EO
Files (January
2020)
“THINGS
WE DO, PEOPLE WE MEET – Reflections in Brief”
Anti–sexual harassment policy – Not
just a box to check off
Ricky
Chu Man-kin IDS, Chairperson of Hong Kong’s Equal Opportunities Commission,
states the case for proactively implementing corporate anti–sexual harassment
policies, not only for the benefit of all personnel as human beings, but also
for the company’s bottom line.
It was 1 November 2018.
From San Francisco and São Paulo to Sydney and Stockholm, more than 20,000
employees and contractors in Google offices spanning 50 cities staged a walkout
to protest the tech giant’s handling of sexual harassment complaints. The
backlash erupted after The New York Times reported that Google had
allegedly paid off executives accused of sexual misconduct with exit packages
worth millions of dollars, panned by the protest organisers as ‘the latest
example of a culture of complicity, dismissiveness and support for perpetrators’.
Allegations of workplace
sexual harassment, as well as the way they are handled, are putting the
interests of corporations at stake. To state the obvious, their reputation and
credibility are on the line, a risk exacerbated in this age of social media
when there are an estimated 317,000 new posts on Facebook every minute, 21
million tweets on Twitter every hour and 500 million people publishing stories
on Instagram every day.
The toll goes beyond a
tainted brand name. Under the Sex Discrimination Ordinance (SDO) in Hong Kong,
employers may be held vicariously liable for any act of sexual harassment
committed by an employee – even when they have no knowledge of it – unless they
can prove that practicable steps have been taken to prevent the transgression,
such as adopting an anti–sexual harassment (ASH) policy. Financial remedies may
be ordered by the court and, in the case of small and medium-sized enterprises
(SMEs), this can deal a crushing blow to their business.
The
human and financial cost of workplace sexual harassment
In the absence of a
transparent ASH policy and an impartial complaint-handling procedure, employees
are bound to work in an atmosphere of fear and intimidation. It saps their
morale. A study published in the academic journal Personnel
Psychology in 2007 found that companies could face a loss of up to
US$22,500 per employee in terms of productivity drops and turnovers due to
sexual harassment. The idea that victims and witnesses will stay silent and
remain devoted employees – an assumption perhaps particularly popular among
large corporates who pride themselves on attractive wages and career
opportunities – is simply untrue.
The impact of sexual
harassment on the cherished ‘bottom line’ is therefore real, immediate and
far-reaching. Profitability aside, in 2016 the Stock Exchange of Hong Kong Ltd
(the Exchange) made it compulsory for listed companies to disclose their
performance in relation to environmental, social and governance (ESG) issues on
an annual basis. Employment and labour practices, including those concerning
‘equal opportunity, diversity, anti-discrimination, and other benefits and
welfare’, fall under the ‘social’ reporting area. As professional compliance
advisers, company secretaries can and should enable management and the board to
appreciate the value of an ASH policy for employee well-being and good
corporate governance.
Indeed, data shows there
is room for much progress to be made. According to a research report released
by the Hong Kong Institute of Chartered Secretaries (the Institute) in October
2019, 216 of its members skipped the question when asked about the quality of
ASH policies and procedures of companies listed on the Exchange; among the 155
who responded, only 5.84% gave a ‘very strong’ rating.
Over the years, in fact,
sexual harassment has consistently accounted for a significant portion of
complaints lodged with the Equal Opportunities Commission (EOC) under the SDO.
In the financial year 2018/19, out of the 420 SDO complaints handled by the
EOC, 185 were sexual harassment cases, over 80% of which were
employment-related.
Evidently, workplace
sexual harassment is an entrenched problem affecting all industries and walks
of life. And company secretaries, working closely with directors, managers,
shareholders and regulatory bodies, are well-positioned to help familiarise
their organisation with the law, formulate an ASH policy and monitor its
implementation. In December 2019, a trainer from the EOC delivered a seminar to
members of the Institute, explaining how the SDO defines sexual harassment and
dispelling widespread myths, such as that bantering about a voluptuous
colleague is nothing more than harmless play; that putting a racy screensaver
on one’s computer is equally innocuous; or that acts directed at a person of
the same sex do not count.
Mitigation
measures
As mentioned, to
mitigate potential vicarious liability, organisations should proactively carry
out preventive measures against sexual harassment. These can begin with
drafting a comprehensive ASH policy, which should consist of not only a
declaration of zero tolerance, but also a clear definition and relatable
examples of sexual harassment; contact details for the designated
complaint-handling personnel; a transparent mechanism for investigating
complaints and avoiding conflict of interest; a note about possible
disciplinary action; an assurance of impartiality, confidentiality and
protection from victimisation; and information on alternative avenues of
redress, such as lodging a complaint with the EOC (within 12 months of the
incident), filing a civil lawsuit in the District Court (within two years of
the incident), or reporting to the police when criminal acts are involved (such
as unwanted touching of private parts).
Next, care should be
taken to publicise the policy through as many channels as possible, from
emails, posters and intranets to staff meetings and orientation sessions. The
message must reach all parties sharing the same workplace, including full-time
and part-time staff, temporary workers, contractors, service providers,
trainees, interns and volunteers alike. Only with this level of commitment can
organisations cultivate an environment that is safe and supportive enough for
all aggrieved persons to come forward for help.
As the sole statutory
body tasked with eliminating discrimination, harassment and vilification in
Hong Kong, the EOC provides both regular courses and on-demand, tailor-made
training programmes for organisations determined to tackle workplace sexual harassment.
Our website (www.eoc.org.hk) also features a detailed framework for formulating
a corporate policy against sexual harassment.
Stepping
up the fight
One of the greatest
legacies of the global #MeToo movement is the conversation it has inspired
about abuse of power, corporate responsibility, bystander apathy and inadequate
victim support services. With plans in the pipeline to set up a special ASH
unit, the EOC is looking to build on these reflections and step up the fight
against workplace sexual harassment on multiple fronts, from conducting a
holistic review of the law and recommending amendments to fill its gaps, to
exploring collaboration with non-governmental organisations to establish a
one-stop support platform for victims.
But then again,
corporations too have an indispensable role to play, from both an economic and
ethical perspective. As silence breakers around the world send one wake-up call
after another to businesses, management – and the company secretaries who
advise them on governance – must quit paying lip service and instead
proactively demonstrate a true commitment to combatting sexual harassment.
Ricky
Chu Man-kin
Chairperson
Equal
Opportunities Commission
(Note: The above article
was originally published in CSj, the monthly
journal of the Hong Kong Institute of Chartered Secretaries on 20 January 2020.)