1.2.2 Monitoring the Level of Harassment:

?	Does FPAB monitor the incidence of harassment in its workplace?	?	Is FPAB confident that no sex based harassment occurs in your organisation? What evidence do FPAB have to support this?
?	Have FPAB got mechanisms in place that would allow you to know whether complaints are being raised informally, without breaching confidentiality (eg a women’s network, informally with a manager, harassment contact officers)?	?	Is information on sex-based harassment freely available, accessible and known to all staff?
?	Does FPAB know who is raising the issues – Men? Women? Part-timers? Pregnant women? Women of a different cultural or linguistic background?	?	Have staff views on whether sex-based harassment is an issue been sought?
?	Have FPAB surveyed employees to see whether they feel free to raise issues without fear of victimisation or reprisal?	?	Does FPAB have any ways, other than through formal complaints, of telling whether there are any issues in FPAB workplace? Such as:
?	Does FPAB exit interview aim to identify whether people are leaving because of harassment issues?		- Staff surveys - Exit interviews - Morale indexes - Informal feedback mechanisms - Independent audits
?	Can FPAB identify what the precise nature of the issues are (eg sexual harassment or pregnancy discrimination)?	?	What are these mechanisms telling FPAB? Are some women more vulnerable than others to harassment, eg, due to poor expressive skills, low official position or age?

1.2.1 Whether FPAB have any sexUAL harassment policy:

?	Do FPAB has a formal sex based harassment policy? Have you considered supplementing it with a broader anti-harassment policy?	?	How well are complaints managed? How do FPAB knows (eg is feedback sought over whether the dispute resolution process has been effective)?
?	Do FPAB have a formal complaints mechanism?	?	Would FPAB policy and complaints procedures withstand the rigour of a review by an independent third party?
?	Are there guarantees relating to privacy and confidentiality?

1.2 SITUATION ANALYSIS, IdentifyING SexUAL Harassment Issues and need for policy

FPAB has to remember that their organisation is unique and may have unique issues. However, the following questions may be helpful when analysing FPAB as a workplace.

1.1 ANALYZING FPAB AS Workplace

To assist FPAB itself to analyze it as a workplace to identify sex-based harassment issues for women, FPAB management could:

Revisit FPAB workforce profile to find where FPAB female employees are.

Consult with FPAB employees.

Examine the current situations, policies if any and practices that aim to promote a harassment-free workplace.

A harassment-free-workplace can benefit employee

Providing a harassment-free workplace can benefit employee, team and organisational effectiveness by:

Improving workplace morale, productivity and trust.

Minimising financial and legal costs incurred when managing a complaint.

Avoiding potential damage to the corporate brand as a result of negative media coverage.

The information provided here aims to assist FPAB to start thinking about:

How FPAB could analyse its workplaces to identify any sex-based harassment issues for women.

Suggested actions FPAB could take to address the sex-based harassment issues for women FPAB have identified.

Keeping in mind that women are not a homogenous group but reflect the diversity of the larger population. By recognising and valuing women’s differences (such as age, religion, cultural and linguistic backgrounds, disability, sexual orientation, etc) in the management of workplace issues, FPAB performance stands to benefit from the range of skills and experiences they are able to contribute.

Not all issues, actions and examples suggested here are relevant to FPAB as an organization. It is up to FPAB and its workers to decide what is appropriate and relevant for the organization of FPAB to consider when analyzing FPAB as a workplace to identify issues for women, and taking actions to address these.