By Sharon Mdaka
Gender-based violence and harassment (GBVH) remains one of the most underreported and underestimated risks within the mining sector. While the industry has made significant strides in improving physical safety, a critical gap persists in addressing psychosocial hazards, particularly those linked to workplace harassment, abuse and violence.
A recent workshop hosted by Women in Mining South Africa (WiMSA) under its Voices for Safety campaign brought this matter into sharp focus, positioning GBVH not as a peripheral concern but as a core safety and operational risk that demands urgent
and structured intervention.
From anecdote to unmanaged risk
One of the central themes emerging from the session was the danger of underreporting. Within many mining operations, gender-based violence is often discussed informally through anecdotes, private disclosures, or internal conversations without entering formal reporting systems.
A critical blind spot
As highlighted during the discussion, unreported incidents remain invisible within organisational risk frameworks, meaning they are neither measured nor mitigated. In a sector where safety management relies heavily on data, this absence of reporting creates a false sense of security. The result is a dangerous contradiction: operations reporting zero incidents while employees continue to experience harm.
In operational environments, this blind spot can manifest in indirect ways such as increased near-misses, reduced situational awareness and breakdowns in team communication. These are often investigated as isolated safety incidents without recognising the underlying psychosocial contributors.
The psychological safety gap
Beyond the immediate harm, GBVH has far-reaching psychological consequences that directly affect workplace performance and safety outcomes. Insights shared during the workshop highlighted that victims of harassment and violence often experience reduced concentration and cognitive function, anxiety, depression and post-traumatic stress, difficulty in decision-making, as well as withdrawal and reduced engagement. These factors are not isolated personal challenges. They translate into operational risk.
In high-risk environments such as mining, where attention to detail and sound judgment are critical, impaired psychological well-being can increase the likelihood of errors, incidents and compromised safety performance.
Barriers to reporting
Despite the presence of policies and reporting mechanisms, many employees remain reluctant to come forward. Key barriers identified include fear of retaliation or victimisation, lack of trust in internal systems, concerns around confidentiality, and the stigma of being labelled or exposed.
In male-dominated environments, these challenges are often amplified. Employees may choose silence over escalation, particularly when previous cases have not been handled transparently or effectively.
As discussed during the session, informal reporting, where employees confide in colleagues or representatives without triggering formal processes, further limits the organisation’s ability to respond.
Rethinking GBVH as a safety issue
A critical shift advocated during the workshop is the need to treat GBVH with the same rigor as traditional safety hazards. Representatives linked to the Mine Health and Safety Council emphasised that gender-based violence should be embedded within existing health and safety management systems, not treated as a parallel or standalone initiative.
This includes integrating GBVH into risk assessments, safety audits and inspections, leadership walkabouts, as well as toolbox talks and daily safety briefings. The message is clear: if GBVH is excluded from safety systems, then safety systems are incomplete.
Leadership and accountability
Effective prevention requires visible and measurable leadership commitment. The workshop highlighted the importance of embedding GBVH metrics into executive performance indicators, demonstrating accountability through consistent disciplinary action, and communicating outcomes transparently while maintaining confidentiality.
Employees are more likely to trust reporting systems when they see tangible action and consistent consequences for misconduct. Without this, policies risk becoming symbolic rather than functional.
A recurring theme throughout the discussion was the importance of creating safe, accessible and trusted reporting pathways. External organisations such as Mohau Counselling Centre were highlighted as critical partners in this ecosystem, offering confidential counselling services, trauma-informed support and independent reporting avenues.
Such partnerships are particularly important in cases where employees do not feel safe reporting internally. In addition, the need for trained first responders within organisations was emphasised. The initial response to a report can significantly influence whether a victim continues with the process or withdraws entirely.
Closing the data gap
One of the most pressing challenges remains the lack of reliable, industry-wide data on GBVH. Without accurate reporting, trends cannot be identified, resources cannot be allocated effectively, and interventions cannot be measured.
Efforts are underway within industry structures to improve reporting systems and data collection, to enable more targeted and effective responses. Over time, the goal is to reach a level of maturity where GBVH data is tracked and reported with the same consistency as other safety metrics.
There is also an opportunity to leverage digital reporting platforms and anonymised data tools to improve reporting rates and build more reliable datasets, enabling predictive insights and targeted interventions across operations.
A collective responsibility
Addressing gender-based violence in mining cannot be the responsibility of women alone. The workshop underscored the importance of collective action, including the active involvement of male counterparts as allies in driving cultural change.
This includes challenging harmful behaviours, supporting reporting processes and promoting respectful workplace interactions. Real transformation will require a shift not only in systems and policies, but also in workplace culture.
From compliance to culture
The mining industry has demonstrated its ability to improve safety outcomes through structured systems, strong leadership and collective commitment. Applying the same principles to GBVH presents an opportunity to close one of the most critical gaps in current safety frameworks.
As the workshop concluded, a powerful message emerged: What is not measured is not managed, and what is not managed is ultimately tolerated. For an industry committed to zero harm, the inclusion of dignity, respect and psychological safety is no longer optional. It is essential.