Common rules against discrimination, victimization and harassment

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1. About the steering document

1.1 Decided

The common rules against discrimination, victimisation and harassment were established by RFSL’s congress May 11-13, 2018.

1.2 Previous steering documents

The common rules do not replace any previous steering documents. 

1.3 Superior steering document

RFSL’s statutes.

1.4 Subordinate steering documents

There are no subordinate steering documents.

The objective of the steering document

RFSL works to be an inclusive organisation that makes use of all experiences and perspectives that exist within the LGBTQ community. Everybody, regardless of gender, sexuality, sexual orientation, sexual practices, ethnicity/nationality/origin, religion, class, geographic location, disability, age forms of co-habitation and HIV status should feel welcome and respected within RFSL and be given the same rights, preconditions and opportunities. RFSL does not accept discrimination, victimisation, violation and harassment. Such behaviour harms the organisation and counteracts the opportunity of creating a good environment and good preconditions in our work with human rights. RFSL should have a broad representation of people, trustees, volunteers, activists and members with different backgrounds, identities and experiences. We should be a role-model in making use of people’s capacity regardless of ethnicity, disability, gender, gender identity and gender expression, religion or other belief, sexual orientation or age. In the organisation it’s important to strive for breadth and work actively both with recruitment and inclusion. 

The common rules against discrimination, victimisation and harassment aim at describing and clarifying basic values, overriding goals and the division of responsibility for RFSL’s work against discrimination, victimisation and harassment The common rules apply to RFSL nationally and locally. The common rules apply to all arrangements made by RFSL and people who represent RFSL and the operations in RFSL’s premises. 

1.6 Affected organisations and people

The common rules apply to the National Office, the branches and the branches’ external operations. 

1.7 Delegations in the steering document

In section 2.4 is delegated to the association board of trustees to decide upon a whistle-blowing policy.  

2. Decisions

2.1 Discrimination, victimisation and harassment

Direct discrimination is when someone is disadvantaged by being treated worse than someone else in a comparable situation. The disadvantage should correspond with one of the seven grounds of discrimination.

Indirect discrimination happens when there’s a rule or routine that especially disadvantages people of a certain gender, certain gender identity or expression, certain ethnicity, certain religion or other belief, certain disability, certain sexual orientation or certain age.

Instruction to discriminate is when someone gives an order or instructs someone in a dependent position to discriminate against someone else. 

Victimisation are acts that are perceived as violating by those affected by them. The acts are often perceived as incomprehensible and unfair. The acts can lead to an estrangement from the community. It is worse if the acts are repeated and continue for a long time. Warning signals of victimisation are for example, difficulties in working together, conflicts, looking for scape-goats, a work climate marked by a suppressed atmosphere, jokes that not everybody is comfortable with, high sickness rates, high staff turnover, lessened effectivity and productivity.

Bullying may be the consequence of harassment. In studies of bullying, it’s common that bullying is defined as recurring negative acts over a time period (often at least six months) directed at individuals or a group. In the definition is included that there’s an imbalance between the bully and the victim and that the acts lead to that the victim is put outside the social community.

Harassment is an act that violates someone’s worth. Harassment may be expressing derogatory generalisations connected to the grounds of discrimination.

Sexual harassment is a behaviour of a sexual nature that violates someone’s dignity. It may be touching, groping, jokes, suggestions, looks or images that are sexually charged and perceived as derogatory. Sexual harassment is different from flirting because it is unwelcomed. The common denominator for harassment is that it makes a person feel insulted, threatened, violated or maltreated. It’s up to the victim to decide what they believe to be insulting, threatening, violating or maltreatment. Meetings and relationships should be marked by reciprocity and consent. It’s therefore important that each person takes responsibility for that their behaviour is welcome by asking questions and being attentive. It’s also important that we take responsibility for each other in social contexts, since it can be hard to speak up when you are subject to sexual harassment. A welcoming and open climate makes it easier for the individual to express if a behaviour is unwelcome. 

Lack of accessibility is when a person with a disability is disadvantaged because the operation hasn’t taken special accessibility measures in order for that person to be placed in a comparable situation with people without this disability. 

2.2 Proactive work against discrimination and harassment

To proactively conduct a proactive work RFSL should assess if there are risks of discrimination or if there are other obstacles for individuals’ equal rights and opportunities within the organisation and take the proactive and promoting measures that may be necessary. The organisation should follow-up and evaluate the work on proactive measures on an on-going basis. 

Everybody within RFSL should be watchful of risk factors such as ignorance, delegation of work (too much/little to do and the person with the right competency for the task), unclear role distribution, consequences of change, conflicts, non-present people in positions of responsibility. RFSL should work actively in spreading promoting techniques and tools to counteract domination techniques. Within RFSL the president, vice president and the management should have access to a basic education in anti-discrimination. RFSL should apply competency-based recruiting that contributes to a breadth of experiences and competencies within the organisation. 

2.3 Surveys among members and trustees

In the systematic work we use one yearly survey among members and one among trustees to identify risks and map out the occurrence of discrimination. 

The yearly surveys should be shaped to also identify risks when it comes to discrimination and equal treatment. It should contain questions such as: 

– When we make gender divided statistics, what alternative is best for you?

– The others in my branch respect me. 

– On our board/branch we treat each other respectfully. 

– On our board/branch we appreciate each other’s differences.

– Discrimination and harassment is not accepted on our board/branch.

– Offensive jargon and comments isn’t accepted on our board/branch.

– On our board and branch we try to make everybody feel welcome.

– The president and possible executive director treat trustees and members with respect.

– Have you felt discriminated against or harassed within RFSL during the past six months?

– Have you felt discriminated against or harassed by someone in your branch during the past six months?

– Have you felt discriminated against or harassed by any external person during the past six months? 

2.4 Duty to report

It’s upon all people with a position of trust, activists and employees of RFSL to report all forms of suspected violation or discrimination. Other members should report all forms of suspected violation or discrimination.

2.5 Routines in discrimination, harassment and violations

The association board of trustees should decide upon a policy for routines to handle possible discrimination, harassment, violations and bullying. Such a policy is called a whistle blowing policy. 

A member, trustee or volunteer who feels exposed to, or witnesses, violation, discrimination or unfair treatment should have the opportunity to report this. 

Firstly, you should contact the president or board in your branch, national president, vice president, individual members of the board, the executive director or membership manager. If a report concerns both the executive director and president, the National Office’s accountants can be contacted directly. You can report anonymously, but contact information to the person reporting is appreciated and facilitates communication. Regardless of who the member chooses to contact, the errand should be addressed speedily and with discretion. The member may remain anonymous. No case should be pursued further than the member wants.

A report should contain answers to the questions below and be as detailed as possible.

– What has happened? 

– Where has it happened? 

– When has it happened?

– Who was involved? 

– Is it expected to happen again, and if so, where and when?

– What other people may have knowledge about the above mentioned or may have access to relevant information?

– Is there any documentation or something else that can serve as proof? If so, please include this information.

– Is there any other information that may be relevant or useable to investigate the matter?