Compliance under the POSH Act extends beyond HR departments. Leadership bears cultural and governance responsibility. Tone from the top significantly influences reporting behavior and employee confidence.
Senior management must actively endorse policy, participate in awareness programs, and avoid informal interference in inquiries. Passive endorsement is insufficient; visible accountability matters.
Boards must review annual POSH reports and monitor systemic risks. In multinational and GCC structures, alignment with global harassment standards is critical.
Leadership silence often signals tolerance. Conversely, proactive messaging builds trust and deterrence.
Prevention is ultimately a leadership function, not merely a legal requirement
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