Constitution of the Internal Complaints Committee (ICC) under the POSH Act: Roles, Structure, and Responsibilities.

The Prevention of Sexual Harassment (POSH) Act, 2013, was enacted to address workplace sexual harassment in India and mandates every organization to establish an Internal Complaints Committee (ICC). The ICC plays a pivotal role in ensuring a safe and harassment-free work environment. Its primary responsibility is to investigate complaints of sexual harassment, ensure a fair inquiry, and recommend appropriate action. In this article, we will explore the structure, composition, and responsibilities of the ICC, along with the legal requirements governing its formation and operation.

1. Legal Mandate for the ICC under the POSH Act

Under the POSH Act, every employer is legally required to establish an Internal Complaints Committee (ICC) in the workplace to handle complaints of sexual harassment. This obligation applies to any organization with 10 or more employees. The ICC must be constituted at every branch or office location where the employee headcount meets this threshold. Failure to constitute an ICC can lead to penalties under the law.

2. Composition of the Internal Complaints Committee

The composition of the ICC is critical to ensuring a fair and unbiased inquiry. The POSH Act provides specific guidelines regarding the appointment of members, ensuring that the committee is diverse, impartial, and capable of handling sensitive issues related to sexual harassment. The ICC should have the following members:

a) Presiding Officer (Chairperson)

• The Presiding Officer must be a woman employed at a senior level in the organization.

• If no senior woman employee is available at a particular office or branch, the employer may nominate a woman from another office or branch of the same organization.

• The selection of a woman as Chairperson ensures that female employees feel more comfortable approaching the committee with complaints of sexual harassment, considering the gendered nature of most harassment cases.

b) Internal Members

• The ICC must include at least two employees from within the organization who are committed to the cause of women or have experience in social work or legal knowledge related to women's rights.

• These members play a critical role in maintaining the committee’s sensitivity and awareness of issues surrounding gender equity, and they contribute to the decision-making process by providing their insights.

c) External Member (Third Party Representation)

• One external member, who is not employed by the organization, must be appointed to the ICC. This individual should be committed to the cause of women or possess expertise in dealing with issues of sexual harassment and knowledge of quasi judicial civil court procedure.

• The external member ensures impartiality and brings an objective, independent perspective to the inquiry process, minimizing the risk of internal bias within the organization.

d) Gender and Representation Requirements

• The law requires that at least half of the members of the ICC must be women. This requirement promotes a more gender-sensitive approach to handling complaints, making it easier for female employees to engage with the committee without hesitation.

3. Appointment Criteria and Tenure of ICC Members

a) Appointment Process

• The employer is responsible for appointing ICC members, ensuring that they meet the qualifications outlined in the POSH Act.

• The selection of members should be made with care to ensure that the committee remains neutral and credible, with a mix of seniority, expertise, and gender balance.

b) Tenure

• Members of the ICC, including the Chairperson, are appointed for a term of three years.

• At the end of their tenure, they can be reappointed or replaced by new members. The tenure ensures that the ICC operates efficiently and that there is no unnecessary turnover, which could affect the continuity of cases being handled by the committee.

c) Disqualification of Members

• The ICC must maintain objectivity and neutrality. Therefore, members with any conflict of interest in a particular case are required to recuse themselves from the inquiry.

• Members can also be disqualified if they disclose sensitive information about complaints or fail to uphold the confidentiality required during the inquiry process.

4. Roles and Responsibilities of the ICC Members

The ICC’s effectiveness depends on its ability to conduct fair, unbiased, and confidential inquiries into complaints of sexual harassment. Each member has specific roles and responsibilities that contribute to the inquiry process.

a) Presiding Officer (Chairperson)

• The Chairperson leads the inquiry process, ensuring that the complaint is handled with diligence, confidentiality, and sensitivity.

• They are responsible for scheduling meetings, overseeing investigations, and ensuring that the inquiry is conducted in compliance with the POSH Act’s procedural guidelines.

b) Internal Members

• Internal members assist in the collection of evidence, examination of witnesses, and interviews with the complainant and respondent.

• They also provide insight on the organization's culture and operational processes, helping ensure that the inquiry is relevant and fair in the organizational context.

c) External Member

• The external member's primary responsibility is to maintain objectivity and independence throughout the inquiry.

• They ensure that the internal members and the Chairperson are unbiased and that the committee follows the law and principles of natural justice.

d) Responsibilities During the Inquiry

• The ICC must begin an inquiry within 7 days of receiving the complaint and complete the inquiry within 90 days.

