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href="/en/topics/guides/module/tackling-bullying-harassment-discrimination-and-other-unacceptable-conduct-in-the-screen-industries" data-slot="item" data-current="true" class="flex gap-1 items-center whitespace-nowrap tap-highlight-transparent outline-solid outline-transparent data-[focus-visible=true]:z-10 data-[focus-visible=true]:outline-2 data-[focus-visible=true]:outline-focus data-[focus-visible=true]:outline-offset-2 no-underline cursor-default transition-opacity text-black text-base" aria-disabled="true" data-react-aria-pressable="true" role="link" aria-current="page">Tackling Bullying Harassment Discrimination And Other Unacceptable Conduct In The Screen Industries</span></li></ol></nav></div></div></div><div class="w-full px-5"><div class="mx-auto w-full max-w-7xl"><div class="lg:flex h-full flex-wrap lg:flex-nowrap lg:space-x-5 xl:space-x-20"><div class="flex-auto lg:flex-1 pt-10"><header class="w-full border-b border-black/20 pb-10"><div class="space-y-2 sm:space-y-4"><div class="px-3 py-1.5 inline-flex items-center space-x-2 flex-start rounded-lg text-sm font-bold bg-transparent"><span></span></div><h2 class="font-anchor mb-4 text-4xl sm:text-5xl">Tackling Bullying, Harassment, Discrimination and other Unacceptable Conduct in the Screen Industries</h2></div><div class="mb-4"><div class="prose max-w-full leading-tight sm:text-xl prose prose-ul:list-disc prose-ol:list-decimal"><p>A Good Working Practices Guide aligned with UK law and sector standards.</p><p><strong>Editor</strong>: Keith Arrowsmith, Solicitor, ProArtsPlus and programme director for WorkWise for Screen.</p></div></div><div class="flex flex-wrap content-between items-center gap-2 sm:inline-flex sm:flex-nowrap"><button type="button" class="sm:inline-flex w-auto"><span data-bc-track-component="bookmark-button" data-bc-track-data-category="bookmark" data-bc-track-data-label="0abbc0af-e32f-40ff-8898-633bc19710aa" data-bc-track-data-action="save" data-bc-track-data-guest="true" 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It will help your business prevent and deal with bullying, harassment, discrimination and other forms of unacceptable conduct. It describes:<ol><li data-list-item-id="e434c1980449d4a5476b3a45b1547e145">the personal risks and harm that can be caused;</li><li data-list-item-id="ed7484ef09056e00035a04319daec9d7e">how it plays out in the screen sector;</li><li data-list-item-id="e9e354266593c02d142b904019e842be9">who is most at risk;</li><li data-list-item-id="e26ebde10d865ea3d94de484130329f76">the relevant legislation;</li><li data-list-item-id="e145e5adb5cb534a0755d82c4f1dd5bab">the benefits of good practice;</li><li data-list-item-id="ecda6a7dee220f1e6b18cd4d6fb40d76d">what your business (and the industry as a whole) can do to improve; and</li><li data-list-item-id="eae41efd0126dfd7c07e6e9de9597ddc8">what standards are expected of screen sector businesses.</li></ol></li><li data-list-item-id="eb1b497a4b375d5394c9f856f5b11be4f">Every business has a choice. We decide the steps we take to deal with unacceptable conduct. When we discuss a safe workplace, we are addressing a variety of harms that affect individuals differently depending on their overlapping identities. These harms are often intensified for those who belong to multiple marginalised groups:<ol><li data-list-item-id="efaab763ea2136f1d3282ee6762c60cae"><strong>Systemic exclusion:</strong> describes the subtle or structural ways in which certain groups are consistently denied access to opportunities such as positions of power, networking, mentorship, or high-value projects.</li><li data-list-item-id="efdb0032531fc9de98278069b20dea0fb"><strong>Micro-aggressions: </strong>are the brief and commonplace daily verbal, behavioural, or environmental indignities that communicate hostile, derogatory, or negative slights, regardless of whether they were intentional.</li><li data-list-item-id="e3fa98d2b05108a0a7ed13a7070c7d58c"><strong>Harassment and bullying:</strong> include unwanted conduct that violates dignity, which frequently takes more aggressive or targeted forms when directed at those with multiple protected characteristics.</li><li data-list-item-id="e34aec87694c525369155bdb1fc4d7470"><strong>Discrimination:</strong> is the unjustified less favourable treatment based on one or more characteristics.</li><li data-list-item-id="ea11bf6f2f9626b842c14c6f057582033"><strong>Victimisation:</strong> is defined as treating a person less favourably because they have raised a concern, supported a whistleblowing disclosure, or acted as a witness.<br /><br />More detailed definitions appear in the Glossary.<br />Â </li></ol></li><li data-list-item-id="ef4c83bf2c5a2a9bef6ffab9b3c605725">While every team member deserves protection, research across the screen industries shows that individuals with intersecting identities face heightened risks. A personâs experience of harassment is often shaped by the presence of several factors (such as being both a woman and a person of colour, or being a disabled freelancer from an older age bracket). These experiences are not simply the sum of their parts; they are distinct forms of discrimination that require specific attention.</li><li data-list-item-id="ec18b8ba6638e8f5058e93b7ba390094d">This Guide canât cover everything, but it aims to introduce screen businesses to good working practices. Taking the first steps, even if not perfect, will help build up momentum. You, or someone you know, might be the problem, but nothing will change unless we all take responsibility for our actions.</li><li data-list-item-id="e8183de5802ad8148ebdf468fd10cd731">Screen businesses (like every other sector) must follow laws that protect individuals from harm. This Guide suggests ways of working that take account of the legislation relating to good workforce relations across the four nations. Itâs up to date as of June 2026, and it helps prepare for changes that are on the horizon.</li><li data-list-item-id="e6a59d7cf5b331b16a85a4b75a613c8a5">In a move to help the sector comply with its legal obligations, the BFI/BAFTA Principles were first published in 2018, to address how the sector could fulfil its obligations to tackle bullying, harassment and racism. The current version of the Principles has been endorsed and supported by many sector bodies, broadcasters, funding bodies, unions, guilds, industry associations and member bodies, support and welfare associations, agencies, and management companies.</li><li data-list-item-id="e79bbf17bff37f940b36a71bab353d717">Since publication of the Principles, many other guides and codes have been made available. We also know that our laws and the screen industries have undergone a significant transformation. Hopefully the Principles will be updated and adapted so they remain relevant. The sector will inevitably continue to change as funding, legislation, regulation, technology, international trade, skills and political influences affect all of our businesses.</li><li data-list-item-id="e674bd2fc2760cb5e9e35ab2aa79a45b3">
1This 2026 Guide will help you follow good working practices that take account of:<ol><li data-list-item-id="eb5b3f8c041347308f3aa78de6a914c77">the relevant laws in the England, Northern Ireland, Scotland and Wales;</li><li data-list-item-id="eaa5a7ba27b03f93b9dfac9d504863d87">the legally binding standards set by the Equality and Human Rights Commission (EHRC), Acas, the Labour Relations Agency (in Northern Ireland), the Information Commissionerâs Office (ICO) and the Health and Safety Executive (HSE); and</li><li data-list-item-id="ea5f5b54dd183dd201ee225e23c2c8a45">the voluntary standards and principles set by the British Film Institute (BFI) and the British Academy of Film and Television Arts (BAFTA); the Creative Industries Independent Standards Authority (CIISA), and the Film and TV Charity (FTVC).</li></ol></li><li class="ck-list-marker-bold" data-list-item-id="ec468eea9c457eede489fee2eab8fd446"><strong>This Guide:</strong><ol><li data-list-item-id="edacef06edb81c6a624b1a43037401df5">does not replace the BFI/BAFTA Principles or duplicate the CIISA Standards or the FTVC Principles; and</li><li data-list-item-id="e5514169028de0f112522fdcc321036c0">does not constitute legal advice. You should seek your own advice for specific compliance questions.</li></ol></li></ol><p>Thereâs lots more guidance, model documents, and signposts to support on the WorkWise for Screen website.</p><p>Whether you are an executive in a boardroom, a head of department on a night shoot, a games executive planning a âsprintâ or âscrumâ, an animator collaborating with colleagues for the first time, or a cinema opening a new screen, this Guide will help you create and maintain a professional, respectful, legally compliant, productive workplace environment.</p></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div><div class="my-10"><div class="w-full bg-beige rounded-[20px] p-5"><div class="mx-auto w-full max-w-[1360px]"><div class="prose prose-li:m-0 max-w-full text-sm leading-tight sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>Acknowledgements</strong></p><p><strong>My thanks to the Guideâs contributors:</strong></p><p>Annabel Grundy</p><p>Barry Nichol, Solictor (Anderson Strathern)</p><p>Daisy Bostanli (ProArtsPlus)</p><p>Fflur Jones, Solicitor (Darwin Grey)</p><p>Holly Patrick-Thomson (Napier)</p><p>Jerry Knight-Smith, Solicitor (ProArtsPlus)</p><p>Jonny Gifford (Institute for Employment Studies)</p><p>Martin Coyne (Bond & Coyne)</p><p>Michael Black, Solicitor (Cleaver Fulton Rankin)Â </p><p>Rebecca Cargill, Solicitor (Cleaver Fulton Rankin)</p><p>Sade Banks-Tubi (What If Experiment)</p><p>Sara Veal (Huhbub)</p><p>Val Young (WorkWise for Screen)</p><p>Zofia Bajorek (Institute for Employment Studies)</p><p>Â </p><p>Suggestions for updates for future versions, will be gratefully received.</p></div></div></div></div></div><div class=""><div class="my-10 md:my-15 lg:my-20 !my-0"><div class="scroll-mt-[120px]" id="the-moral-business-and-legal-case"></div></div><div class="my-10"><div class="relative transition duration-700"><img alt="" loading="eager" width="3213" height="342" decoding="async" data-nimg="1" class="h-full w-full" style="color:transparent;object-position:50% 50%" srcSet="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F02-The-moral-Business-and-Legal-Case.png&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F02-The-moral-Business-and-Legal-Case.png&w=3840&q=75"/></div></div><div class="my-10"><div class="w-full bg-beige rounded-[20px] p-5"><div class="mx-auto w-full max-w-[1360px]"><div class="prose prose-li:m-0 max-w-full text-sm leading-tight sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p>In a high-stakes, collaborative industry, dignity at work is a moral requirement; it is also a hallmark of a well-run business. By moving away from a 'high-pressure' culture through proper planning, management and sensible budgeting, businesses can create safer, more productive environments, often at no or little cost.