Building a culture of respect and safety across an entire institution

A major Australian university commissions an organisation-wide behaviour change program to prevent sexual misconduct and embed a lasting culture of equity and respect, starting with the Executive and reaching every level of staff.

A major Australian university needed to shift culture across its entire institution. The brief was clear: design and implement an organisation-wide behaviour change program to prevent sexual misconduct and build a lasting culture of equity and respect.

This was not a compliance exercise. It was a commitment to genuinely changing how people behaved, led and responded to harm - from the University Executive down.

Enmasse designed and delivered a comprehensive, multi-cohort program spanning the entire institution, structured as a deliberate cascade from the Vice-Chancellor and Executive through to every member of staff. The program was built around five distinct cohorts, each with tailored content: the University Executive; approximately 120 senior leaders including Deans and Executive Directors; over 600 professors; thousands of managers and supervisors; and a comprehensive all-staff online module written entirely by Enmasse for this institution.

Delivery ran across multiple cohorts over an extended period, with pre- and post-session measurement built in at every stage. Optional advanced skills workshops were offered alongside the core program, covering courageous conversations and trauma-informed response. The all-staff online module was purpose-written by Enmasse, not adapted from a catalogue product, ensuring the content, language and scenarios belonged to this institution.

Participant feedback demonstrated strong engagement and a genuine appetite for more, with requests for further training, advanced skills workshops, one-on-one coaching and sector-specific content. In behaviour change programs, that demand is one of the most reliable indicators that learning has landed. Across 11 faculties and departments, 87% of participants reported being satisfied or strongly satisfied with the learning experience, with an average recommendation score of 9.1 out of 10.

When leadership commits visibly and training is designed around real behaviour change rather than tick-box compliance, the results are measurable. A 30% average confidence increase across workshop cohorts, a Net Promoter Score of +65 and 87% of participants satisfied or strongly satisfied with their learning, across 11 faculties and departments, are not just training outcomes. They are early signals of cultural shift.