POSH Training for Corporates in India: The Complete 2026 Legal & Rollout Guide

What Is POSH Training for Corporates?

Corporate POSH training is a statutory workshop or awareness programme that every Indian employer with ten or more employees must conduct at regular intervals to sensitise the workforce to the provisions of the Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013 — commonly called the POSH Act. It is not a soft-skills seminar or an HR nicety. The obligation flows directly from Section 19(c) of the Act, which imposes on the employer a duty to organise workshops and awareness programmes at regular intervals for sensitising the employees to the provisions of the Act. For corporates, this means an ongoing, documented programme covering the entire workforce — permanent, contractual, interns, consultants and even volunteers — rolled out repeatedly over the life of the business.

The training exists for two connected reasons. First, it changes behaviour: employees who understand what constitutes sexual harassment, what the complaint mechanism looks like, and how the Internal Committee (IC) processes complaints are far less likely to engage in harassing conduct and far more likely to report it when they see it. Second, it protects the employer legally. When a complaint eventually reaches an IC or a civil court, one of the first questions asked is whether the employer discharged its due-diligence obligation under Section 19 — which specifically includes training. A corporate that cannot produce attendance registers, session content, trainer credentials and dated certificates has forfeited its principal defence. Regalwhiz has seen more than one otherwise-solid vicarious-liability defence collapse in front of a district court because the training records were either missing or perfunctory.

In modern corporate practice, POSH training is not a single event. It is a programme — annual employee refreshers, mandatory onboarding for every new joiner, specialised IC member certification, manager sensitisation, and a leadership briefing that walks the CFO, CHRO and general counsel through their personal liability under Section 134(8) of the Companies Act, 2013. The best corporates run this programme on a rolling calendar, integrate onboarding into the HRIS, and coordinate the whole thing through their compliance function. The worst ones do a one-hour session in April, tick a box in the HR spreadsheet, and forget about it until the next audit.

The Legal Framework Behind Corporate POSH Training

Four separate legal instruments sit behind every corporate POSH training obligation. Understanding how they interact is the difference between a defensible compliance programme and one that unravels under judicial scrutiny.

The POSH Act, 2013 is the substantive statute. Section 19(c) requires the employer to organise workshops and awareness programmes at regular intervals. Section 19(a) requires the employer to provide a safe working environment; Section 19(b) requires the display of a notice on the consequences of sexual harassment and the composition of the IC. Section 4 requires the constitution of an Internal Committee for every establishment with ten or more employees. Section 21 requires the IC to submit an annual report to the District Officer, and Rule 14 of the POSH Rules, 2013 prescribes the format. The training obligation and the reporting obligation are separate but connected — the annual report specifically asks how many awareness programmes were held and how many employees attended.

The Vishaka Guidelines, laid down by the Supreme Court in Vishaka & Ors v. State of Rajasthan (AIR 1997 SC 3011), are the constitutional foundation of the entire POSH regime. Vishaka predates the 2013 statute by sixteen years, and it was Vishaka that first told employers that they had a positive duty to prevent sexual harassment — not merely a reactive duty to punish it. The POSH Act codifies and expands Vishaka. Even where the statute is silent, courts continue to read Vishaka into the employer's obligations, particularly on the duty to train.

The Companies Act, 2013 was substantially amended by the Companies (Accounts) Second Amendment Rules, 2025, notified in July 2025. Every applicable company must now include specific POSH-related information in its Board Report under Section 134 — including the number of complaints received, resolved, pending beyond ninety days, and a statement that the company has complied with the constitution of the IC under the POSH Act. This is not a listed-company obligation; it applies to every company that files a Board Report. Non-disclosure or misleading disclosure attracts personal liability of directors under Section 134(8), which imposes fines of up to ₹25 lakh and, in aggravated cases, imprisonment.