</p></div></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>2.1 The moral case</strong></p><p>Morally, businesses have an obligation to safeguard employees' mental and physical health, preventing burnout and long-term trauma associated with unsustainable work practices. Fair hiring practices, eliminating toxic "boys' club" studio cultures, and accommodating neurodiverse and disabled talent are examples of how to promote social equity and ensure marginalised voices aren't erased or silenced.</p><p>The Film and TV Charityâs <i>Looking Glass Reports</i> provide a definitive, data-driven map of the mental health crisis in the UK screen industries. Spanning from 2019 to 2024, these statistics suggest a systemic "mental health emergency".</p><p><strong>2.2 The legal shift: the 'preventative duty'</strong></p><p>The laws of England, Scotland and Wales have changed. As well as the long-standing health and safety and discrimination laws, there is now a mandatory statutory duty to take reasonable steps to prevent sexual harassment. Businesses canât simply react to incidents; they must actively anticipate where harassment might occur and take steps to prevent it. Any report of sexual harassment automatically counts as a protected disclosure under whistleblowing rules, so the person making the report must not be subject to detriment.</p><p>Crucially, 'reasonable steps' are often synonymous with sound project management. Proactive prevention means identifying risks before they materialise, whether in a VFX studio, a games development house, or on a location shoot. By planning for these risks during pre-production or at project kick-off, you reduce the number of situations that could lead to unacceptable conduct.</p><p>The legal standard for the duty to prevent sexual harassment will increase from taking "reasonable steps" to "all reasonable steps" from 30 October 2026. While businesses currently have a positive obligation to implement reasonable preventive measures, the revised standard sets a much higher legal threshold.</p><p>Employment tribunals evaluate corporate liability by direct reference to the EHRC Employment Statutory Code of Practice and the EHRC Technical Guidance on Sexual Harassment and Harassment at Work. Under the EHRC Employer 8-Step Guide, a business must demonstrate that its anti-harassment measures are active, visible, and continuously evaluated.</p><p><strong>2.3 The financial risk</strong></p><p>Any informal complaint will take time and energy to resolve. A formal legal complaint will incur costs. Failure to plan is therefore a significant financial risk. A sensible budget that includes welfare provision is far more cost-effective than the legal and reputational costs of a fine or tribunal claim. Remember that in rare cases, some health and safety breaches lead to a criminal conviction.</p><p><strong>2.4 Industry accountability</strong></p><p>Many major studios, broadcasters, streamers, and national funders make adherence to a set of standards a condition of working together. Insurance providers are increasingly assessing workplace culture. Businesses that can demonstrate they have 'planned in' dignity and safety are better placed to obtain funding, manage premiums and secure essential cover.</p><p><strong>2.5 The creative and people case</strong></p><p>To attract and retain the best creative and technical minds (especially in highly mobile sectors), businesses can foster a culture where everyone thrives. This can result in:</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e1a08132a34410408ab36ca6f72fd75d7"><strong>Reduced staff turnover:</strong> teams remain stable and productive when they feel respected and supported by realistic schedules.</li><li data-list-item-id="ebf5f30201789f880fde683e284fa78dd"><strong>Creative excellence:</strong> true innovation requires psychological safety; the freedom to take risks and collaborate without the fear of unacceptable conduct.</li><li data-list-item-id="efaad59cd21243373a46d6b8300951ff6"><strong>Reputational resilience:</strong> in our interconnected industry, a well-managed project is your best protection against reputational damage.</li></ol></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div></div><div class=""><div class="my-10 md:my-15 lg:my-20 !my-0"><div class="scroll-mt-[120px]" id="glossary"></div></div><div class="my-10"><div class="relative transition duration-700"><img alt="" loading="eager" width="3213" height="342" decoding="async" data-nimg="1" class="h-full w-full" style="color:transparent;object-position:50% 50%" srcSet="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FT
1itles%2F03-Glossary.png&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F03-Glossary.png&w=3840&q=75"/></div></div><div class="my-10"><div class="w-full bg-beige rounded-[20px] p-5"><div class="mx-auto w-full max-w-[1360px]"><div class="prose prose-li:m-0 max-w-full text-sm leading-tight sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p>Clarity and consistency are the first steps towards prevention. Ambiguity allows harmful behaviour to hide behind banter, creative pressure, or industry culture. The definitions that follow help ensure a shared understanding of what is unacceptable. They are grounded in UK law and reflect the broader Standards and Principles that apply across the creative industries.</p></div></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>3.1 Antisemitism</strong>: The International Holocaust Remembrance Allianceâs working definition (adopted by the UK Government) of antisemitism is âa certain perception of Jews, which may be expressed as hatred toward Jews. Rhetorical and physical manifestations of antisemitism are directed toward Jewish or non-Jewish individuals and/or their property, toward Jewish community institutions and religious facilitiesâ.</p><p><strong>3.2 Bullying: </strong>offensive, intimidating, malicious, or insulting behaviour. It often involves an abuse or misuse of power intended to undermine, humiliate, or denigrate the recipient. In the screen industries, this can sometimes be mistaken for 'firm management', but the distinction lies in whether the behaviour is persistent, targeted, or unreasonable.</p><p><strong>3.3 Crunch:</strong> refers to a prolonged period of intense, excessive overtime required to meet a looming project deadline (such as a shoot date, broadcast delivery, or software release). While historically framed as an inevitable industry norm in the screen sector, it becomes an unacceptable or coercive practice when workers are pressured into compliance through implicit management expectations, peer pressure, or the threat of contract non-renewal. Crucially, crunch often relies on unpaid hours that can push a workerâs average earnings below the National Minimum Wage or breach statutory rest limits under the Working Time Regulations 1998.</p><p><strong>3.4 Data Protection:</strong> the fair and proper use of personal data, safeguarding the right to privacy by giving individuals control over how their information is collected, stored, used and shared whilst balancing the legitimate needs of businesses to process that information.</p><p><strong>3.5 Dignity at Work Policy</strong>: a policy designed to be a business-wide statement to address unacceptable conduct.</p><p><strong>3.6 Discrimination: </strong>occurs when a person is treated less favourably than others because of a particular characteristic (direct discrimination), or when a rule or arrangement that applies to everyone puts people with a particular characteristic at an unfair disadvantage (indirect discrimination). There are nine characteristics protected by legislation: age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation. Discrimination includes antisemitism, islamophobia and racism. Unacceptable conduct also includes unjustified discrimination based on other factors. In our sector, this often manifests as bias or prejudice based on perceived class, socio-economic background, or regional accent. Although not protected characteristics, these factors can also cause harm.</p><p><strong>3.7 Duty of Care:</strong> the requirement to ensure, as far as is reasonably practicable, the physical and mental health, safety, and welfare of all people engaged on your project. This includes protecting your team from physical and psychological risks, as well as stress-related illness.</p><p><strong>3.8 Harassment, sexual harassment, and sex-based harassment</strong></p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e895f838302c8ace92842945fc2c90bab"><strong>Harassment:</strong> unwanted conduct related to a protected characteristic that violates a person's dignity or creates an intimidating or offensive environment.</li><li data-list-item-id="e64af1532a82ac817323d3a2dd42829a0"><strong>Sexual harassment:</strong> unwanted conduct of a sexual nature. This includes suggestive remarks, physical touch, or displaying sexual materials.</li><li data-list-item-id="ec64ed0c08f934454708e697c5bea0a6f"><strong>Sex-based harassment:</strong> conduct related to a personâs sex or presumed sex (but which is not of a sexual nature) that has the purpose or effect of violating their dignity.</li></ol><p><strong>3.9 Intersectionality</strong>: a term describing how different aspects of a personâs identity overlap to create unique and complex experiences of discrimination or privilege.</p><p><strong>3.10 Islamophobia: </strong>A term used to describe conduct, attitudes or beliefs that are prejudiced, hateful or discriminatory directed at Muslims or those perceived to be Muslim. Itâs rooted in racism and targets expressions of âMuslimness.â </p><p><strong>3.11 Prescribed Person</strong>: an external independent body designated by government to receive whistleblowing disclosures. These entities are typically sectoral regulators, watchdogs, or public enforcement authorities (such as the Health and Safety Executive) that possess the statutory power to investigate operational malpractice, regulatory breaches, or legal non-compliance within their specific jurisdictions. CIISA is a prescribed person, but it is yet to launch its reporting or investigative service.</p><p><strong>3.12 Proactive duties</strong>: the legal obligation to manage foreseeable work-related stress as a physical and mental health risk, the duty to prevent harassment, and the duty to make reasonable adjustments under equality legislation if you know (or ought to know) that someone has a disability.</p><p><strong>3.13 Psychological Safety</strong>: The Film and TV Charity defines psychological safety as a workplace culture where individuals feel they can speak up, share ideas, or admit mistakes without fear of negative consequences to their reputation or career.</p><p><strong>3.14 Racism:</strong> includes prejudice, discrimination, or antagonism by an individual against someone based on factors such as skin colour, nationality, ethnic origin, or national origin.</p><p><strong>3.15 Transphobia:</strong> A term used to describe conduct, attitudes, or beliefs that are prejudiced, hateful, or discriminatory towards individuals who identify as trans or non-binary, or who have the protected characteristic of gender reassignment. In the workplace, such behaviour is unlawful when it manifests as harassment, direct discrimination or victimisation. Protection a