• Both parties must be given the opportunity to present their cases, submit evidence, and respond to the evidence submitted against them. The principles of natural justice, such as the right to a fair hearing, must be followed throughout the inquiry.

• After concluding the inquiry, the ICC is required to submit a report to the employer within 10 days. The report must include the committee's findings, conclusions, and recommended actions, including disciplinary action or compensation, if warranted.

e) Confidentiality

• The ICC is legally obligated to maintain strict confidentiality about the details of the complaint, the parties involved, and the proceedings. Breach of confidentiality by any member may lead to disqualification and legal consequences.

• Confidentiality ensures that the dignity and privacy of both the complainant and the respondent are protected, and the inquiry process is not influenced by external factors.

5. Functions of the ICC in Ensuring a Fair and Unbiased Inquiry

The ICC’s core function is to conduct a fair and unbiased inquiry into complaints of sexual harassment, adhering to the guidelines laid down by the POSH Act. To do so, the ICC must:

a) Provide Assistance to the Complainant

• Assist the complainant in filing the complaint and ensuring that their rights are protected during the inquiry process.

• Offer interim relief, such as changing work duties, granting leave, or ensuring that the complainant is not subjected to further harassment during the course of the inquiry.

b) Conduct an Impartial Inquiry

• The ICC must act independently and without prejudice. Members must set aside personal biases and focus solely on the facts and evidence presented.

• The principles of natural justice, such as giving both parties an equal opportunity to present their case, are critical to maintaining the integrity of the inquiry.

c) Make Recommendations and Ensure Follow-Up

• After concluding the inquiry, the ICC must provide recommendations on appropriate actions, such as disciplinary measures, legal recourse, or compensation.

• The employer is obligated to implement these recommendations within 60 days. The ICC must ensure that the recommendations are acted upon and that justice is served in a timely manner.

Constitution of the Internal Complaints Committee (ICC) under the POSH Act: Roles, Structure, and Responsibilities

The Prevention of Sexual Harassment (POSH) Act, 2013, was enacted to address workplace sexual harassment in India and mandates every organization to establish an Internal Complaints Committee (ICC). The ICC plays a pivotal role in ensuring a safe and harassment-free work environment. Its primary responsibility is to investigate complaints of sexual harassment, ensure a fair inquiry, and recommend appropriate action. In this article, we will explore the structure, composition, and responsibilities of the ICC, along with the legal requirements governing its formation and operation.

1. Legal Mandate for the ICC under the POSH Act

Under the POSH Act, every employer is legally required to establish an Internal Complaints Committee (ICC) in the workplace to handle complaints of sexual harassment. This obligation applies to any organization with 10 or more employees. The ICC must be constituted at every branch or office location where the employee headcount meets this threshold. Failure to constitute an ICC can lead to penalties under the law.

2. Composition of the Internal Complaints Committee

The composition of the ICC is critical to ensuring a fair and unbiased inquiry. The POSH Act provides specific guidelines regarding the appointment of members, ensuring that the committee is diverse, impartial, and capable of handling sensitive issues related to sexual harassment. The ICC should have the following members:

a) Presiding Officer (Chairperson)

• The Presiding Officer must be a woman employed at a senior level in the organization.

• If no senior woman employee is available at a particular office or branch, the employer may nominate a woman from another office or branch of the same organization

• The selection of a woman as Chairperson ensures that female employees feel more comfortable approaching the committee with complaints of sexual harassment, considering the gendered nature of most harassment cases.

b) Internal Members

• The ICC must include at least two employees from within the organization who are committed to the cause of women or have experience in social work or legal knowledge related to women's rights.

• These members play a critical role in maintaining the committee’s sensitivity and awareness of issues surrounding gender equity, and they contribute to the decision-making process by providing their insights.

c) External Member (Third Party Representation)

• One external member, who is not employed by the organization, must be appointed to the ICC. This individual should be committed to the cause of women or possess expertise in dealing with issues of sexual harassment and knowledge of quasi judicial civil court procedure.

• The external member ensures impartiality and brings an objective, independent perspective to the inquiry process, minimizing the risk of internal bias within the organization.

d) Gender and Representation Requirements

• The law requires that at least half of the members of the ICC must be women. This requirement promotes a more gender-sensitive approach to handling complaints, making it easier for female employees to engage with the committee without hesitation.