Ministry of Women and Child Development (MWCD) guidance is the fourth pillar. MWCD does not have statutory rulemaking power outside the POSH Rules, but its advisories, handbooks and clarifications carry substantial weight in judicial practice. MWCD guidance recommends training be conducted by persons with formal legal training in POSH law, preferably with Bar Council enrolment or NGO empanelment; treats annual training as the minimum reasonable frequency; and considers IC members' capacity building as a distinct and higher-intensity obligation than employee awareness. Courts routinely rely on MWCD material when interpreting employer duties under Section 19.

Applicability & Who Must Attend Corporate POSH Training

The applicability question breaks into two parts: which corporates are covered, and which people within those corporates must attend.

Which corporates are covered. The POSH Act applies to every workplace in India — a term defined expansively under Section 2(o) to include not just offices and factories but also branches, project sites, off-site venues where employees carry out work, transport provided by the employer, and, following recent judicial expansion, virtual environments such as video calls, WhatsApp groups and Slack channels. The requirement to constitute an Internal Committee under Section 4 applies to workplaces with ten or more employees, but the underlying duty to prevent sexual harassment applies to every workplace regardless of size. In practice, this means every private limited company, LLP, partnership, MNC subsidiary, PSU, hospital, hotel, educational institution and NGO in India with any material headcount is covered by the training obligation.

Small corporates with under ten employees still need a written policy, a complaint-forwarding mechanism to the Local Committee constituted by the District Officer under Section 6, and, if they want to be able to defend themselves in a complaint, basic awareness training. Enterprise customers and investors increasingly require POSH training records during vendor onboarding due-diligence, so smaller corporates conducting voluntary training enjoy real commercial benefits.

Who must attend. Section 2(f) of the POSH Act defines employee very broadly. Everyone in the following categories must be covered by POSH training:

• All permanent and probationary staff, regardless of designation, seniority or department.
• Contractual workers, including third-party payroll deputations and staffing-agency personnel who work at the corporate's premises.
• Interns, trainees and apprentices — whether paid or unpaid.
• Consultants and professionals engaged in the workplace on an ongoing basis.
• Daily-wage, part-time and gig workers.
• Volunteers, ambassadors and brand associates present at the workplace.

In addition, three specific groups need more than baseline awareness. Managers and reporting supervisors need a longer sensitisation session because they are legal first responders — a complaint made to a manager triggers duties of confidentiality, non-retaliation and escalation. Internal Committee members need a specialised 4-8 hour capacity-building programme because they exercise quasi-judicial powers under Rule 7 of the POSH Rules and their inquiry reports are directly challengeable in the High Court under Article 226. Leadership and the board need a governance briefing because personal liability under Section 134(8) of the Companies Act sits with them, not with the HR head.

What Corporate POSH Training Must Cover Under Indian Law

A legally compliant corporate POSH training programme is not simply a definition of harassment followed by a phone number. It must cover the entire statutory framework, with concrete examples drawn from Indian workplace practice and reference to current case law. Regalwhiz training decks are built around ten mandatory content pillars.

1. The statutory definition of sexual harassment. Section 2(n) defines sexual harassment expansively — physical contact and advances, demand or request for sexual favours, sexually-coloured remarks, showing pornography, and any other unwelcome physical, verbal or non-verbal conduct of a sexual nature. Section 3(2) then lists five circumstances that, in relation to any act or behaviour of sexual harassment, may amount to sexual harassment — including implied or explicit promise of preferential treatment, threat of detrimental treatment, and interference with the aggrieved woman's work. Training must walk employees through both statutory limbs with concrete workplace examples.

2. Quid pro quo versus hostile work environment. Both forms of harassment are prohibited under the Act. Training must distinguish the two — quid pro quo involves the trading of workplace favours for sexual conduct, hostile-environment harassment involves persistent behaviour that creates an intimidating or offensive workplace. The Apex Court's ruling in Apparel Export Promotion Council v. A.K. Chopra, (1999) 1 SCC 759 remains foundational for hostile-environment jurisprudence and is worth walking through in every session.