1pplies regardless of whether a person has undergone any medical process or holds a gender recognition certificate.</p><p><strong>3.16 Unacceptable conduct:</strong> broadly encompasses bullying, harassment (including sexual and sex-based harassment), intimidation, aggression, victimisation, and coercion. It also includes all forms of unlawful discrimination and prejudice. By using this broad term, we avoid complex legal debates. Any behaviour that is aggressive, exclusionary, or intimidating will be unacceptable conduct.</p><p><strong>3.17 Vicarious liability</strong>: the exposure of an organisation to liability for the actions of those it engages, even if it was unaware of the conduct that caused the liability, unless it can prove it took all reasonable steps to prevent it.</p><p><strong>3.18 Victimisation: </strong>occurs when a person is treated less favourably because they have been (or they are believed to have been) involved with a complaint about unacceptable conduct. Protecting people from victimisation is essential for a 'safe-to-speak' culture.</p><p><strong>3.19 Welfare Facilitator</strong>: a trained independent person who provides a safe, confidential channel for everyone on a project to raise concerns. They may be known as welfare officers, mental health first aiders, or assistance programme delivery partners. They may work face to face, online, or use digital communication tools.</p><p><strong>3.20 Whistleblower</strong>: a worker who exposes wrongdoing, illegal activity, or malpractice taking place within an organisation. To receive legal protection, the individual must reasonably believe that their disclosure is made in the public interest and reveals a serious concern (such as a criminal offence, a breach of a legal obligation, or a danger to health and safety). Whistleblowers are statutorily protected from suffering any detriment, victimisation, or unfair dismissal as a result of speaking out (a âwhistleblowing disclosureâ or âprotected disclosureâ).</p><p><strong>3.21 Workplace triggers:</strong> aspects of workplace design or management that may cause psychological or physical harm. If left unmanaged, these factors lead to stre</p></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div></div><div class=""><div class="my-10 md:my-15 lg:my-20 !my-0"><div class="scroll-mt-[120px]" id="bodies-that-address-good-working-practices"></div></div><div class="my-10"><div class="relative transition duration-700"><img alt="" loading="eager" width="3213" height="582" decoding="async" data-nimg="1" class="h-full w-full" style="color:transparent;object-position:50% 50%" srcSet="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F04-Bodies-THAT-ADDRESS-GOOD-WORKING-PRACTICES.png&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F04-Bodies-THAT-ADDRESS-GOOD-WORKING-PRACTICES.png&w=3840&q=75"/></div></div><div class="my-10"><div class="w-full bg-beige rounded-[20px] p-5"><div class="mx-auto w-full max-w-[1360px]"><div class="prose prose-li:m-0 max-w-full text-sm leading-tight sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p>This guide refers to the standards established by UK government bodies and the industryâs leading organisations.</p></div></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>4.1 Industry Frameworks</strong>: The three main frameworks for the screen sector are:</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="eb78edc3dff224c07f7d60c89ca194264"><strong>The BFI/BAFTA Principles to tackle and prevent bullying, harassment and racism: </strong>The BFI/BAFTA Principles mandate that everyone on the team shares responsibility for creating and maintaining an inclusive, positive and supportive workplace.</li><li data-list-item-id="e410bbea245ee333cd367313aac4e5015"><strong>The CIISA Standards: </strong>The Creative Industries Independent Standards Authority (CIISA)âs framework of four minimum standards of behaviour expected across the creative industries to ensure safe and inclusive working environments.</li><li data-list-item-id="e01e2d967a0772193f72343039e2ca50a"><strong>The Film & TV Charity Principles for Mentally Healthy Productions: </strong>These Principles have three pillars (People Support, Content Impact and Work Planning) to embed mentally healthy working practices into UK film and television.</li></ol><p><strong>4. 2 Alignment with UK statutory standards: </strong>
1These industry frameworks do not exist in isolation; they provide the sector-specific detail required to meet broader UK legal and regulatory obligations.</p><ol><li data-list-item-id="e8b278372966144ad794c5754004bad80"><strong>Acas and, in Northern Ireland, the LRA: </strong>the public bodies providing workplace advice, training, guidance and resolution services. Their Codes of Practice on disciplinary and grievance procedures set the minimum standards of fairness. Employment tribunals will take these Codes into account in relevant cases.</li><li data-list-item-id="e3b234f1e4e8bd058d9977136e13efe68"><strong>The Equality and Human Rights Commission</strong>: an independent statutory body responsible for encouraging equality and diversity, eliminating unlawful discrimination and protecting and promoting the human rights of everyone in Great Britain. It has investigative and enforcement powers. Tribunals take their Statutory Codes of Practice into account in relevant cases. They publish technical guidance, which is also highly persuasive.</li><li data-list-item-id="ea881a4249f52e3db850d058c307c2ff1"><strong>The Fair Work Agency </strong>(FWA): has recently started work to bring various workforce-related enforcement powers under a single regulator. It has the power to start tribunal claims, inspect records, issue improvement notices and levy fines. Its focus is expected to be on cases involving underpayment or exploitation, including the National Minimum Wage, statutory sick pay rights, holiday pay calculations and employment agency regulations.</li><li data-list-item-id="efc36cd4ee7c68cb6e274605e4cdb561c"><strong>The Health and Safety Executive or the Health and Safety Executive for Northern Ireland</strong>: are the regulators for work-related health, safety and illness. They act as the primary bodies responsible for enforcing health and safety legislation, providing guidance and setting standards for workplace safety. In many cases, tribunals and courts will take their guidance into account in relevant cases.</li><li data-list-item-id="e1936f6b08465688dc885fa945c28f518"><strong>The Information Commissionerâs Office</strong>: the UKâs independent supervisory authority for data protection. It enforces the rules and regulations relating to personal data. Tribunals and courts take the ICOâs statutory Codes of Practice into consideration, and the ICO will assess whether a business has followed its published guidance in the event of a regulatory investigation or data breach.</li></ol></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div></div><div class=""><div class="my-10 md:my-15 lg:my-20 !my-0"><div class="scroll-mt-[120px]" id="where-to-start"></div></div><div class="my-10"><div class="relative transition duration-700"><img alt="" loading="eager" width="3213" height="342" decoding="async" data-nimg="1" class="h-full w-full" style="color:transparent;object-position:50% 50%" srcSet="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F05-WHERE-TO-START.png&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F05-WHERE-TO-START.png&w=3840&q=75"/></div></div><div class="my-10"><div class="w-full bg-beige rounded-[20px] p-5"><div class="mx-auto w-full max-w-[1360px]"><div class="prose prose-li:m-0 max-w-full text-sm leading-tight sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p>With a clear, consistent approach, you can simply embed dignity and respect into your projects from the outset. By following these steps, you can establish a tangible record for legal compliance and set a professional standard for the whole team.</p></div></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>5.1 Recruitment and Negotiation</strong>: Finding and engaging the best team members takes time. Donât miss out on the chance to engage a diverse, engaged workforce because of poor or outdated recruitment processes. The quality of the recruitment process and subsequent negotiation of terms are important opportunities to match the reality of your workforce with your organisationâs vision.</p><p><strong>5.2</strong> Controls over Zero-Hours contracts and cancellation protection for workers on irregular hours are due to come into effect in 2027.</p><p><strong>5.3</strong>
1 If you want to support junior crew, those with intersecting marginalised identities and freelancers, then thinking about your approach at this early stage will reap rewards. If no one involved in the selection processes has relevant lived experience, consider seeking support from external sources.</p><p><strong>5.4 Training and Support</strong>: Recognising that everyone is different, and wonât start from the same place, means that you will need training and support policies and processes that are sufficiently flexible to offer extra support when required.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="ec673620d86597051690291b964bc6e96"><strong>Management training:</strong> lead executives and heads of department (HODs) require support and training, especially if they have little experience of dealing with workplace practices. Training can help senior executives to lead a project with confidence that the relevant laws, Standards and Principles are being followed.</li><li data-list-item-id="e5641643524d6db836e1732bec39459fa"><strong>Workforce awareness:</strong> the entire workforce must be briefed and regularly reminded of the standards of conduct and the available, accessible reporting routes. The type of training provision and who provides support will depend on each personâs role.</li></ol><p><strong>5.5 Raising Concerns: </strong>Establishing accessible reporting pathways from the start is essential to ensure that someone can raise a concern the moment unacceptable conduct occurs. Prepare to provide multiple clear options for raising a concern, recognising that individuals may feel uncomfortable approaching their immediate line manager.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e5940a33b36d8caf13067bbcf09de0cd5"><strong>Welfare facilitators</strong>: Ideally, every project should have welfare facilitators to provide a safe, confidential channel for everyone on the project to raise concerns. Ideally, some or all of the facilitators will have relevant lived experience with the themes the project addresses. Their names and contact details should be included in an induction pack, displayed on call sheets, and posted in common areas and in shared online spaces.</li><li data-list-item-id="e15e31b4b5523513cae5c54c80a8e9684"><strong>Anonymous reporting</strong>: Implementing an independent reporting channel (such as a secure online portal or an external telephone-based hotline) allows everyone to raise a concern without revealing their identity. In line with statutory guidance issued by the EHRC, and the CIISA Standards, providing an anonymous pathway is highly effective for capturing vital cultural intelligence that might otherwise go unreported due to a fear of reprisal or professional detriment.</li></ol><p><strong>5.6 Risk assessments: </strong>Use a framework to identify potential 'hot spots' where unacceptable conduct is most likely to occur. This is a primary tool for fulfilling your preventative duties set out in the EHRC and HSE statutory guidance.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e0a1c5641f62bcd7daff6a97394c42f3e"><strong>Identify triggers:</strong> assess if the current schedule or budget creates unnecessary pressure points (such as unrealistic 'crunch' periods or excessive night work).</li><li data-list-item-id="e2287ca9665022cb79d732417c3fd6c47"><strong>Identify accessibility barriers:</strong> check for physical, digital, or structural barriers that can affect whether someone is exposed to unacceptable conduct.</li><li data-list-item-id="e6129878371e0db06d411183a55bb04d0"><strong>Mitigation:</strong> plan for specific mitigations (such as additional rest periods, safe transport for late finishes, or increased support at industry social events).</li></ol><p><strong>5.7 The near-miss log: </strong>In health and safety management, a near-miss is an incident that could have led to an injury but didn't. In terms of conduct, a near-miss is a situation in which a workplace trigger or management issue was identified but did not result in a formal complaint. By logging these cases, specific issues can be identified, enabling structural fixes before anyone is harmed.</p><p><strong>5.8 Contractual alignment: </strong>Your Dignity at Work Policy should be more than a recommendation:</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="ed2c0d72d82efca4dfbde8d10ed048e76"><strong>