3. Appointment Criteria and Tenure of ICC Members

a) Appointment Process

• The employer is responsible for appointing ICC members, ensuring that they meet the qualifications outlined in the POSH Act.

• The selection of members should be made with care to ensure that the committee remains neutral and credible, with a mix of seniority, expertise, and gender balance.

b) Tenure

• Members of the ICC, including the Chairperson, are appointed for a term of three years.

• At the end of their tenure, they can be reappointed or replaced by new members. The tenure ensures that the ICC operates efficiently and that there is no unnecessary turnover, which could affect the continuity of cases being handled by the committee.

c) Disqualification of Members

• The ICC must maintain objectivity and neutrality. Therefore, members with any conflict of interest in a particular case are required to recuse themselves from the inquiry.

• Members can also be disqualified if they disclose sensitive information about complaints or fail to uphold the confidentiality required during the inquiry process.

4. Roles and Responsibilities of the ICC Members

The ICC’s effectiveness depends on its ability to conduct fair, unbiased, and confidential inquiries into complaints of sexual harassment. Each member has specific roles and responsibilities that contribute to the inquiry process.

a) Presiding Officer (Chairperson)

• The Chairperson leads the inquiry process, ensuring that the complaint is handled with diligence, confidentiality, and sensitivity.

• They are responsible for scheduling meetings, overseeing investigations, and ensuring that the inquiry is conducted in compliance with the POSH Act’s procedural guidelines.

b) Internal Members

• Internal members assist in the collection of evidence, examination of witnesses, and interviews with the complainant and respondent.

• They also provide insight on the organization's culture and operational processes, helping ensure that the inquiry is relevant and fair in the organizational context.

c) External Member

• The external member's primary responsibility is to maintain objectivity and independence throughout the inquiry.

• They ensure that the internal members and the Chairperson are unbiased and that the committee follows the law and principles of natural justice.

d) Responsibilities During the Inquiry

• The ICC must begin an inquiry within 7 days of receiving the complaint and complete the inquiry within 90 days.

• Both parties must be given the opportunity to present their cases, submit evidence, and respond to the evidence submitted against them. The principles of natural justice, such as the right to a fair hearing, must be followed throughout the inquiry.

• After concluding the inquiry, the ICC is required to submit a report to the employer within 10 days. The report must include the committee's findings, conclusions, and recommended actions, including disciplinary action or compensation, if warranted.

e) Confidentiality

• The ICC is legally obligated to maintain strict confidentiality about the details of the complaint, the parties involved, and the proceedings. Breach of confidentiality by any member may lead to disqualification and legal consequences.

• Confidentiality ensures that the dignity and privacy of both the complainant and the respondent are protected, and the inquiry process is not influenced by external factors.

5. Functions of the ICC in Ensuring a Fair and Unbiased Inquiry

The ICC’s core function is to conduct a fair and unbiased inquiry into complaints of sexual harassment, adhering to the guidelines laid down by the POSH Act. To do so, the ICC must:

a) Provide Assistance to the Complainant

• Assist the complainant in filing the complaint and ensuring that their rights are protected during the inquiry process.

• Offer interim relief, such as changing work duties, granting leave, or ensuring that the complainant is not subjected to further harassment during the course of the inquiry

b) Conduct an Impartial Inquiry

• The ICC must act independently and without prejudice. Members must set aside personal biases and focus solely on the facts and evidence presented.

• The principles of natural justice, such as giving both parties an equal opportunity to present their case, are critical to maintaining the integrity of the inquiry.

c) Make Recommendations and Ensure Follow-Up

• After concluding the inquiry, the ICC must provide recommendations on appropriate actions, such as disciplinary measures, legal recourse, or compensation.

• The employer is obligated to implement these recommendations within 60 days. The ICC must ensure that the recommendations are acted upon and that justice is served in a timely manner.

Breaking the Silence: Addressing Retaliation in the Workplace.

Retaliation against employees who report sexual harassment or misconduct is a serious issue that can perpetuate a culture of fear and silence. In this article, we examine a hypothetical case study involving retaliation against a whistleblower and discuss the importance of protecting employees who come forward with complaints.

Case Study : Retaliation

Scenario: Jane, a diligent employee, finds herself in a challenging situation after bravely reporting sexual harassment by her colleague. Instead of receiving support and protection, Jane experiences ostracism and denial of opportunities for advancement within the company. The hostile environment she faces leaves her feeling isolated and discouraged.