3. The expansive definition of workplace. Section 2(o) covers not just the office but any place visited by the employee arising out of or during the course of employment, including transportation provided by the employer for undertaking the journey. Recent judicial rulings have extended this to WhatsApp groups, video-conference calls, email correspondence, Slack channels and off-site company events. Employees need to understand that off-site does not mean off-limits for POSH purposes.

4. The aggrieved woman's rights. Training must cover the right to complain within three months (extendable), the right to interim relief under Section 12 (transfer, leave, restraint on adverse action), the right to be informed of the outcome, the right of appeal under Section 18, and the right to be free from retaliation under Section 19(k). The rights of the respondent — natural justice, opportunity to be heard, cross-examination through the IC — are also covered.

5. The complaint mechanism. How to lodge a complaint (in writing, or orally in exceptional cases), the timeline under Section 9 (three months plus extension), the ninety-day inquiry timeline under Section 11(4), the confidentiality obligation under Section 16, and the interim measures the IC can order under Section 12. Training explains what happens after a complaint is filed — from intake to inquiry to final report.

6. Composition and role of the Internal Committee. A minimum four-member IC with a woman presiding officer, at least half women members, two members from among employees committed to the cause of women, and one external member from an NGO or a person familiar with issues relating to sexual harassment. Employees need to know who is on their IC, how to reach them, and what protections apply to committee members.

7. Protection against retaliation. Section 19(k) prohibits any adverse action against the complainant or witness. This is a critical protection and is often the first thing complainants ask about. Managers must understand that even legitimate performance management can be recast as retaliation if timing is bad.

8. Confidentiality obligations. Section 16 prohibits disclosure of the identity and address of the aggrieved woman, respondent and witnesses. Breach is punishable under Section 17 with a fine of ₹5,000. All employees participating in an inquiry — witnesses included — are bound by this duty.

9. Consequences and penalties. Actions that may be recommended by the IC — written apology, warning, reprimand, censure, withholding of promotion or pay increments, termination, community service, deduction of compensation, and a false-complaint framework under Section 14 that requires malice or knowingly false accusation.

10. The company-specific POSH policy walkthrough. Every training must layer on top of the statutory content a specific walkthrough of the company's own POSH policy — the IC members' names and contact details, the complaint format, escalation paths, and any additional protections the company has built in beyond the statutory floor.

Formats: Online, On-Site & Hybrid POSH Training

Corporates today have three delivery options, all of which are legally valid under Section 19(c) — the statute prescribes an outcome (sensitisation) not a medium.

On-site delivery. A live in-person workshop at the corporate's premises. Best-suited for IC certification, leadership briefings, and manager sensitisation where case-study discussion, role-play and interactive Q&A drive learning. On-site sessions produce the strongest documentation trail — physically signed attendance registers, photographs of the session, and observable engagement. The disadvantage is scale: for a distributed workforce, on-site delivery becomes logistically expensive and slow.

Online (live webinar) delivery. A synchronous live session over Zoom, Teams, Google Meet or a similar platform. Best-suited for large employee awareness batches across multiple locations. The trainer delivers a slide-driven session with interactive Q&A, polls and a knowledge check at the end. Attendance is captured through the platform's participant log; certificates are auto-issued after completion of the knowledge check. Online delivery scales beautifully — the same trainer can cover 500 employees across five cities in a single afternoon — but demands strong technical infrastructure and active moderation to prevent multitasking.

Self-paced e-learning modules. An asynchronous module hosted on the corporate's LMS or a dedicated e-learning platform, typically completed in 45-60 minutes with an end-of-module assessment. Best-suited for onboarding — every new joiner is auto-enrolled on day one and must complete before day thirty. E-learning is not a substitute for live training for IC members or leadership, but it is an efficient way to close the onboarding gap that catches most corporates in an audit.

Hybrid delivery. The pragmatic choice for most enterprise corporates. Live online webinars for employees at scale, live on-site workshops for the IC and leadership, and self-paced e-learning modules for onboarding. Regalwhiz's Company and Complete packages are both built on hybrid delivery — same trainer, same content, three modalities.