1Employment contracts</strong>: short-term, fixed-term and open-ended employment contracts can include a reference to a Dignity at Work Policy.</li><li data-list-item-id="ec0098bd622bcc0bebcecc97764122a6c"><strong>Contractors and freelancers:</strong> verify that all supply contracts include a clause requiring adherence to the policy and the relevant Principles or Standards.</li><li data-list-item-id="e83515d13f3817f983fb5e6f96c3e450e"><strong>The supply chain:</strong> if you are using third-party providers (such as security, catering, or tech hire companies), ensure their staff are also briefed on your Standards before they start work.</li><li data-list-item-id="e2967793f897abe1dac85139a0354958c"><strong>Insurance:</strong> Inform your insurers of your conduct protocols and risk mitigations.</li></ol><p><strong>5.9 The 'first hour' briefing: </strong>The first hour a person works on your project is the most important opportunity to establish a safety culture. Your induction process (whether physical or digital) could include:</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e27c44a928b798b5004a722275b59f7c3">A formal cultural briefing delivered by the project lead.</li><li data-list-item-id="eb932563000219df43037656b29af6760">An opportunity to check if all access requirements and workforce risks have been raised and addressed.</li><li data-list-item-id="e84bf55c075c181b29260e929c8d5099b">An option to share information with a welfare facilitator if they have been exposed to unacceptable conduct on other projects. This could help identify potential triggers, especially when the perpetrator of prior unacceptable conduct is also involved in your project.</li><li data-list-item-id="e8d7065d1e2a0f8f9a5ec983d0043b5d2">Access to relevant information about professional standards.</li><li data-list-item-id="ec1a935bc9e2a5093a7fb3b67f75448ee">Details of your informal and formal independent, anonymous support and reporting processes.</li></ol></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div></div><div class=""><div class="my-10 md:my-15 lg:my-20 !my-0"><div class="scroll-mt-[120px]" id="risk-assessments"></div></div><div class="my-10"><div class="relative transition duration-700"><img alt="" loading="eager" width="3213" height="342" decoding="async" data-nimg="1" class="h-full w-full" style="color:transparent;object-position:50% 50%" srcSet="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F06-Risk-Assessments.png&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F06-Risk-Assessments.png&w=3840&q=75"/></div></div><div class="my-10"><div class="w-full bg-beige rounded-[20px] p-5"><div class="mx-auto w-full max-w-[1360px]"><div class="prose prose-li:m-0 max-w-full text-sm leading-tight sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p>Risk assessment is the connection between policy and reality. By identifying workplace triggers before they occur, you address your legal duties and improve project stability.</p></div></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>6.1 Understanding workplace triggers: </strong>Preventing unacceptable conduct requires more than telling people how you expect them to behave; it also requires managing the work environment. Workplace triggers are aspects of project management or design (such as unrealistic deadlines or poor communication) that heighten the risk of harm. Research from <strong>The Film & TV Charity</strong> (specifically the 'Looking Glass' reports) suggests that these structural pressures are a primary driver of poor mental health and conduct issues in our sector. By planning to reduce these pressures, you create a healthier, safer, and more productive workspace.</p><p><strong>6.2 Mapping your 'hot spots': </strong>Use the following categories to identify where risks are most likely to occur in your specific business area:</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="ee846fb5ca1b86b238d166f16d069e48b"><strong>Power imbalances:</strong> Projects with small, 'inner-circle' teams where authority is concentrated can make people feel unable to speak up.</li><li data-list-item-id="e3db40eca34e7d5ad0bc8badaa4650872"><strong>Physical environments:</strong> Working in isolated locations, at night, or in public-facing roles requires specific policies or procedures.</li><li data-list-item-id="edfce7ffcdc218e5bc2d593485bcfdb49"><strong>Misuse of Personal data: </strong>The use of unencrypted personal messaging apps, shared digital drives with inappropriate access controls or public call sheets can expose sensitive personal details and create a hostile or insecure environment.</li><li data-list-item-id="e9f94d5330823862059ab5f323d8b01d1"><strong>Crunch periods:</strong> High-pressure or high-intensity work is a major trigger for stress and irritability. These periods can be more intense if a delivery date has been made public (for example, for a film or game release). Carefully considering scope, budget and timescales is the most effective way to prevent crunch periods escalating into unacceptable conduct.</li><li data-list-item-id="e575ed685433c67849fada6089ba0f9f1"><strong>Exposure to sensitive content:</strong> work involving intimacy, violence or traumatic themes can increase the psychological load on the team.</li><li data-list-item-id="e0356eb61d735d11bbd889cca7b7a2a35"><strong>Social and industry events:</strong> Environments where the line between work and socialising is blurred (and where alcohol or recreational drugs are present) are high-risk areas for unacceptable conduct.</li></ol><p><strong>6. 3 Implementing the Framework: </strong>Documenting your mitigation steps is your primary evidence for meeting the 'all reasonable steps' legal threshold. For each trigger identified, you should record:</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="ed935c5bbfb4ad4bf79d26835a6a7c1d7"><strong>The risk:</strong> (e.g. a 14-hour night shoot on a remote location).</li><li data-list-item-id="e978f22bc00a652b4043726e5d82d8f52"><strong>The trigger:</strong>
1 (e.g. fatigue and lack of secure transport).</li><li data-list-item-id="ead9e0acfcdb5dc81d71213aa390d5708"><strong>The mitigation:</strong> (e.g. mandatory rest periods, providing taxis for all crew, and having a welfare facilitator on site).</li></ol><p><strong>6.4 Feedback and Review</strong>: A risk assessment mustnât be a standard box-ticking exercise. It needs to be a practical, working document that acknowledges that not everyone will have the same experience and that it will never address every single risk in detail. The best assessments are dynamic and incorporate regular feedback from the team.</p></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div></div><div class=""><div class="my-10 md:my-15 lg:my-20 !my-0"><div class="scroll-mt-[120px]" id="leadership-and-culture"></div></div><div class="my-10"><div class="relative transition duration-700"><img alt="" loading="eager" width="3213" height="342" decoding="async" data-nimg="1" class="h-full w-full" style="color:transparent;object-position:50% 50%" srcSet="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F07-Leadership-and-Culture.png&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F07-Leadership-and-Culture.png&w=3840&q=75"/></div></div><div class="my-10"><div class="w-full bg-beige rounded-[20px] p-5"><div class="mx-auto w-full max-w-[1360px]"><div class="prose prose-li:m-0 max-w-full text-sm leading-tight sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p>Leadership in the screen sector is a rolling commitment, not a one-off event. Because projects often have staggered start dates, the 'tone' must be set and reset continually. Embed a respectful culture through every stage of a projectâs lifecycle, helping new arrivals to integrate into a safe environment from their first hour.</p></div></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>7.1 The cultural lead: </strong>Identify which person or persons will define your workplace environment. Whoever it is, their behaviour dictates the 'social contract' of the project.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="eb494ce4a79ce54f03abe39e473c5508e"><strong>Modelling professional standards:</strong> A leader who prioritises good working practices creates a protective barrier against unacceptable conduct. Awareness of how a personâs proximity to typical societal privilege (being a white, straight, non-disabled, cis-male, with a senior permanent role) can help a leader hear concerns.</li><li data-list-item-id="e5908167921a7d482f038899175619f47"><strong>Acknowledge multiple roles:</strong> in smaller businesses, it is not uncommon for one person to be the founder, senior executive and creative director. The absence of internal checks and balances makes it more important to consider external welfare facilitators and processes that allow anonymous reporting.</li><li data-list-item-id="e8a2149bbc00bde98ec644f4292bed690"><strong>Early intervention:</strong> People with authority to deal with a team memberâs concerns need to be available and easily contactable. If someone quickly addresses instances of unacceptable conduct, the damage they cause may be controlled.</li><li data-list-item-id="e345b7f5763cc0cbddf1ede788700e569"><strong>Visibility of support:</strong> a leaderâs role is to ensure that welfare facilitators and reporting routes are available, accessible and actively promoted.</li><li data-list-item-id="e3c14c757ce3238d7704c76b017c67515"><strong>Be prepared for feedback:</strong> Survey data suggest that the person most likely to cause harm is someone in power. You need a clear complaints process that can address concerns, even if the complaint is about the cultural leader, a senior executive, your best friend or a welfare facilitator. The feedback process may need external support to remain independent, so identifying that source of support at an early stage will enable a complaint to be dealt with without delay.</li><li data-list-item-id="eb2a60c8543f270319a9a5ad22ee2a8d9"><strong>Call for feedback</strong>: To help normalise the feedback process, a business should not wait for a concern to be raised. If you proactively seek feedback at regular intervals (perhaps at set points of delivery of the project) or by sending out questionnaires, you may be able to identify hidden triggers early, so that adju