Response: Retaliation against whistleblowers not only undermines the integrity of the reporting process but also creates a toxic work environment that can have far-reaching consequences. Here's how organizations can respond effectively to instances of retaliation:

1. Thorough Investigation: The first step in addressing retaliation is to conduct a thorough investigation into the whistleblower's claims. HR should take Jane's allegations seriously and initiate an impartial investigation to determine the validity of her complaints. It's crucial for HR to gather evidence, interview relevant parties, and ensure confidentiality throughout the process.

2. Provide Support: Whistleblowers like Jane often face significant emotional and professional challenges as a result of their decision to come forward. It's essential for organizations to provide support and resources to help whistleblowers navigate the aftermath of their disclosure. This may include access to counseling services, legal assistance, or temporary reassignment to a different department to minimize the risk of further retaliation.

3. Address the Hostile Work Environment: Retaliation can manifest in various forms, including ostracism, denial of opportunities, or even direct threats. Organizations must take decisive action to address the hostile work environment and ensure that whistleblowers feel safe and supported in their workplace. This may involve counseling sessions, mediation, or disciplinary action against individuals engaged in retaliatory behavior.

4. Implement Policies Against Retaliation: To prevent retaliation and protect whistleblowers, organizations should implement clear policies and procedures that explicitly prohibit retaliation against employees who report misconduct. These policies should be communicated to all employees, enforced consistently, and accompanied by training sessions to raise awareness about the importance of protecting whistleblowers.

5. Foster a Culture of Accountability: Ultimately, creating a workplace culture that values transparency, integrity, and accountability is essential for preventing retaliation and fostering trust among employees. Organizations should lead by example, demonstrating a commitment to upholding ethical standards and supporting employees who speak out against wrongdoing.

In conclusion, addressing retaliation in the workplace requires a multi-faceted approach that prioritizes protecting whistleblowers, fostering a culture of accountability, and creating a safe and supportive work environment for all employees. By taking proactive measures to address retaliation and support whistleblowers, organizations can promote a culture of transparency and integrity that benefits everyone. Together, we can break the silence and create workplaces where employees feel empowered to speak out against harassment and misconduct without fear of reprisal.

Essential Skills for Internal Committee (IC) Members: Navigating Workplace Harassment Cases

The role of Internal Committee (IC) members in addressing workplace harassment is pivotal in creating safe and inclusive environments. As custodians of the prevention, prohibition, and redressal framework laid out by the Sexual Harassment of Women at Workplace (Prevention, Prohibition, and Redressal) Act, 2013 (POSH Act), IC members need a diverse skill set to effectively handle cases. This article delves into the key skills required by IC members to navigate the complexities of workplace harassment cases.

1. Legal Acumen:

A fundamental skill for IC members is a sound understanding of the legal framework governing workplace harassment. Familiarity with the POSH Act and related regulations equips IC members to interpret and apply the law accurately during investigations, ensuring that the organization remains compliant.

2. Empathy and Sensitivity:

Dealing with workplace harassment cases requires a high degree of empathy and sensitivity. IC members must be attuned to the emotional well-being of those involved in the case, creating an environment where survivors feel heard, supported, and respected throughout the process.

3. Communication Skills:

Effective communication is crucial for IC members to facilitate open dialogue with all parties involved. Clear and transparent communication helps in conveying the procedures, rights, and responsibilities outlined by the POSH Act. Additionally, it fosters trust among stakeholders and ensures a fair and unbiased process.

4. Conflict Resolution:

Workplace harassment cases often involve complex interpersonal dynamics. IC members need strong conflict resolution skills to navigate these complexities, mediate discussions, and find amicable resolutions. This skill is essential for maintaining a harmonious work environment post-investigation.

5. Objectivity and Impartiality:

IC members must maintain objectivity and impartiality throughout the investigation process. This includes setting aside personal biases, treating all parties fairly, and basing decisions solely on the evidence and facts presented during the proceedings.

6. Investigative Skills:

Conducting thorough and impartial investigations is a core responsibility of IC members. They need to possess investigative skills to gather evidence, interview witnesses, and assess the credibility of statements. Training in investigative techniques is valuable for IC members to ensure a comprehensive and fair inquiry.

7. Cultural Competence:

A diverse and inclusive workplace requires IC members to be culturally competent. This involves an understanding of various cultural nuances, norms, and perspectives to ensure that investigations are conducted with cultural sensitivity and awareness.

