A survey in eight countries reveals a significant gap between perceived safety and the actual effectiveness of prevention systems. The next steps we need to take together
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Read the full report in English by clicking here
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With an online questionnaire conducted by the IGNet Network in eight European and non-European countries we have collected the experiences of 668 youth workers, volunteers and participants on the topic of gender violence (GBV). The results, while not statistically representative, offer a useful snapshot for reflecting on prevention and management practices, revealing a marked discrepancy between the declared values and the operational tools available.
The overall picture shows a perception at first positive organizational commitment, with average ratings higher than 7 out of 10However, this data hides an internal fracture: volunteers and occasional participants express a more favorable opinion (median 9.0), while paid staff and coordinators, knowledgeable about the internal mechanisms, they are more critical (median 8.0). This gap indicates that good intentions and a positive climate perceived from the outside do not always translate into safe and implemented protocols.
The knowledge of the founding documents dedicated to GBV are very limitedOnly 40% of continuing employees are aware of a specific policy, with a further 15% indicating that it is "hidden" in generic documents. A worrying 21% answered "I don't know," highlighting shortcomings in internal communication. The situation is even weaker for bylaws: only about a fifth of respondents are aware of clauses addressing the gender pay gap or gender parity in management bodies. This suggests that the issue is rarely integrated into the organizational foundations.
The main critical point is mandatory trainingOnly 30% of the total sample stated that all staff and volunteers receive it. The percentages plummet among activists (11%) and occasional volunteers (14%), and reach just 36% among paid staff. This lack of training largely explains the subsequent difficulties in recognizing and managing cases.
The role of leadership appears discontinuous: less than half of the respondents (48%) say that the topic is frequently addressed, while for 35% it is almost absent from the internal debate. At the same time, reporting procedures, although declared to exist by 47% of the sample, are considered ineffective from 22% and unknown to a further 19%. Only a quarter define them as “well communicated to everyone,” making reporting an uncertain process that discourages victims and witnesses.
During the activities, Discussions about GBV are more frequent with young people (56%) than with adults (44%), reflecting the mistaken belief that with the latter it is less necessary to speak explicitly about respect and boundaries.
Case management data reveal a system in crisis. 23% of respondents had been informed of internally reported incidents in the last two years, but a significant 33% answered "I don't know," indicating possible gaps in transparency. 31% of participants had experienced or witnessed incidents during an activity. Between 38% and 44% of cases, These incidents occur more frequently in international contexts, underscoring the need for culturally sensitive mediation tools.
The spectrum of violence is broad. In addition to physical (25%) and sexual (31%) forms, verbal violence (75%), often trivialized, and psychosocial violence (44%), subtle and harmful, predominate. Cyber violence is reported in 19% of cases.
The crisis is evident in the reporting and response phase. 44% of incidents experienced or witnessed go unreported. The main reasons are mistrust in the organization (38%) and lack of awareness that the incident involved violence (38%), followed by fear of retaliation (25%) and ignorance of procedures (19%). Even when reports are made, only 56% of cases result in a response, often partial. In a worrying 31% of cases, no action is taken. Furthermore, only a third of incidents handled are subject to an official policy.
When asked about what would be needed to improve, the answers were unequivocal and concrete. The priority absolute (67%) They are clearer, safer and more confidential reporting procedures. They follow the request for a better and more extensive mandatory training (55%), the formal presentation of a code of conduct at the beginning of each activity (49%), one more in-depth introductory discussion with participants (43%) and the appointment of a dedicated contact person for each activity (37%). Significantly, only 12% call for greater leadership commitment, indicating that the request is not for declarations of principle, but for operational tools.
In light of this, The report offers useful insights for developing simple and adaptable tools as a template for policies and protocols, to establish mandatory basic training courses to define and train the figure of a “Focal Point” in each project, to create standard materials for effective introductory sessions and to strengthen specific preparation for international contexts, integrating modules on intercultural mediation and differences in the perception of borders.
We want to work on these very aspects now, involving other organizations to bridge the gap between intentions and practices through structured, simple, and concrete interventions, such as those indicated by those who responded to our questionnaire.
The next steps to take together
We are working on organizing, within our annual work plan, a meeting between organizations interested in these issues, to be held in autumn 2026. If your organization may also be interested, please contact us by sending an email to [email protected] to get information on the next steps to take together.
| Read the full report in Italian by clicking here
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Read the full report in English by clicking here
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This initiative is part of the annual work programme of the IGNet Network, co-funded by the European Union. The content reflects the views of the authors only. Neither the European Commission nor its agencies are responsible for the content or any use made of it.