moving from prevention to action: building a safe and empowering environment

Taking action against sexist and sexual violence at work, it's not just ticking a “prevention” box: it's investing in a sustainable transformation of your corporate culture. A well-thought-out action not only protects your employees and meets legal obligations, but above all to build an environment where respect, trust and shared responsibility are living values.

“To support a victim, the priority is to secure their anonymity and to understand what is behind the situation: reassure, protect, refer to specialized associations if necessary. The follow-up must be real, traced, and communicated in a confidential manner: this is what creates trust.” Justine Paternoster, clinical psychologist, specialist in VSS

At Qualisocial, we are convinced that training is an essential tool for moving from words to actions. Our “Harassment Referent” training makes it possible to train people who are able not only to receive reports, but above all to support, investigate and create a real dialogue within your organization. Through concrete workshops, role plays and operational tools, your referees acquire practical skills: listen, ask the right questions, guide, react.

In addition, we offer awareness-raising workshops and conferences on psychosocial risks, moral and sexual harassment, or discrimination: tailor-made, interactive formats that are Qualiopi certified, and can be financed by OPCOs.

By choosing Qualisocial, you are opting for a pragmatic support, humane and strategic : we help you not only to detect VSS, but to prevent them sustainably, to install reliable processes, and to make each employee a player in the culture of inclusion.

The future we are building together? A company where responsibility is shared, where signals are processed, where speech is valued and where everyone knows that they can count on trained and caring referents.

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Useful contacts and resources

If you are a victim or witness of gender-based and sexual violence (SGBV), it is important not to be alone and to talk about it. Several structures and devices can support you:

• 3919 : national hotline for women victims of violence.
• Online platforms : service-public.fr/cmi for secure reporting.
• Specialized associations : AVFT (workplace violence), CLASCHES (higher education), Stop Homophobia... These associations offer listening, advice and legal support.
• Health and legal professionals : doctors, psychologists, legal services for adapted support for victims.
• Internal VSS referent : contact the contact person in your company or establishment to report an incident or get advice.
• Law Enforcement : police station in your city for any act requiring immediate intervention.