8. Time Management:

Workplace harassment cases often have strict timelines outlined by the POSH Act. IC members need strong time management skills to ensure that investigations are conducted promptly and that the organization adheres to legal obligations related to timelines and reporting.

9. Documentation and Record Keeping:

Thorough documentation is essential for compliance and transparency. IC members should possess strong record-keeping skills to document each stage of the investigation, including witness statements, findings, and corrective actions taken. Well-maintained records are critical in case of legal challenges.

10. Continuous Learning:

Workplace dynamics, legal frameworks, and best practices evolve over time. IC members should have a commitment to continuous learning, staying abreast of updates in the field of workplace harassment prevention, and regularly participating in training programs and workshops.

Conclusion:

The role of IC members is demanding, requiring a multifaceted skill set to address workplace harassment effectively. By cultivating legal acumen, empathy, communication skills, and a commitment to continuous learning, IC members contribute significantly to fostering safe and respectful workplaces. These key skills collectively empower IC members to navigate the complexities of workplace harassment cases with diligence, integrity, and a steadfast commitment to justice.

Navigating the Virtual Workplace: Addressing Digital Harassment under the POSH Act

The advent of remote work, accelerated by global events, has transformed the traditional office landscape, bringing about unprecedented challenges and opportunities. As organizations navigate the digital realm, issues related to digital harassment have gained prominence, prompting a closer examination of how the Sexual Harassment of Women at Workplace (Prevention, Prohibition, and Redressal) Act, 2013 (POSH Act) is applied in virtual workspaces. This article explores the trends in addressing online harassment, the challenges faced, and the evolving landscape of workplace regulations in the digital era.

The Digital Workspace Landscape:

The shift to remote work has redefined the workplace, allowing for flexibility and accessibility but also presenting unique challenges. Virtual interactions, often conducted through various digital platforms, have become the new norm. However, this transition has brought to light the prevalence of digital harassment, encompassing a range of behaviors from inappropriate messages to cyberbullying.

Trends in Applying the POSH Act to Virtual Workspaces:

1. Expanded Definitions of Harassment:

The POSH Act, while originally crafted for physical workplaces, is adaptable to the virtual realm. Discussions are underway to expand the definitions of harassment to encompass digital interactions, acknowledging the diverse forms of harassment that can occur online.

2. Incorporating Virtual Platforms into POSH Policies:

Organizations are revisiting their POSH policies to explicitly include guidelines and mechanisms for addressing digital harassment. This involves creating reporting channels specific to virtual spaces and outlining the consequences for online misconduct.

3. Remote Investigations and Confidentiality:

With incidents of digital harassment, investigations may need to be conducted remotely. Ensuring the confidentiality of those involved becomes paramount. The POSH Act is being applied to establish procedures for remote investigations that maintain the privacy of the parties.

4. Educational Initiatives on Digital Etiquette:

Training programs under the POSH Act are evolving to include modules on digital etiquette and respectful communication in virtual settings. Education about the boundaries of acceptable behavior online is becoming an integral part of workplace sensitization efforts.

5. Technological Solutions for Prevention:

Organizations are exploring technological solutions to prevent digital harassment. This includes the use of AI-powered tools that can detect and address inappropriate behavior in virtual communication channels, aligning with the preventive measures encouraged by the POSH Act.

Challenges in Addressing Online Harassment:

1. Defining the Boundaries of Virtual Spaces:

A significant challenge lies in defining the boundaries of virtual spaces covered by the POSH Act. Organizations need to establish clear guidelines on which digital platforms and interactions fall within the scope of workplace regulations.

2. Ensuring Accessibility of Support Mechanisms:

Providing accessible channels for reporting and seeking support in virtual workspaces is a challenge. Organizations must ensure that employees can easily access the support mechanisms outlined in the POSH Act, even when working remotely.

3. Balancing Employee Privacy and Investigation Needs:

Remote investigations require a delicate balance between respecting the privacy of the individuals involved and fulfilling the investigative needs outlined by the POSH Act. Organizations are working to strike this balance to ensure fair and thorough proceedings.

Conclusion:

The rise of remote work has not only redefined how we work but has also underscored the importance of adapting workplace regulations to the digital era. Addressing digital harassment under the POSH Act requires a nuanced approach, acknowledging the unique challenges presented by virtual workspaces. As discussions and trends evolve, organizations must stay proactive in aligning their policies with the digital landscape to foster safe, inclusive, and respectful virtual work environments.