1stments can be made as soon as possible.</li><li data-list-item-id="ebd5fba97f507ccb0b1a72ee89c4afd6c"><strong>Equity and Equality:</strong> By including a level of flexibility in your project planning, it will be easier to provide the timely support each team member may need.</li></ol><p><strong>7.2 Continuous leadership: </strong>Because people may join a project at different times, setting the culture is a rolling responsibility.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e8edf7373fb79e61d65769ef9047b5d17"><strong>Preparing for a new starter</strong>: The recruitment and contract negotiation stages are opportunities to ensure that dignity at work processes are visible and effective from the start. Screen sector contracts are often issued at the last minute (if at all), sometimes contain out-of-date, irrelevant or needlessly technical information and are presented in inflexible or inaccessible formats. Give people the information they need to understand their role and responsibilities, and to provide you with information about how they can thrive. Donât pretend your contracts have fixed standard wording if they donât. Provide glossaries or signposts to additional information so the deal is clear and understandable.</li><li data-list-item-id="e753e06afbbf296f440079a742707ce8a"><strong>The 'first hour' briefing:</strong> ensure that every new person receives a relevant briefing on the projectâs values and the 'safe-to-speak' protocols. Suggestions are in the âwhere to startâ section and in the âtemplatesâ section.</li><li data-list-item-id="e152492b8632323f90879a9ef3a6663b5"><strong>Consistency across the project:</strong> Lead artists, directors and HODs must be aligned in their approach so that the whole team has a similar experience.</li></ol><p><strong>7.3 Psychological safety and the 'safe-to-speak' culture</strong></p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e3278420f490bd2b51c7cda44e7f47f2d"><strong>Psychological safety</strong>: The <strong>CIISA Standards</strong> emphasise creating a culture in which people feel safe raising concerns without fear of professional repercussions. This is known as psychological safety.</li><li data-list-item-id="ed6b8418383542f0caac5d99ac2ed0723"><strong>Reducing the power gap:</strong> Projects with steep hierarchies often suffer from a 'silence trap' where junior members or freelancers feel unable to report issues. Actively invite feedback to normalise open dialogue.</li><li data-list-item-id="e1704bf83e5a7ccc9de6d033a298c63a3"><strong>The 'bystander':</strong> Managers have a specific responsibility to act if they witness unacceptable conduct. Staying silent is often interpreted as an endorsement of the behaviour. Intervention demonstrates that your Dignity at Work Policy is being followed. Everyone should feel comfortable intervening, reporting, and providing peer support if required.</li></ol><p><strong>7.4 Managing the 'talent excuse': </strong>A common industry enabler of poor culture is the 'talent excuse' (where high-performing individuals are allowed to behave poorly because of their creative or technical status). But a âcreative geniusâ label does not justify unacceptable conduct, and Dignity at Work policies must not be bypassed to keep talent happy. Positive role modelling from respected figures is a very effective lever for culture change. Consider:</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e151e72c86bcfad33283ca9a2903ec618"><strong>Universal accountability:</strong> to satisfy the preventative duty, the standards of conduct must apply to everyone on the team, regardless of their seniority or 'star power'.</li><li data-list-item-id="e212a33231cd84a69acc33683191a6696"><strong>The cost of toxicity:</strong> leaders should recognise that the technical brilliance of one individual does not outweigh the productivity loss, turnover, and legal risk caused by a toxic environment.</li></ol></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div></div><div class=""><div class="my-10 md:my-15 lg:my-20 !my-0"><div class="scroll-mt-[120px]" id="nclusion-and-belonging"></div></div><div class="my-10"><div class="relative transition duration-700"><img alt="" loading="eager" width="3213" height="342" decoding="async" data-nimg="1" class="h-full w-full" style="color:transparent;object-position:50% 50%" srcSet="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FT
1itles%2F08-Inclusion-and-belonging.png&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F08-Inclusion-and-belonging.png&w=3840&q=75"/></div></div><div class="my-10"><div class="w-full bg-beige rounded-[20px] p-5"><div class="mx-auto w-full max-w-[1360px]"><div class="prose prose-li:m-0 max-w-full text-sm leading-tight sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p>When everyone on the team feels they belong and are valued for their professional contribution, the social friction that often leads to unacceptable conduct is significantly reduced.</p></div></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>8.1 Practical steps for fostering inclusion: </strong>Inclusion is a management task to foster a culture that supports the feeling of belonging. It requires consistent attention.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e3e3f45774aabdbf934f68950a3f1e493"><strong>Prepare to make reasonable adjustments: </strong>If you fail to identify barriers, donât make reasonable adjustments, or donât respond to feedback or complaints, there is a risk that someone will be disadvantaged or experience unacceptable conduct.</li><li data-list-item-id="e29ea7be239832f1a163019842dbbee6c"><strong>Donât expect everyone to conform:</strong> Sometimes the organisational culture needs to change so that everyone feels comfortable. People may not feel able to raise a concern; instead, it might seem easier and less risky for them to walk away, comply, or adapt to become a version of themselves they feel is more acceptable. If someone canât be authentic in the workplace, or spends energy masking, that can harm the individual. Instead, celebrate different ways of working, and encourage managers to be clear, consistent, responsive and adaptable.</li><li data-list-item-id="e868d3e9457b165f38d9142098b14ee95"><strong>Transparent communication:</strong> ensure that all project information is shared through official channels so that no one is left out of the loop.</li><li data-list-item-id="e55c8185ef68238c901e85bdb1869c734"><strong>Active engagement:</strong> during project meetings or reviews, ensure everyone can contribute. This prevents the 'loudest voice' dynamic, which can often mask underlying conduct issues. Some participants may benefit from pre-meeting briefings or post-meeting reviews.</li><li data-list-item-id="e3ab3968d44d1dcc1d82c1ccb9462164d"><strong>Celebrating contribution:</strong> acknowledge the technical and creative wins of the whole team, ensuring that credit is distributed fairly across all roles, including junior staff and freelancers.</li></ol><p><strong>8.2 Class and background: the 'invisible' triggers: </strong>In the UK screen industries, class and socio-economic background are examples of common significant interpersonal triggers which may not be protected characteristics.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e3f06f7bdeaea7f860df468f83c17c836"><strong>Status signalling</strong>: be mindful that snobbery and referencing expensive tastes or experiences can alienate those from different backgrounds.</li><li data-list-item-id="e34d2e56a9917d571d69228a7da2a3e40"><strong>Professional relationships:</strong> treat every person (regardless of their route into the industry) as a professional colleague, remembering that some people may require additional support. This mindset shift is essential for maintaining a stable and respectful project environment.</li></ol><p><strong>8.3 Managing interpersonal triggers: </strong>Interpersonal triggers are often early warning signs of a deteriorating culture. They are not always explicit acts of unacceptable conduct, but they create an environment in which unacceptable conduct becomes more likely.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e32c2e56860b583f81b9eb0430af7f07e"><strong>'In-group' dynamics:</strong> tight-knit networks can inadvertently lead to 'cliquey' behaviour. When information or social invitations are only shared with a preferred group, it creates an environment of exclusion.</li><li data-list-item-id="e7ce701e412ebe5681259190b7d243482"><strong>Harmful conduct:</strong> might be subtle acts of exclusion, such as repeatedly mispronouncing a name, ignoring contributions in meetings, or using gendered or exclusionary language. Their cumulative effect undermines the 'safe-to-speak' culture.</li><li data-list-item-id="eb5e8119702941d78cd56caa097b3b050"><strong>Assumptions about background:</strong> avoid making assumptions about a colleagueâs experience or status based on their class, background, or accent. Professional respect must be the default.</li></ol><p><strong>8.4 Practical steps to foster belonging</strong>: Belonging cannot be mandated: it must be cultivated. It will occur when a person feels safe enough to be authentic, and feels genuinely valued for their unique perspective, not just tolerated.</p></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div></div><div class=""><div class="my-10 md:my-15 lg:my-20 !my-0"><div class="scroll-mt-[120px]" id="communication-and-the-teams-voice"></div></div><div class="my-10"><div class="relative transition duration-700"><img alt="" loading="eager" width="3213" height="342" decoding="async" data-nimg="1" class="h-full w-full" style="color:transparent;object-position:50% 50%" srcSet="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FT
