The greatest risk for the company is not only the occurrence of harassment, but the lack of organizational visibility regarding the problem.
In a scenario of significant growth in labor lawsuits and institutional complaints, corporate silence has proven to be as damaging as the illicit conduct itself.
Data from KPMG, in the research “Map of Harassment in Brazil 2025”, indicates that almost 1 in 3 professionals suffered some type of harassment in the last year, with moral or psychological harassment being the most frequent. Approximately 38% of victims do not report the crime due to fear of retaliation, exposure, or distrust in internal channels.
The impact is reflected in official statistics: the Superior Labor Court recorded an increase of approximately 22% in lawsuits for moral harassment and about 40% in lawsuits for sexual harassment. In the extrajudicial sphere, the Labor Prosecutor’s Office pointed to a 26.9% increase in complaints compared to 2024. The equation is clear: the lower the internal trust, the greater the external litigation.
Strengthening the relationship of trust between employees and the organization is therefore essential. This involves responsible leadership and effective, accessible, and reliable internal channels capable of encouraging early reporting and enabling rapid responses.
Below, we highlight 4 key points to consider:
1. Formal internal investigation protocol: Clear, impartial, and standardized procedures, supported by robust documentation and well-founded decisions. Without a method, the investigation loses credibility, including in the case of eventual legal defense.
2. Effective reporting channel: It must guarantee genuine anonymity, protection against retaliation, and a timely response. The investigation and any eventual application of measures must occur swiftly, otherwise it risks being characterized as institutional tolerance or tacit forgiveness.
3. Ongoing leadership training: Managers are the main link with employees and must balance results and human factors, paying attention to signs of psychosocial risks before they turn into legal liabilities.
4. Mapping and managing psychosocial risks: With the update of Regulatory Standard No. 1 and the inclusion of psychosocial risks in Occupational Risk Management, the topic formally becomes part of the occupational health and safety agenda, requiring a structured diagnosis and a consistent action plan.
During Women’s Day week, the topic takes on added relevance. A study by Mindsight (2021) indicates that women may suffer up to three times more sexual harassment than men. Regarding moral harassment, 38% of women reported having experienced the situation, compared to 30% of men. The oversight role of the Labor Prosecutor’s Office is expected to intensify, especially in light of new requirements regarding psychosocial risks, with fines anticipated starting in May 2026.
Given this scenario, the moment demands a strategic and preventative approach, avoiding a business response limited to emergency restructurings, compensation payments, or defensive actions in judicial and administrative proceedings.