Regardless of format, the legal test is not the medium but the documentation: attendance records with date and duration, session content deck (or e-learning module version reference), trainer credentials, and evidence of engagement (poll responses, knowledge-check completion, individual certificates). A poorly documented on-site session is legally weaker than a well-documented online one.

Frequency & Documentation of Corporate POSH Training

The POSH Act does not prescribe a fixed frequency for training. Section 19(c) requires training at regular intervals, which courts and MWCD guidance have consistently interpreted as annual for the workforce at large. Regalwhiz recommends the following cadence as a defensible minimum:

• All employees: annual refresher (60-90 minutes) plus mandatory onboarding for every new joiner within thirty days of joining.
• Managers and reporting supervisors: annual sensitisation (90-120 minutes) with case-study discussion focused on first-responder duties and manager liability.
• Internal Committee members: annual specialised training (4-8 hours) on inquiry procedure, natural justice, evidence handling, documentation, interim relief and report-writing. IC members joining mid-year should be trained within thirty days of appointment.
• Leadership and board: biennial governance briefing (45-60 minutes) covering Section 134(8) personal liability, Board Report POSH disclosure, and the audit committee interface.

Documentation is where most corporates fail an audit. Every session must produce a defensible evidence pack containing: (i) a dated and signed attendance register with employee IDs, (ii) the exact session content deck used, (iii) the trainer's credentials (Bar Council enrolment for advocate-led sessions), (iv) evidence of engagement — knowledge-check scores, quiz completion, Q&A logs, (v) individual certificates issued to each attendee, and (vi) a session summary report for HR and legal records. Regalwhiz packages this documentation as a single audit-ready folder after every session, filed both physically and digitally.

Role-Specific POSH Training Design

A one-size-fits-all training programme is one of the most common weaknesses corporates present in an audit. Different roles carry different POSH duties and different liability exposures, and training content should reflect that.

Employee awareness (60-90 min). All-staff session covering the ten mandatory content pillars from Section 4 above. Emphasis on identifying harassment, understanding one's own rights, and knowing how to complain. Delivery is typically live webinar or on-site. Interactive quiz at the end.

Manager and supervisor sensitisation (90-120 min). Same statutory framework but with a shift in emphasis to first-responder duties. Managers learn how to receive a complaint (record it in writing, avoid interrogation), the confidentiality obligations that attach the moment a complaint is disclosed, the prohibition on retaliation even for legitimate performance concerns, and the escalation path. Case studies focus on managers who got it wrong — the manager who mediated informally between complainant and respondent, the manager who conducted his own investigation, the manager who let a legitimate performance-management action look like retaliation.

IC member certification (4-8 hrs). The most legally intensive module. IC members exercise quasi-judicial powers under Rule 7, and their inquiry reports are directly challengeable in the High Court. Content covers the entire inquiry procedure: complaint intake, preliminary assessment, notice to respondent, hearings, witness examination, cross-examination through the IC, evidence appreciation, interim relief under Section 12, report-writing per Rule 7(4), and post-report duties. Regalwhiz's IC certification includes a full inquiry-procedure simulation with a mock complaint, mock witnesses and a written report exercise that IC members complete under a trainer's supervision.

Leadership and board briefing (45-60 min). Governance-level content for CXOs, directors and general counsel. Section 134(8) personal liability, Board Report POSH disclosure obligations under the Companies (Accounts) Second Amendment Rules 2025, the audit committee's role, the D&O insurance interface, and what to do when a complaint reaches the C-suite. This is a boardroom conversation, not a training session — the tone is peer-to-peer, informed by real cases.

Onboarding e-learning module (45-60 min). Self-paced module for new joiners. Same statutory content as the employee awareness session, delivered asynchronously through the corporate's LMS. Completion tracked and reported to HR compliance monthly.