1itles%2F09-COMMUNICATION-AND-THE-TEAM%25E2%2580%2599S-VOICE.png&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F09-COMMUNICATION-AND-THE-TEAM%25E2%2580%2599S-VOICE.png&w=3840&q=75"/></div></div><div class="my-10"><div class="w-full bg-beige rounded-[20px] p-5"><div class="mx-auto w-full max-w-[1360px]"><div class="prose prose-li:m-0 max-w-full text-sm leading-tight sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p>A safe-to-speak culture is maintained through continuous dialogue, not just an annual survey or a single induction briefing. Establish clear, reciprocal feedback loops. This ensures that everyone on the team has a structured way to voice concerns and offer suggestions.</p></div></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>9.1 Feedback loops: </strong>are an early warning system. They allow you to catch environmental stressors (such as budget friction or scheduling pressure) before they manifest as conduct issues. Be prepared to receive the feedback, and to explain what happens next.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e92d00d24c7c2ef5e625450be5d47b1da"><strong>Call for feedback</strong>: use a variety of methods to signpost all internal and external reporting routes.</li><li data-list-item-id="ed55a2e68afde21773aef22e78e91e509"><strong>The 'temperature check':</strong> Use brief, informal regular check-ins. These are not technical reviews, but a moment to ask: "How is the pressure? Are the communication lines clear?"</li><li data-list-item-id="eefcceb5ce263aa7231836adce2b815ed"><strong>Anonymous reporting systems: </strong>providing an anonymous reporting system can help capture concerns that individuals may feel uncomfortable raising in person.</li><li data-list-item-id="e8bc7f49792b8cf32db81cdc6ac0d482a"><strong>Open-door hours:</strong> establish specific times for 'no-agenda' chats. This reduces the friction of reporting and makes management feel accessible rather than isolated.</li><li data-list-item-id="ebc13db18c3a559233cf09bb6266b5044"><strong>Neutral feedback:</strong> Research shows that whistleblowers in the arts sector often experience harm. It is easy to feel defensive and to rely on a majority view when a challenge is raised. Care needs to be taken that any feedback is collected neutrally and assessed properly.</li></ol><p><strong>9.2 The role of 'team representatives':</strong> Appointing a department representative or recognising a Union can help bridge the gap between the workforce and senior management.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e051b20a60367f9aeedcb91ed8e727ff7"><strong>Peer-to-peer reporting:</strong> people often feel more comfortable speaking to a peer than a manager. These representatives can gather collective feedback on workplace triggers and present them to the production team without identifying individuals.</li><li data-list-item-id="e2436ee77708a8d88740e36448abf728a"><strong>Collaborative problem-solving:</strong> involving the team in the solution increases psychological safety and reinforces a professional peerage mindset.</li></ol><p><strong>9.3 Communication during high-pressure periods: </strong>When a project hits a crunch time, communication is often the first thing to fail. Ironically, this is when it is most needed.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="ef002d681a4eac3bfa4cee8930dbaaddc"><strong>The 'no-surprises' rule:</strong> keep the team informed of changes as early as possible. Uncertainty is a major trigger.</li><li data-list-item-id="e1bf67c4e2b2993fb56bb315231a69585"><strong>Transparent updates:</strong> if a schedule must change or a budget is cut, explain the 'why'. While you may not be able to share every detail, providing context helps the team feel respected.</li></ol><p><strong>9.4 Monitoring the 'silent' majority: </strong>A lack of complaints is not always a sign of a healthy culture; it can sometimes indicate a 'culture of silence'.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e64981412a6d42043fb3dd142ae815e88"><strong>Active outreach:</strong> do not wait for people to come to you. Making sure that the welfare facilitator is approachable and available, ready for check-ins without waiting for warning signs. If any of your welfare Key Performance Indicators start to rise, proactively use your feedback loops to investigate, rather than waiting for a concern to be raised.</li><li data-list-item-id="e35e5a622adc20ff6928dc4f42a22a9b5"><strong>Closing the loop:</strong> If the team raises a concern about a workplace trigger, you must communicate what action has been taken (or explain why action isn't possible). Silence is a quick way to destroy trust.</li></ol></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div></div><div class=""><div class="my-10 md:my-15 lg:my-20 !my-0"><div class="scroll-mt-[120px]" id="training-and-awareness"></div></div><div class="my-10"><div class="relative transition duration-700"><img alt="" loading="eager" width="3213" height="342" decoding="async" data-nimg="1" class="h-full w-full" style="color:transparent;object-position:50% 50%" srcSet="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FT
1itles%2F10-Training-and-Awareness.png&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F10-Training-and-Awareness.png&w=3840&q=75"/></div></div><div class="my-10"><div class="w-full bg-beige rounded-[20px] p-5"><div class="mx-auto w-full max-w-[1360px]"><div class="prose prose-li:m-0 max-w-full text-sm leading-tight sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p>Training is the mechanism that turns a policy into a lived culture. Training must be agile, accessible, and continuous.</p></div></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>10.1 Making training accessible: </strong>In the screen industries, time is a premium commodity. To be effective, training neednât be a day-long lecture that disrupts production or development.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e4aaa6ee190ce9619d17bde81db87f52d"><strong>Micro-learning:</strong> use short briefings, discussions or sector-specific digital modules that can be completed during gaps in the schedule or as part of the onboarding process. Be aware that not all people find online sessions easy, and some find in person events difficult.</li>
1<li data-list-item-id="e24b81278b3b9fc6d22cb6dc8293bb975"><strong>Refresher sessions:</strong> facilitate brief 'refreshers' on specific triggers.</li><li data-list-item-id="e35a2ac54701d4f7a3c6978d6b992af71"><strong>Industry resources:</strong> utilise established programmes or support forums to ensure your training is consistent with wider industry standards.</li><li data-list-item-id="e6b93bd69ec6f51ab4fd793bd57434070"><strong>Peer-to-peer support:</strong> even if it is not appropriate to provide training to contractors or freelancers (who are responsible for their own training), you can insist that everyone in your supply chain has some form of continuing professional development, and everyone can take part in peer-to-peer support.</li></ol><p><strong>10.2 Bystander intervention: the 'active' observer: </strong>A safe culture relies on the majority, not just the management. Bystander intervention training gives team members the confidence to challenge unacceptable conduct safely and professionally.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e9bca7e65e122f0717d07a9a801729e84"><strong>The '5 Ds of Bystander Intervention' framework</strong> (Direct, Distract, Delegate, Delay, and Document): this framework provides a practical toolkit for anyone to support a colleague without escalating a situation unnecessarily.</li><li data-list-item-id="e4cf0039e2ac357b08bb91349d543c6c6"><strong>Normalising the 'check-in':</strong> encourage a culture where asking 'Are you okay?' or 'Is this pressure manageable?' is seen as a professional courtesy rather than an intrusion. This is a primary tool for managing workplace triggers before they manifest as conduct issues.</li><li data-list-item-id="e6bf6894b5e5eb0402b2ffb51791d6060"><strong>Reinforcement:</strong> Regularly highlight the signposts to your Dignity at Work Policy and sources of support for a constant, low-barrier reminder of the conduct expectations and reporting routes established during the initial briefing to reinforce when interventions would be helpful.</li></ol><p><strong>10.3 Specialist support and roles: </strong>Some environments require more than basic awareness. In addition to welfare facilitators, lawyers and HR professionals, you may need to budget for specialist support to meet your duty of care:</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e31e89a19cc5e75619f0611c962dc8c0b"><strong>Access coordinators</strong>: identify barriers to access, and can act as a point of contact.</li><li data-list-item-id="ec942bf6748a8931d535409b2d4c6196a"><strong>Chaperones</strong>: regulated under child employment legislation to safeguard children, ensuring child licensing compliance and protecting vulnerable members of the team.</li><li data-list-item-id="eee89c56cf40e36f81e999d8ebb2779c5"><strong>Intimacy coordinators:</strong> essential for any production involving simulated sex or nudity to ensure consent and boundaries are maintained.</li><li data-list-item-id="eca91a4be5f18216bd9b28eb07c526f51"><strong>Mental health first aiders:</strong> provide immediate support for those experiencing stress or burnout caused by workplace triggers.</li><li data-list-item-id="edf8db7bebd820c27a3364b8efbe1a0e3"><strong>Welfare producers or cultural consultants:</strong> can help teams adopt good working practices, management techniques, feedback processes and handling conflict.</li></ol><p><strong>10.4 A collective professional standard: </strong>Training is not just about legal compliance; it is about professional development. By investing in skills, you improve the resilience of your workforce. Relevant accreditations, training, or equivalent industry credentials demonstrate a commitment to a professional, modern screen sector.</p></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div></div><div class=""><div class="my-10 md:my-15 lg:my-20 !my-0"><div class="scroll-mt-[120px]" id="training-is-the-mechanism-that-turns-a-policy-into-a-lived-culture-training-must-be-agile-accessible-and-continuous-rather-than-a-one-off-event-10-1-making-training-accessible-in-the-screen-industries-time-is-a-premium-commodity-to-be-effective"></div></div><div class="my-10"><div class="relative transition duration-700"><img alt="" loading="eager" width="3213" height="342" decoding="async" data-nimg="1" class="h-full w-full" style="color:transparent;object-position:50% 50%" srcSet="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FT
