Domestic and family violence (DFV) is often framed as a private issue.
But the evidence is clear, it is a workplace issue with significant economic, operational and human costs.
Across Australia, hundreds of thousands of employees are navigating violence while trying to remain in work. The result is not only devastating for individuals, but also costly for organisations and the broader economy.
DFV is already in your workforce
According to the Australian Institute of Health and Welfare, more than 60% of women experiencing domestic violence are in employment.
Research led by Anne Summers in The Cost of Domestic Violence to Women’s Employment and Education (2025) found that in 2021–22 alone, over 704,000 working-age women had experienced partner violence, emotional abuse, or economic abuse in the previous five years.
This means DFV is not a rare or external issue – it is present in every workforce.
The hidden productivity and performance cost
DFV directly impacts employees’ ability to work safely and effectively.
The AIHW reports that:
- 61% of victim-survivors experience impacts at work
- 41% report reduced productivity
- 37% report impacts on attendance
- 35% report reduced work quality
At the same time, people who use violence often actively interfere with employment, including harassment during work hours and preventing employees from getting to work.
For employers, this translates into:
- Presenteeism (reduced productivity while at work)
- Increased absenteeism
- Safety and operational risks
These are ongoing, compounding costs – not one-off incidents.
The employment gap: a direct economic loss
One of the most significant findings from the Summers’ report is the “employment gap.”
- 81.4% of women who have not experienced economic abuse are employed
- Compared to just 72% of those who have
- A gap of up to 9.4%
Women experiencing DFV are more likely to:
- Reduce their working hours
- Move into lower-paid roles
- Exit the workforce entirely
Many are pressured or coerced by perpetrators to leave work, with hundreds of thousands reporting partners attempting to control their ability to earn an income.
For workplaces, this means:
- Loss of skilled employees
- Increased turnover and recruitment costs
- Reduced workforce participation
Absenteeism and disruption
The Summers research also found:
- 35% of women took time off work due to violence
- With an average of 31 days absent
This is not typical leave – it is often unplanned, crisis-driven and prolonged, making it difficult for organisations to manage.
The impact includes:
- Workflow disruption
- Increased workload for other staff
- Reduced team performance
The long-term talent pipeline impact: the education gap
The cost of DFV doesn’t stop at current employees – it also affects the future workforce.
Using data from the Australian Longitudinal Study on Women’s Health, the Summers’ report identified an “education gap”:
- Nearly 15% lower university attainment among young women who have experienced DFV
- A 9.7% reduction in degree completion overall
This has lifelong consequences:
- Women without degrees may earn up to 41% less over their lifetime
For employers and the economy, this means:
- A reduced pipeline of skilled talent
- Lower workforce capability
- Long-term productivity loss
Financial stress and workplace vulnerability
Victim-survivors are also significantly more likely to experience financial hardship:
- 44% unable to meet household expenses
- 28% relying on financial support from family or friends
- Compared to just 7% of women who have not experienced violence
This financial instability increases:
- Dependence on employment for safety
- Vulnerability to further abuse
- Pressure on employers to respond appropriately
The true cost – more than just dollars
Research consistently shows that the true cost of DFV to workplaces is underestimated.
Beyond absenteeism, organisations absorb:
- Lost productivity
- Staff turnover
- Recruitment and training costs
- Management and HR time
- Workplace safety risks
As Professor Anne Summers states “Domestic violence isn’t just a private matter – it’s also a workplace and university issue that demands immediate action.”
Why this matters for employers
DFV is not only a social issue – it is a business risk and responsibility.
It affects:
- Workforce stability
- Organisational performance
- Employee safety and wellbeing
- Legal and regulatory compliance
And increasingly, regulators and frameworks across Australia are recognising this.
What the evidence tells us
The research is clear:
- DFV reduces workforce participation
- It disrupts productivity and performance
- It drives absenteeism and turnover
- It weakens the future talent pipeline
- And it creates significant hidden organisational costs
As Anne Summers states “Employment and education are not just tools for empowerment – they’re lifelines.”
Moving forward
The findings from this research, supported by national data, reinforce the need for systemic and workplace-level responses, including:
- Increased awareness and access to paid domestic violence leave
- Strong, trauma-informed workplace policies
- Manager capability to respond safely and appropriately
- Integration of employment support with DFV services
References
- Australian Institute of Health and Welfare (2024–2026), Family, domestic and sexual violence data
- Anne Summers (2025), The Cost of Domestic Violence to Women’s Employment and Education, University of Technology Sydney, supported by Paul Ramsay Foundation
- Australian Bureau of Statistics (2021–22), Personal Safety Survey
- Australian Longitudinal Study on Women’s Health
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