How companies take a stand against violence: the PARI. guidelines

The guidelines were born from a working group among companies: what were the most significant steps in this process, and what challenges did you have to overcome to arrive at a shared document
Let’s start with the method: we believe that no one holds the ultimate truth. Even though some of Italy’s leading companies are among our members, with professionals who have years of experience addressing gender-based violence, the real strength was something else: the willingness to share mistakes as well. Usually, people tend to highlight successes, but that has its limits. In our work, a different approach emerged spontaneously: sharing case studies where improvement was needed and possible. For example, one company had set up a dedicated hotline to identify incidents of gender-based violence, but out of tens of thousands of employees, it received only one report. This was proof that the channel was not working. From there, we asked ourselves: what can truly work? The method was therefore highly collaborative, with both large and small companies around the table, searching for common solutions, with a clear goal: to combat gender-based violence—that is, to save lives. To achieve this, dialogue and collaboration with organizations such as anti-violence centers, the D.i.Re network – Donne in Rete contro la violenza, and the Giulia Cecchettin Foundation are fundamental. We acknowledge what we don’t know, which is why we share experiences and look together for the most effective approaches. This is not a static process: the guidelines will be updated annually, and their effectiveness will be carefully monitored. We have set up working groups that communicate with each other to ensure that the policies do not remain mere words. Gender-based violence cannot be resolved solely with a policy or guidelines; it requires concrete actions. This is a matter of justice, and documents are only meaningful if part of a broader project that works on culture and training. The more training there is, the less reliance there is on policies and guidelines. Equally crucial is the training of those managing gender-based violence cases within companies: without specific skills, even well-intentioned actions can cause harm. The policy clarifies what must not happen—for example, harassment—and sends a clear message to the victim: “It’s not your fault; the company stands with you.” Today, we reach around half a million people, and this number is growing. The people we reach also have enormous potential for impact, because they can truly make a difference within their companies.

Managing cases of violence requires clear protocols and internal reference points: how did you define these tools, and what criteria did you follow to make them applicable across companies of different sizes and sectors?
We did not call them policies but guidelines, and there is a reason for this: companies differ greatly in size and sector. Large companies often already have detailed policies. The goal is for all companies to develop their own policies, so that the association’s guidelines can serve as inspiration and convey a cohesive, clear message that centers on respect for human dignity and protection of women, aiming to eliminate situations of gender-based violence. The first pillar of our association is training, which is primarily intended to create awareness. Harassing a colleague, for instance, is not only unprofessional behavior: it is ethically wrong and can lead to dismissal. Therefore, the first step is to be clear about the principles, which apply in any context, regardless of the company’s size or sector. After establishing these principles, they must be adapted to each individual company. For this reason, we are considering offering targeted services to smaller companies to ensure the effectiveness of measures against gender-based violence. Initially, the larger companies joined PARI., but we are now reaching smaller ones as well, which is very positive, considering that much of Italy’s economy is made up of small and medium-sized enterprises. And these should not be left behind. The value and richness of a small company’s experience can be just as significant as that of a large one.

The guidelines also include re-education programs for perpetrators of violence: how was this perspective included, and what resistance or insights emerged during discussions with companies?
Working on this, I found this aspect enlightening. One member company brought up a concrete case: an employee was abusing his wife, and the company could have dismissed him immediately. The question that arose was: does dismissal really help solve the situation, or could it expose the woman to greater danger, both physically and economically? From this, the idea of a re-education path was born, allowing the perpetrator to keep their job provided they undertake a process of awareness and education. This also ensured greater safety for the spouse. Of course, this cannot be a one-size-fits-all strategy: each case must be evaluated individually, asking what solution best prevents the repetition of gender-based violence. Discussions are based on solid, shared principles, with the goal of protecting the victim and, above all, preventing further violence.

Click here to read the Guidelines of Actions and Best Practices for Combating Gender-Based Violence