• A clear profile of your organisation's current position across confidence, psychological safety and duty-of-care capability

• 2-3 priority insights highlighting where risk or performance pressure is quietly building

• A practical recommendation for your most sensible next steps (pilot, leadership session or capability upgrade)

• A leadership-ready summary you can forward internally

WHY THIS MATTERS NOW

Violence against women and girls has been formally recognised in the UK and globally as a systemic issue requiring prevention, leadership ownership and whole-system action — not just policy statements.

Recent national data shows that around 1 in 10 adults in the UK experience domestic abuse, sexual assault or stalking in a single year, with women disproportionately affected. Globally, the World Health Organization continues to report that nearly 1 in 3 women experience physical or sexual violence during their lifetime.

For organisations, the impact is not abstract.

Large-scale studies consistently show that safety concerns change behaviour: women restrict travel, alter working patterns, avoid opportunities and carry a hidden “cost of avoidance” that directly affects confidence, presence and performance. In workplace studies, over 80% of women who experience harassment do not report it, often due to fear of repercussions or lack of confidence in systems.

This creates a critical leadership gap.

Many organisations have strong values, policies and reporting frameworks — but far less visibility into whether leaders, managers and teams are practically equipped to prevent issues, respond well to disclosures, and create environments where confidence and psychological safety are genuinely felt.

This diagnostic exists to provide that clarity.

The question is no longer whether organisations care. It is whether their people are practically prepared.

What this diagnostic actually measures

This diagnostic assesses your organisation across three critical capability areas that determine whether safety, confidence and standards are truly embedded — not just written down.

1. Culture & Standards
Whether leaders consistently role-model expectations, reinforce behavioural standards, and create environments where issues are prevented rather than merely managed.

2. Psychological Safety
Whether people feel able to speak up, disclose concerns, challenge behaviour, and trust that issues will be handled well — without fear of blame or repercussions.

3. Leadership Ownership & Duty of Care
Whether responsibility for safety and standards is genuinely owned by leadership and management, not delegated solely to policy, HR or compliance processes.

Together, these form a practical, leadership-relevant view of how resilient your organisation really is when pressure is applied.