1itles%2F11-Production-and-Performance.png&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F11-Production-and-Performance.png&w=3840&q=75"/></div></div><div class="my-10"><div class="w-full bg-beige rounded-[20px] p-5"><div class="mx-auto w-full max-w-[1360px]"><div class="prose prose-li:m-0 max-w-full text-sm leading-tight sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p>From the intensity of a live set to the technical precision of a VFX pipeline, workplaces require physical and psychological safety to function effectively. When someone is distracted by unacceptable conduct or overwhelmed by unmanaged workplace triggers, they will suffer harm.</p></div></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>11.1 The cost of poor conduct: </strong>Unacceptable conduct causes harm. It is a direct threat to the wellbeing of your team and your businessâs bottom line. Research across the creative industries shows that environments where unacceptable conduct is tolerated suffer from specific commercial drains:</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e57e9f19d309f559c3c8a097fa8c89808"><strong>Cognitive depletion:</strong> when a colleague is focused on navigating toxic dynamics, they have less mental energy for creative problem-solving or technical accuracy.</li><li data-list-item-id="e9067a88e07ca4a35b777d8b07200cb56"><strong>Increased turnover:</strong> losing skilled freelancers mid-project leads to recruitment delays and the loss of 'institutional memory' on the production.</li><li data-list-item-id="e6bedc4fd8cda549c95f7d415569546d1"><strong>Absenteeism and 'presenteeism':</strong> team members being physically present but mentally disengaged due to stress or burnout caused by workplace triggers.</li></ol><p><strong>11.2 Monitoring triggers: </strong>Workplace culture can be a key performance indicator (KPI). By monitoring certain data points, you can identify 'hot spots' before they lead to unacceptable conduct, harm to an individual, a full production shutdown or a legal claim:</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e71fff318bb08e417563470356d8b9670"><strong>The 'wrap' or 'sprint' debrief:</strong> report on team morale and pressure levels after major milestones.</li><li data-list-item-id="e80e57a83ec6dad0fd3bb6d5c642e1546"><strong>Overtime patterns:</strong> excessive reliance on overtime is often a primary trigger for the fatigue that leads to conduct issues.</li><li data-list-item-id="e55b40974f95367537fac00c9f8ed6abd"><strong>Sickness/absence rates</strong> can, in some situations, indicate workplace issues.</li><li data-list-item-id="ed89a0ebf798c989b1e0692b58cfb7760"><strong>Quality control:</strong> if the accuracy of someoneâs work is lower than expected, that could also be an indication of workplace issues.</li><li data-list-item-id="e8df9272af87718d9490c880e24f1f381"><strong>Turnover rates:</strong> monitor if specific teams are losing more members than others (as this is often an early warning sign of poor leadership or a toxic sub-culture).</li></ol><p style="margin-left:40px;">The workplace culture KPI can be used to set thresholds when a near-miss should be recorded or action taken to address the hot spot.</p><p><strong>11.3 Creative Licence: </strong>Make boundaries clear, to allow all artists and technicians to take creative risks without fear of personal belittlement or other unacceptable conduct.</p><p><strong>11.4 Integrating conduct into project reviews:</strong> Conduct and culture should be a standing item in your post-project reviews.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e62e1f228846f487312029cc12cc2fbcd"><strong>The 'what went well' check:</strong> did the reporting systems work? Were appropriate steps taken when an issue arose?</li><li data-list-item-id="e919e7cc53ba7081e792f920dd03fff42"><strong>The 'trigger' audit:</strong>
1 which workplace triggers (e.g. night shoots, technical failures, or budget constraints) caused the most friction, and how can they be better managed in the next phase or project?</li></ol></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div></div><div class=""><div class="my-10 md:my-15 lg:my-20 !my-0"><div class="scroll-mt-[120px]" id="digital-and-remote-working"></div></div><div class="my-10"><div class="relative transition duration-700"><img alt="" loading="eager" width="3213" height="342" decoding="async" data-nimg="1" class="h-full w-full" style="color:transparent;object-position:50% 50%" srcSet="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F12-DIGITAL-AND-REMOTE-WORKING.png&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F12-DIGITAL-AND-REMOTE-WORKING.png&w=3840&q=75"/></div></div><div class="my-10"><div class="w-full bg-beige rounded-[20px] p-5"><div class="mx-auto w-full max-w-[1360px]"><div class="prose prose-li:m-0 max-w-full text-sm leading-tight sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p>The digital workspace is just as real as the physical studio floor. In sectors like VFX, animation, and games (where remote or hybrid working is often the standard), the lack of physical presence does not remove the risk of unacceptable conduct. In fact, digital environments can introduce new workplace triggers related to isolation, surveillance, and the blurring of home and work boundaries.</p></div></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>12.1 Redefining the workplace: </strong>Conduct standards must apply to every digital platform used by your project.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e7f377b0ae673215fb1be951e4cfeca5b"><strong>The 'public' vs 'private' boundary:</strong> Remind all team members that 'private' channels or direct messages on business platforms are still part of the professional environment. Conduct that would be unacceptable in person (such as exclusionary jokes) remains unacceptable in digital form.</li><li data-list-item-id="e753e9027ce98c469cf9e7b87cad3f9e5"><strong>Tone and intent:</strong> Digital communication requires additional care because a personâs tone may not be obvious. It is tempting to send a message in haste, but something that is ill-phrased could cause harm. Encourage a culture of clarity and professional empathy in written communications to prevent unnecessary friction.</li><li data-list-item-id="eebfb8b40bfddf12ac2e8d9f31b96d145"><strong>'Camera-on' online meetings</strong>: should not be the default, since engagement can be maintained with chat or other means. A camera feed doesnât ensure that someone is fully engaged in a meeting, and may create barriers for colleagues with sensory sensitivities, who are kinetic learners, who need reasonable adjustments for mental health needs or who work in difficult environments.</li></ol><p><strong>12.2 Managing the 'always-on' trigger: </strong>The primary workplace trigger in remote environments is the erosion of rest periods. When the workplace is in someoneâs home, the pressure to be constantly available can lead to rapid burnout.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e2a98012635522c0cf99b670ce9b29859"><strong>Allow everyone to disconnect:</strong> Establish clear 'core hours' and respect them. Avoid sending non-urgent messages or requests for updates late at night or over weekends.</li><li data-list-item-id="e0b166cf016637cac4c8f29de1eb9a1f8"><strong>Digital 'crunch' fatigue:</strong> in VFX and gaming 'sprints', remote workers are often more susceptible to overwork because their fatigue is less visible to management. HODs can schedule regular digital 'check-ins' to monitor workload and morale.</li></ol><p><strong>12.3 Remote oversight and trust: </strong>
1The use of surveillance or time-tracking software (while common in technical delivery) can be a significant trigger for stress and a breakdown in trust.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e791837eb83070cbbd2bb9badb9ee16cd"><strong>Transparency:</strong> if tracking software is used, its purpose and scope must be clearly communicated. It should never be used as a management tool or as a substitute for active leadership.</li><li data-list-item-id="ef720ce31d7f48e51e81f7ca521525f50"><strong>Privacy in the home:</strong> respect that remote workers are inviting the project into their private space. No one should be penalised for domestic interruptions (such as caring commitments or postal deliveries).</li></ol><p><strong>12.4 Virtual third-party harassment: </strong>For those working in community management, live-ops, or public-facing digital roles, the risk of harassment from the public (fans, players, or trolls) is high.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e0b26a8989ac27123a4927e6ce0f8204a"><strong>The digital shield:</strong> Ensure your project has a clear policy for handling external digital abuse. Colleagues should know that the business will support them and intervene if they are targeted by outsiders in the course of their work.</li><li data-list-item-id="e0daba56a09081b16738b18fa0e962f68"><strong>Cookies, privacy policies, and data protection:</strong> All of these can promote transparency and protect your team from harm, but can also be a<strong> </strong>source of frustration or disquiet, especially if the policies are not practical, enforced, and kept up to date.</li></ol></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div></div><div class=""><div class="my-10 md:my-15 lg:my-20 !my-0"><div class="scroll-mt-[120px]" id="other-workspaces"></div></div><div class="my-10"><div class="relative transition duration-700"><img alt="" loading="eager" width="3213" height="342" decoding="async" data-nimg="1" class="h-full w-full" style="color:transparent;object-position:50% 50%" srcSet="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F13-other-WORKSPACES.png&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F13-other-WORKSPACES.png&w=3840&q=75"/></div></div><div class="my-10"><div class="w-full bg-beige rounded-[20px] p-5"><div class="mx-auto w-full max-w-[1360px]"><div class="prose prose-li:m-0 max-w-full text-sm leading-tight sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p>To fulfil your preventative duty, safety protocols must extend to every space where your team is required to work. Some environments move the project away from the controlled setting of the home office or studio, introducing specific workplace triggers such as unfamiliar surroundings, communal travel, and interaction with individuals outside the immediate team.</p></div></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p>To fulfil your preventative duty, safety protocols must extend to every space where your team is required to work. Some environments move the project away from the controlled setting of the home office or studio, introducing specific workplace triggers such as unfamiliar surroundings, communal travel, and interaction with individuals outside the immediate team.</p><p><strong>13.1 Professional visits: client and partner premises: </strong>Visiting a clientâs studio (or hosting a partner at yours) changes the physical environment and the power dynamic. Even in a professional office, conduct risks can arise.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e7d31a4f391fe3ec935331f4cf4659dbf"><strong>Power imbalances:</strong> Being a guest in another businessâs space can make people feel they have less agency to challenge unacceptable conduct. Ensure that everyone on the team knows the Dignity at Work Policy still applies; they are protected by your standards regardless of whose building they are in.</li><li data-list-item-id="e493f724684d89d521b361fa7e72b80b7"><strong>Pre-visit briefings:</strong> if a team is visiting a third-party site, brief them on who to contact if they encounter issues with host staff or other contractors.</li></ol><p><strong>13.2 Markets, festivals, trade shows and other large venues: </strong>Industry events (where networking, socialising, and business are intertwined) are high-risk areas for 'blurred boundaries'.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="ea26b8ef285bc0ea9f175a4a9528bafdd"><strong>The 'always-on' trigger:</strong> the pressure to network late into the evening can lead to exhaustion and a lack of professional inhibition.</li><li data-list-item-id="e7baf46157c623be80937ca874227db65"><strong>Alcohol and conduct:</strong> While socialising is part of the sector, the timing, venue and nature of social events can exclude colleagues who may not wish to take part (for any reason). A mi
