Beyond the Firewall: How Tech Tackles Gender-Based Violence

NEW YORK, NY – November 25, 2025

In an industry defined by algorithms and infrastructure, a significant shift is underway—one that moves the conversation from server uptime to social responsibility. Today, CRM provider Pipedrive announced its participation in the global “Orange the World” movement, a 16-day campaign to combat gender-based violence (GBV). While a tech company aligning with a human rights initiative might once have been an anomaly, it now signals a broader trend: the technology sector is being called upon to extend its influence beyond the digital realm and into the complex fabric of societal well-being.

Pipedrive's move is more than a symbolic gesture; it's a strategic integration of social consciousness into its corporate ecosystem, reflecting a growing understanding that the health of a company is intrinsically linked to the safety and security of its people, both online and off.

From Code to Conscience: A New Social Mandate

Pipedrive’s participation coincides with the International Day for the Elimination of Violence Against Women, the start of the 16 Days of Activism campaign which culminates on Human Rights Day. Led by UN Women, the "Orange the World" initiative uses the color orange to symbolize a future free from violence. By lighting its Tallinn office in orange and joining thousands of organizations worldwide, Pipedrive is stepping onto a global stage.

This isn't an isolated act of corporate charity. It represents an evolving mandate for the tech industry. For years, the focus of corporate social responsibility in tech has often centered on environmental sustainability or digital literacy. However, the pervasive nature of GBV, which the World Health Organization estimates affects nearly one in three women globally, is forcing a re-evaluation. The issue is particularly resonant for a sector that builds the very platforms where digital abuse can proliferate. As World Bank data highlights, fewer than 40% of countries have specific laws to protect women from cyber harassment, placing a heavier ethical burden on the companies that govern these digital spaces.

Pipedrive’s public commitment, therefore, serves as a case study in this expanding responsibility. The company acknowledges its role in ensuring technology supports equality rather than harm, a critical stance as digital spaces increasingly mirror and amplify offline abuse.

The Workplace as a Safe Harbor

The consequences of gender-based violence extend far beyond the private sphere, bleeding into the professional lives of millions and carrying a significant economic and human cost. A landmark study commissioned by Vodafone revealed that a staggering 94 percent of workers who have experienced domestic abuse report a negative impact on their work performance. This manifests as lost productivity, increased absenteeism, and a drain on employee morale and retention. For many survivors, the workplace can represent the only safe environment and a crucial lifeline to seek help.

Recognizing this, Pipedrive is moving beyond standard employee benefits to create a more robust internal support system. The company is offering employees access to confidential counseling through internal coaches and ensuring psychological care is covered under its private health insurance. Furthermore, it has launched a new internal resource hub, developed with Pipedrive’s coach Dr. Liina Adov, which provides location-specific lists of external support organizations and hotlines. This information is not buried in a handbook but actively displayed on office screens globally, normalizing access to help and reducing stigma.

This holistic approach—combining confidential internal support with accessible external resources—reflects a best-practice model for creating psychological safety. It transforms the workplace from a passive bystander into an active participant in employee well-being, acknowledging that an individual's safety outside of work is fundamental to their success within it.

Building Inclusive Structures: The Power of ERGs

Perhaps the most structural element of Pipedrive's initiative is the launch of its first Women’s Employee Resource Group (ERG). ERGs are employee-led groups that have become powerful drivers of diversity, equity, and inclusion (DEI) within modern organizations. They create vital communities of support, amplify underrepresented voices, and provide a formal channel for employees to contribute to corporate culture and policy.

Pipedrive's new Women’s ERG is tasked with amplifying women's voices, empowering allies, and driving practical actions to support gender equity. Crucially, it will not operate in a silo. The press release highlights that it will work alongside the company’s existing Men’s ERG. This collaborative model is a hallmark of a mature DEI strategy, recognizing that gender equity is not a "women's issue" but a collective responsibility. By engaging men as active allies, the company fosters a more comprehensive and effective movement toward a safer, more inclusive culture.

As Jonny Carroll, Pipedrive's Chief Data and Analytics Officer, stated, “Creating a safe and respectful environment is not a women’s issue. It is everyone’s responsibility. Gender-based violence, including digital violence, affects many communities, and meaningful progress requires participation and allyship from people of all genders.” This sentiment underscores the strategic intent behind the dual-ERG approach: to embed shared responsibility into the company’s very DNA.

The establishment of these formal structures provides a sustainable framework for change that will outlast the 16-day campaign. It signals a long-term investment in cultural transformation, where dialogue about difficult topics is encouraged and supported by the organization itself. This move from temporary awareness campaigns to permanent inclusive infrastructure is a critical step in the evolution of corporate responsibility, demonstrating how companies can build ecosystems that actively protect and empower their employees. It’s an innovation not of product, but of people and policy, and its impact may prove just as profound.