Multi-Location & MNC POSH Training Rollout

For corporates with 250+ employees across multiple cities, POSH training becomes an operational challenge as much as a legal one. A poorly sequenced rollout can drag on for six months, fatigue employees, and produce an inconsistent training record that reads badly to an auditor. Regalwhiz orchestrates multi-location rollouts on a compressed 4-8 week schedule using parallel batches and a single consistent content deck.

The rollout begins with a discovery call to map every location, headcount, language requirement (English, Hindi, Tamil, Kannada, Telugu, Marathi, Bengali all in scope), IC composition per location, and prior training gaps. Regalwhiz then builds a rollout Gantt chart: employee awareness sessions batched in parallel across cities in weeks 1-4, manager sensitisation in weeks 3-5, IC member certification in weeks 5-7, and leadership briefing in week 8. HR issues a single company-wide mandate memo; each location coordinator handles logistics; Regalwhiz provides consolidated documentation at the end.

Foreign MNCs operating in India face a specific trap: extraterritorial POSH programmes run by the parent company do not substitute for India-specific training. Indian courts and district officers require training on the Indian POSH Act, Rules, MWCD guidance and Indian case law — not a US-style Title VII module or an EU workplace-conduct programme. Regalwhiz has designed India-compliant programmes for global corporates including US, UK, EU and APAC-headquartered technology, BFSI, manufacturing and consulting firms, aligning them where possible with the parent's global training frameworks while ensuring statutory compliance in India.

The 2025 Supreme Court ruling in Dr. Sohail Malik v. Union of India has added another layer: an IC has jurisdiction over complaints even where the respondent belongs to a different organisation. For MNCs with large vendor ecosystems, this expands the practical scope of training — every worker on the site, including third-party contractor personnel and vendor employees, must be covered, and the IC's inquiry powers now reach across organisational boundaries.

Cost Structure & Budgeting for Corporate POSH Training

Corporate POSH training pricing varies materially based on scope, and the market is unhelpfully opaque. Regalwhiz uses a three-tier structure — Basic, Company, Complete — with pricing driven by the following factors: workforce headcount, number of locations, number of modules (employee only, or employee + manager + IC + leadership), delivery format (online is cheapest, on-site is most expensive), language requirements, and any full-stack add-ons like policy drafting or IC formation.

A useful mental model: a single 90-minute employee awareness session for a team of up to 50 in a single city is a Basic engagement. A role-specific suite covering employees, managers, IC and leadership for a 250-person company across two cities is a Company engagement. A full multi-location enterprise rollout with policy drafting, IC constitution, annual report filing and an annual retainer is a Complete engagement. Regalwhiz publishes tier structures but not specific rupee amounts — a custom quote based on the actual scope is more useful than a headline price that turns out not to reflect the delivery.

Advocate-led training carries a premium over generic HR-consultant training, and that premium is justified two ways: legally, because advocate-led training holds up better in a courtroom due-diligence defence, and practically, because only advocates can interpret evolving case law and statutory amendments during a live session. When an IC member asks a scenario question that turns on the Sohail Malik ruling or the July 2025 Companies Rules amendment, the trainer needs to be able to answer authoritatively. Corporates that budget for the lowest-quoted training routinely find themselves paying twice — once for the training, again for the legal remediation when a complaint later exposes gaps.

Ten Common Corporate POSH Training Mistakes

Based on Regalwhiz's audit and remediation practice, these are the ten most common mistakes corporates make with POSH training. Each is a genuine risk. Several have proved outcome-determinative in complaint litigation.

1. Treating training as a one-time event. A single session in year one, then silence. Section 19(c) requires regular intervals. Annual is the practical floor. Anything less and the due-diligence defence collapses.

2. Failing to cover contractual and vendor workforce. Section 2(f) covers contractual and third-party staff. Not training them is not a technicality — it is a substantive gap.

3. Not integrating training into onboarding. A new joiner in April misses the March session and waits eleven months for the next one. Every corporate should have an onboarding e-learning module auto-triggered on day one.

