March 2026

Since the law of September 5, 2018, the appointment of a sexual harassment liaison is mandatory in any company with a Social and Economic Committee (CSE). A second liaison officer on the employer’s side is required for companies with 250 or more employees. But beyond the legal obligation, the liaison officer plays a key role in preventing sexism in the workplace. Their role, responsibilities, and the tools they need deserve to be clarified.

The Legal Framework for the Harassment Coordinator

CSE Representative: Required in all companies with a CSE

Article L.2315-32 of the Labor Code requires the appointment of a sexual harassment liaison from among the members of the Social and Economic Committee (CSE). This liaison is appointed by resolution for a term that ends when the elected members’ terms expire.

Employer representative: required for companies with 250 or more employees

Article L.1153-5-1 requires companies with 250 or more employees to designate a liaison officer responsible for guiding, informing, and supporting employees in matters related to combating sexual harassment and sexist behavior.

The Responsibilities of the Harassment Coordinator

Although the law remains fairly vague regarding the exact scope of these responsibilities, current practice and recommendations generally focus on four key areas:

Provide guidance and information

The point of contact is the first point of contact for any employee who has questions or wishes to report an issue. They must be familiar with both internal procedures (reporting procedures, support services) and external resources (labor inspectorate, occupational health services, the Human Rights Defender).

Prevention and Awareness

The liaison helps raise awareness about sexism by disseminating information, participating in themed events, and monitoring high-risk situations.

Supporting victims and witnesses

Listening, reassuring, explaining procedures, and directing people to the right people: the point of contact must adopt a supportive, listening attitude while remaining within the scope of their role (they are neither a psychologist nor a lawyer).

Participate in internal investigations

When a report is formally filed, the designated representative may be involved inthe internal investigation. This requires specific training in investigative methodology, the collection of witness statements, and adherence to the principle of adversarial proceedings.

Training for the designated representative: a necessity

The law does not specify the content of the training for the liaison officer, but without appropriate training, the liaison officer is ill-equipped to handle complex and sensitive situations.

Accordia offers a training program on sexual harassment and sexist behavior that covers:

  • The complete legal framework (definitions, obligations, penalties)
  • Identifying instances of sexism and harassment
  • Active listening and interview techniques
  • The reporting and internal investigation procedure
  • Awareness-raising tools to be implemented
  • Available internal and external resources

The Coordinator's Tools

In addition to initial training, the mentor needs practical tools to carry out their duties:

  • A procedural guide detailing the steps involved in processing a report
  • Awareness-raising materials: Accordia educational games are tools that the coordinator can use to lead awareness-raising sessions
  • An assessment to evaluate the level of risk and monitor developments
  • A network: exchanges among representatives, membership in groups such as #StOpE or the AFMD

Mistakes to Avoid

  • Appointing a liaison without training them: that’s the worst-case scenario. The liaison ends up struggling, and employees lose confidence in the system.
  • Confusing the role of the mentor with that of a manager or HR: the mentor’s role is to provide guidance and prevent problems, not to impose disciplinary action.
  • Do not fail to mention the contact person: a contact person whose contact information is unknown is of no use.
  • Identify the point of contact: they must be part of a broader framework (HR, management, occupational health, and the Social and Economic Committee).

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