In 2019, several former employees of IKEA France came forward with allegations of sexual harassment by senior staff. They claimed the company had not taken adequate action despite their repeated complaints. As a result, IKEA faced legal repercussions not only for the harassment itself but also for mishandling the internal investigations. This situation emphasised the necessity for stronger internal processes that comply with EU regulations.
Helena Dalli, the European Commissioner for Equality remarked, “Sexual harassment in the workplace is not only a violation of fundamental rights but also a serious obstacle to achieving gender equality. We must create environments where all employees feel safe and respected, and where harassment is met with zero tolerance.”
In a separate incident in 2017, female staff members in the European Parliament publicly shared their experiences of harassment by MEPs (Members of the European Parliament). Despite being part of an institution that advocates for gender equality and human rights, these women felt let down by the ineffective internal mechanisms available to them. This high-profile case prompted significant reforms in the Parliament, including the development of stronger reporting channels and mandatory harassment training for MEPs.
Workplace sexual harassment has far-reaching effects, impacting not just the individuals involved but also team dynamics and the overall culture within organizations. While the European Union (EU) has established a strong legal framework to combat these issues, meaningful progress often comes from cases that draw attention to the problem. These incidents reveal the strides made and the ongoing challenges that need addressing.
One significant case was the 2017 Uber scandal. Although it originated in the U.S., it had considerable repercussions across Europe. Allegations of widespread harassment at Uber led to reviews and investigations within the company’s European offices. Several women in Uber’s London branch reported facing similar problems, including harassment by senior staff and a toxic workplace culture. Consequently, Uber had to change its policies globally, including implementing mandatory anti-harassment training and overhauling reporting systems in its European branches.
The Uber incident highlighted that multinational companies must consistently tackle these issues across all regions, not just where legal pressures are strongest. It also showcased the vital role of the media in exposing these problems and pushing organisations to take action.
 Moving forward: Insights from real cases
- Zero tolerance: Building safe workplaces isn’t just about following the rules. It’s about creating an environment where respect and accountability are non-negotiable. We need to normalise discussions around respect and workplace power dynamics so that zero tolerance for harassment is a part of our workplace value system.
- Accessible policies: Building policies that are available and accessible in multiple formats and languages can make a real difference in how well they’re understood and followed.
- Circle of trust: Creating reporting structures that are developed on values of empathy catalyse trust in the system. By showing, through consistent and fair actions, that reports will be taken seriously every time and will be dealt with utmost care and sensitivity.
- Walk the talk: When leadership models anti-harassment values and responds quickly to concerns, it sets a powerful example. Seeing a leader proactively circumvent anti-harassment resolution makes an employee feel valued.