4. Using the same content for employees and IC members. IC members exercise quasi-judicial powers. Awareness content is nowhere close to what they need.

5. Skipping the leadership briefing. Directors and CXOs think POSH is an HR matter until Section 134(8) personal liability lands on their desk. Board briefings are non-negotiable.

6. Poor documentation. No attendance register, no certificates, no session deck retained. In an audit, absence of evidence is treated as evidence of absence.

7. Using non-advocate trainers. HR consultants and generic trainers cannot interpret evolving case law in real time and their training does not carry the same weight in a court's due-diligence assessment.

8. Ignoring remote and hybrid workers. Remote employees are covered by the POSH Act. Failing to train them is a common gap.

9. Not updating content for 2025-26 case law. Training decks that don't reference the Sohail Malik ruling, the July 2025 Companies Rules amendment, or the WhatsApp-workplace expansion are already outdated.

10. Confusing training with policy. A written POSH policy is a distinct legal instrument. Training explains the policy; it does not replace it. Corporates need both.

Penalties & Director Personal Liability

The financial and personal exposure for POSH non-compliance is significant and growing.

Direct statutory penalties under the POSH Act. Section 26 provides that a failure to constitute an IC, to comply with Sections 13, 14 or 22, or to file the annual report attracts a fine of up to ₹50,000. For a repeat offence, the penalty doubles and the government may recommend cancellation of the business licence or registration required for the employer to carry on its business. The training obligation under Section 19(c) is enforceable through the same route.

Director personal liability under Section 134(8) Companies Act. Following the July 2025 amendment to the Companies (Accounts) Rules, every applicable company must include specific POSH data in its Board Report. Non-disclosure or misleading disclosure attracts a fine of up to ₹25 lakh on the company and up to ₹5 lakh on every officer in default, and in aggravated cases imprisonment. Directors cannot delegate their way out of this — the liability is personal, not corporate.

Loss of due-diligence defence. The bigger cost is often not the statutory penalty but the loss of the due-diligence defence in an actual complaint. If a corporate cannot demonstrate periodic training, complaint suppression, or a properly constituted IC, its vicarious liability exposure in a civil action for damages can be substantial — six-figure and occasionally seven-figure settlements are common in POSH-adjacent civil litigation.

D&O insurance implications. Insurers are increasingly declining directors and officers cover where training records are missing or inadequate. Some policies now include explicit POSH-compliance conditions precedent. A cheap training programme can turn out to be an uninsured executive-liability exposure.

SEBI show-cause and BRSR Core qualification. For listed companies, non-training feeds into the BRSR Principle 5 disclosure under SEBI LODR Regulation 34(2)(f). A poor training record becomes an adverse ESG rating input and, for BRSR Core assured companies (top 500 from FY 2025-26), a potential audit qualification.

2025-2026 Legal Updates Every Corporate Must Know

The POSH landscape has shifted materially in 2025 and 2026. Three developments warrant particular attention.

Dr. Sohail Malik v. Union of India (2025). The Supreme Court held that an Internal Committee has jurisdiction over sexual harassment complaints even where the respondent belongs to a different organisation from the complainant. Previously, ICs routinely declined jurisdiction on cross-organisational complaints, forwarding them to the respondent's employer. The Court held that where the harassment occurred at the aggrieved woman's workplace, her employer's IC is competent to inquire regardless of the respondent's employment status. For corporates with large vendor ecosystems, this expands the practical scope of both training (train the vendor workforce too) and IC procedure (be prepared to inquire into complaints against non-employees).

Companies (Accounts) Second Amendment Rules, 2025. Notified in July 2025, this amendment substantially expanded the POSH-related information every company must include in its Board Report under Section 134. The Board Report must now disclose the number of complaints of sexual harassment received during the year, the number resolved during the year, and the number pending for more than ninety days. Applicable to every company that files a Board Report — not just listed companies. Non-disclosure attracts personal liability under Section 134(8) with fines up to ₹25 lakh on the company and ₹5 lakh on every officer in default.

