Principle 10 of the GAIA framework emphasizes that businesses are accountable for preventing gender-based violence and harassment (GBVH) and must learn from both risks and reported incidents. Companies have a responsibility to workers and stakeholders, including boards and shareholders, to act transparently, report on operations and supply chain due diligence, and share lessons learned. Recognizing that GBVH is complex, businesses are encouraged to reflect, improve, and collaborate rather than expecting perfect solutions on the first attempt.
In 2024, the Ethical Tea Partnership (ETP) commissioned a study to learn from three tea-producing companies that had publicly faced systemic sexual exploitation, abuse, and harassment (SEAH) in their workplaces. Instead of responding defensively, these companies openly participated, reflecting on successes, failures, and lessons learned. Conducted by Claire Lynch Consulting and Partner Africa, the research aimed to provide actionable insights for the wider industry on preventing and addressing SEAH.
The study adopted a participatory, multi-method approach, combining extensive dialogue with the three companies, stakeholder engagement across the tea sector, document review, and targeted desk research. Rather than endorsing any single company’s approach, the study distilled broader lessons about effective practices, gaps, and recommendations for industry-wide improvement.
The research identified causes of SEAH at three interconnected levels: individual behaviour, particularly abuse of power by authority figures; organisational environments with weak policies, ineffective grievance mechanisms, and lack of accountability; and supply chain and societal pressures, including economic vulnerabilities and harmful gender norms. This complexity explains why isolated interventions had failed and highlights the need for systemic solutions.
Analysis of the case studies revealed ten critical factors for effective crisis response to SEAH exposure: visible leadership and governance, immediate support for victim-survivors, safeguarding actions, fair and swift disciplinary measures, independent assessments, comprehensive remediation, structured planning and implementation, ongoing monitoring and reporting, active worker engagement, and collaboration with industry stakeholders. These principles are applicable to broader human rights and sensitive workplace issues.
Beyond crisis response, the research stresses that these factors should be embedded in ongoing gender-responsive human rights due diligence (GR-HRDD), moving from reactive to proactive management of SEAH risks. Key lessons for businesses include the insufficiency of traditional compliance approaches, the necessity of a survivor-centred approach, the importance of addressing power imbalances, the need for long-term organisational commitment, and fostering transparent communication with workers. Companies must measure impact, leverage buyer influence responsibly, recognize commercial pressures that increase worker vulnerability, share responsibility across the supply chain, and prioritise expertise and resources for effective SEAH interventions.
This project demonstrates Principle 10 in action: transparency, accountability, and learning through collaboration. By openly reflecting on challenges and sharing lessons publicly, the research aims to create safer, more equitable workplaces for women in the tea sector. Contributions from stakeholders involved in this study have also informed the development of GAIA principles, enabling other companies and industries to benefit from these insights.