Posh Law - Navigating the Shadows: Addressing Sexual Harassment in the Virtual Workspace

In an increasingly digital world, the way we work has undergone a radical transformation. The COVID-19 pandemic accelerated the shift towards remote work, making virtual spaces the new norm for countless professionals. While this transition brought numerous advantages, it has also exposed a darker side—the prevalence of sexual harassment in virtual workspaces. 

This article delves into the pressing issue of sexual harassment in the virtual workspace, its forms, consequences, and how organizations and individuals can combat it.

The Pervasiveness of Virtual Harassment

The virtual workspace offers convenience and flexibility, allowing employees to work from the comfort of their homes. However, it has also given rise to a new avenue for sexual harassment. Sexual harassment in the virtual realm can take various forms:

1. Unwanted Advances: Unsolicited messages, comments, or advances of a sexual nature through email, chat, or video conferencing platforms.

2. Inappropriate Content: Sharing or displaying sexually explicit content, images, or videos during virtual meetings or in work-related communications.

3. Cyberbullying: Using online platforms to intimidate, humiliate, or threaten someone based on their gender or sexual orientation.

4. Non-consensual Recording: Recording and sharing private video calls or conversations without consent, leading to privacy violations and potential blackmail.

5. Microaggressions: Making subtle but offensive comments or gestures related to gender, sexuality, or appearance during virtual interactions.

The Impact of Virtual Sexual Harassment

The consequences of sexual harassment in the virtual workspace are far-reaching and detrimental, affecting both individuals and organizations:

1. Emotional and Psychological Toll: Victims often experience anxiety, depression, and a decline in mental health due to the stress of dealing with harassment.

2. Professional Impact: Harassment can hinder victims' career advancement, productivity, and job satisfaction, leading to attrition and decreased workplace morale.

3. Organizational Costs: Companies that fail to address virtual harassment may face legal liabilities, damage to their reputation, and a loss of valuable employees.

Combatting Virtual Sexual Harassment

Addressing virtual sexual harassment requires proactive efforts from individuals, organizations, and society as a whole:

1. Clear Policies and Reporting Mechanisms: Companies must establish comprehensive anti-harassment policies and provide clear channels for reporting incidents, ensuring that victims feel safe coming forward.

2. Training and Education: Regular training on sexual harassment prevention and diversity and inclusion can raise awareness and promote a respectful virtual workspace.

3. Technological Solutions: Employers can implement cybersecurity measures to prevent the unauthorized sharing of sensitive information and conduct regular audits to identify potential issues.

4. Support Systems: Offer support and resources for victims, such as counseling services, legal assistance, or HR guidance.

5. Cultural Change: Foster a culture of respect, inclusivity, and zero tolerance for harassment, both in physical and virtual workspaces.

Conclusion

As the virtual workspace continues to evolve, addressing sexual harassment is an imperative. Organizations must take concrete steps to combat this pervasive issue, ensuring that their employees can work in an environment free from harassment and intimidation. By working together, individuals, companies, and society can create a safer and more equitable virtual workspace for all.

National Commission of Women and POSH ACT

A statutory organisation called the National Commission of Women ("NCW") was established to examine and develop legal and policy recommendations pertaining to women's rights in India. Its role includes recommending corrective legal action, facilitating the resolution of grievances, and providing policy advice.

In addition, the PoSH Act has given the NCW a very particular role, allowing it to file a complaint on behalf of an injured woman with her consent if she is physically unable to do so.

Any woman also has the right to report sexual harassment, including at work, to the NCW. To accomplish this, go to the "Register online" menu and select the "Sexual Harassment at Workplace" category.

Additionally, any woman has the right to report sexual harassment to the NCW, including at work. This can be done online by choosing the 'SexualHarassment at Workplace' category from the list of available options under the 'Register online complaints' section. Another choice is to deliver a written application and all supporting materials personally or by mail. When the NCW receives a complaint like this, it raises the issue with the relevant organisations and has it resolved quickly.

The NCW website contains information about the number of complaints that were received in any given year. The evaluation of this data enables the identification of gaps in the current legal framework and the recommendation of revisions. These are also used by NCW as case studies in stakeholder sensitization campaigns.

The NCW has also promoted discussion to evaluate the PoSH Act's provisions critically.