Judicial expansion of "workplace" to virtual environments. Multiple 2024-2025 High Court and IC rulings, following the expansive definition in Section 2(o), have confirmed that WhatsApp groups, video-conference calls, email correspondence, Slack channels and off-site company events all qualify as "workplace" for POSH purposes. Training decks that limit their treatment of "workplace" to the office and its immediate physical extensions are now legally obsolete. Corporates with remote or hybrid workforces must extend training coverage and IC procedure to virtual settings.

Choosing a Corporate POSH Training Provider

The market is crowded with POSH training providers, ranging from Bar-Council-enrolled law firms at one end to freelance HR consultants and NGO-affiliated trainers at the other. For a corporate compliance function evaluating providers, six questions cut through the noise.

1. Is the trainer a Bar Council enrolled advocate? If not, ask why. Advocate-led training carries greater weight in a court's due-diligence assessment and is the only kind of training where a scenario question about evolving case law can be answered authoritatively in real time.
2. Does the trainer have quasi-judicial inquiry experience? For IC certification specifically, the trainer needs to have actually served on or advised ICs — not just read the statute.
3. Is the content updated for 2025-26 case law? Ask whether the training deck references the Sohail Malik ruling, the July 2025 Companies Rules amendment, and the WhatsApp-workplace expansion. If not, the deck is already legally stale.
4. What documentation does the provider deliver? A defensible engagement produces an attendance register, session content deck, trainer credentials, individual certificates and an audit-ready evidence folder. Anything less is not compliance-grade.
5. Can the provider handle multi-location rollouts? For enterprise corporates, a provider who can only deliver single-city sessions is a false economy. Ask for a Gantt-chart rollout plan.
6. Does the provider offer full compliance stack? POSH training is one obligation among several — policy drafting, IC constitution, External Member empanelment, annual report filing, investigation support. A provider who does only training will need to hand off to others for these adjacent needs; a full-stack provider offers a single point of accountability.

Regalwhiz Law Chambers has trained 450+ Indian corporates through its POSH practice, headed by Senior Advocate Akshaya (Bar Council of Tamil Nadu & Puducherry) and operating out of G204 Spencer Plaza, Chennai. Employee awareness, manager sensitisation, IC member certification, leadership briefings, annual refreshers, onboarding e-learning, multi-location enterprise rollout — all under one roof, all advocate-led, all audit-ready.

Legal References & Sources

This guide draws on the following primary sources, all of which practitioners can consult directly:

• Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Act, 2013 — full text available on the Ministry of Women and Child Development website.
• Sexual Harassment of Women at Workplace (Prevention, Prohibition and Redressal) Rules, 2013 — particularly Rule 7 (inquiry procedure) and Rule 14 (annual report format).
• Vishaka & Ors v. State of Rajasthan, AIR 1997 SC 3011 — foundational Supreme Court judgment establishing employer duties.
• Apparel Export Promotion Council v. A.K. Chopra, (1999) 1 SCC 759 — hostile-environment jurisprudence.
• Dr. Sohail Malik v. Union of India (2025) — Supreme Court ruling on cross-organisational IC jurisdiction.
• Companies Act, 2013 — Section 134 and Section 134(8) — Board Report obligations and director personal liability.
• Companies (Accounts) Second Amendment Rules, 2025 — notified July 2025, expanded Board Report POSH disclosure obligations.
• SEBI (Listing Obligations and Disclosure Requirements) Regulations, 2015 — Regulation 34(2)(f) — BRSR Principle 5 POSH disclosure for listed companies.
• Ministry of Women and Child Development Handbook on POSH — training and IC guidance.

For a compliance-readiness assessment of your corporate POSH training programme against the current legal position, message Regalwhiz on WhatsApp at +91 9677 238047. A senior advocate will come back to you within the hour.