1x of events encourages a broader engagement and ensures that alcohol isnât the default social activity. Being drunk does not grant a 'free pass' for poor behaviour. Managers should set clear expectations before events and ensure that 'after-hours' interactions remain respectful.</li><li data-list-item-id="eb4b44e157a9f6ff99ae3916488f0d274"><strong>Any public premises or events with a capacity of over 200 people in England, Scotland and Wales:</strong> Martynâs Law will require everyone responsible for larger-scale events to be trained and prepared for security and terrorist threats (expected Spring 2027). Similar regulations apply to events in Northern Ireland.</li></ol><p><strong>13.3 The 'location bubble' and communal living: </strong>When a team is required to stay away from home (whether for a film shoot or a multi-day conference), the erosion of private time can lead to lapses in conduct.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="ea7946ba69a782aaa602443e3c38239cc"><strong>Accommodation standards:</strong> Ensure that accommodation is safe, calm and private, and that it meets accessibility and inclusion standards. Shared rooms are not appropriate. They are a major trigger for discomfort, and everyone should have access to a private space. Seek feedback to keep accommodation lists up to date.</li><li data-list-item-id="e22d628179fbd58a89d7511054a0ac85e"><strong>Isolation and lone working:</strong> avoid situations where any person (particularly a junior colleague or freelancer) is sent to a remote site or a client meeting alone without a 'check-in' protocol and access to funds.</li></ol><p><strong>13.4 Third-party harassment: clients and the public. </strong>Your duty to provide a safe environment includes protecting everyone from harassment by third parties (including fans, clients, residents, or venue staff).</p><ol><li data-list-item-id="e6306c4e868f444f292dbd6e4f56c7f6f"><strong>The 'safe haven':</strong> on any off-site project, there should be a designated contact or a physical 'safe space' where individuals can go if they feel threatened or overwhelmed.</li><li data-list-item-id="ed678eb869b024acf7a7856e019217696"><strong>Intervention protocols:</strong> ensure the team knows that the business will support them if they choose to walk away from an interaction with an abusive client or member of the public.</li></ol></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div></div><div class=""><div class="my-10 md:my-15 lg:my-20 !my-0"><div class="scroll-mt-[120px]" id="reporting-incidents-and-finding-resolution"></div></div><div class="my-10"><div class="relative transition duration-700"><img alt="" loading="eager" width="3213" height="582" decoding="async" data-nimg="1" class="h-full w-full" style="color:transparent;object-position:50% 50%" srcSet="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F13-Reporting-INCIDENTS-and-FINDING-resolution.png&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F13-Reporting-INCIDENTS-and-FINDING-resolution.png&w=3840&q=75"/></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p>A properly implemented policy is only as effective as the reporting culture that supports it.</p><p><strong>14.1 Creating different ways to make a report: </strong>For a reporting system to be trusted, it must be accessible. This is especially vital for people who may feel they lack the job security to speak up. By making multiple routes for reporting a concern available, it will be easier for neurodivergent team members, or those who may find a written or formal route harder to navigate. An oral process (recorded with consent and transcribed) could well be the easiest to access for the majority of the workforce, but some may prefer an anonymous system. Consider:</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e8b55dfc764477d9764288a31621d871b"><strong>Welfare facilitators:</strong> As a first point of contact, they can provide confidential support and help an individual navigate their options.
1</li><li data-list-item-id="ed83ac0136b565c7a6e29847ca6d9c3f5"><strong>Heads of department:</strong> HODs should be trained to handle concerns before they get worse.</li><li data-list-item-id="e0884e0d3f5bb2018a501bdbd50a7d46c"><strong>Internal HR or management:</strong> For studio-based businesses or larger productions, a direct line to a senior manager or HR representative must remain open.</li><li data-list-item-id="e95020afc0dcead86ed8998324c030d74"><strong>External bodies:</strong> For those who feel an internal route is not appropriate (or if the business is too small to ensure impartiality), team members should be signposted to an appropriate external body, such as an online anonymous reporting tool.</li><li data-list-item-id="e11d322ef734cf797a99fdbd2ad5de835"><strong>Anonymous reporting processes</strong>: Implement a well-publicised secure, independent channel (such as a third-party digital platform or an external telephone hotline) that allows everyone to flag misconduct without revealing their identity. Crucially, the process should incorporate a secure, encrypted two-way messaging functionality, enabling the investigator to ask follow-up questions and provide progress updates to the anonymous reporter, which builds trust while robustly protecting the business from legal and operational risk.</li></ol><p><strong>14.2 Informal and formal resolution: </strong>Not every issue requires a full-scale investigation. A well-managed project adopts a layered approach to resolution:</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e18329f44055eddde99c65f708983c758"><strong>Informal resolution:</strong> This often involves a facilitated conversation, a simple apology, or a change in working arrangements (such as adjusting a schedule or moving a desk). This is often the most effective way to resolve issues related to workplace triggers and minor lapses in conduct.</li><li data-list-item-id="ed927acdec12ac4308a2391eea0b1dd17"><strong>Formal resolution:</strong> This is required for serious allegations of unacceptable conduct. It involves a structured investigation, usually led by a trained individual. In smaller organisations, this may require bringing in an external investigator to ensure fairness.</li><li data-list-item-id="ec0a59f425ee6f427f15ceef0a72f9731"><strong>Careful implementation:</strong> All resolutions will benefit from active listening and keeping records that are neutral, without interpretive language, and avoiding assumptions. Otherwise, there is a risk that the listenerâs own background could affect what they hear and how they record a concern or complaint. For many, the reporting process can itself be a source of unacceptable conduct.</li></ol><p><strong>14.3 Who should resolve a concern or complaint</strong>: The identity of those responsible for resolving a dispute could affect whether a report is made and whether the concern will be successfully addressed. The wrong person dealing with a report could cause distrust or even harm. A report handler must be neutral, trained, and preferably independent. If there is a significant identity or power imbalance (for example, a woman raising a concern in a room full of men, or a Black person with an all-white panel), consider whether an alternative might be better, or if the person making the report should be offered support. Consider the linguistic preferences of the complainant (especially in Wales, where English and Welsh have equal status).</p><p><strong>14.4 Confidentiality and the use of Non-Disclosure Agreements (NDAs): </strong>Trust in the system relies on privacy. While absolute anonymity cannot always be guaranteed (specifically if there is a legal requirement to act), the privacy of all parties must be prioritised to prevent gossip or reputational harm. Non-disclosure agreements (NDAs) must never be used to silence victims or prevent the reporting of unacceptable conduct to the police or regulators. Neither should they be used mid-process, since that becomes coercive by nature. Settlement agreements should explicitly state that a worker is not prevented from making a 'protected disclosure' (whistleblowing) or discussing their experience with support services.</p><p><strong>14.5 Personal Data:</strong> Remember that your records are likely to contain personal data which you may be disclosed to the subject, and kept in accordance with data protection policies.</p><p><strong>14.6 Protecting the 'Safe-to-Speak' culture: </strong>Following a report, ensure that no victimisation occurs. This means monitoring the working environment to ensure the person who raised the concern (and any witnesses) does not suffer any professional detriment or social exclusion.</p></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div></div><div class=""><div class="my-10 md:my-15 lg:my-20 !my-0"><div class="scroll-mt-[120px]" id="resolving-issues-informally"></div></div><div class="my-10"><div class="relative transition duration-700"><img alt="" loading="eager" width="3213" height="342" decoding="async" data-nimg="1" class="h-full w-full" style="color:transparent;object-position:50% 50%" srcSet="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FT
1itles%2F15-Resolving-issues-informally.png&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F15-Resolving-issues-informally.png&w=3840&q=75"/></div></div><div class="my-10"><div class="w-full bg-beige rounded-[20px] p-5"><div class="mx-auto w-full max-w-[1360px]"><div class="prose prose-li:m-0 max-w-full text-sm leading-tight sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p>Most workplace friction is not born of malice, but of ignorance, pressure, fatigue, or poor communication. Some are rooted in structural bias that is present, regardless of intent. Addressing these issues early and informally is the most effective way to maintain project momentum and fulfil your preventative duty.</p></div></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>15.1 Be aware that it is easier for someone to change if they are made aware of the need for change: </strong>Everyone must know that concerns will be heard and action taken. If not, incidents will occur, nothing will be said, and the cycle will continue without challenge.</p><p><strong>15.2 Identification and the 'quiet word': </strong>The moment unacceptable conduct is identified, it should be addressed.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e192eb4a261e0b142eb5980266ca4cc95"><strong>Prepare</strong>: before taking action, double-check if there really has been a breach of conduct, or if there has been a way of communicating that may have been misunderstood. If there is a possibility of bias, then consult before taking further action.</li><li data-list-item-id="e58ea8760893c6470623fded63e82f0cb"><strong>The setting:</strong> find a private, neutral space away from the rest of the crew or the studio floor to have a brief, informal conversation.</li><li data-list-item-id="e418235bbd98c5cdb842709fe4a819129"><strong>The approach:</strong> use 'I' statements to describe the behaviour rather than the person (e.g. 'I noticed that the tone in the production meeting earlier felt quite aggressive' rather than 'You were being aggressive').</li><li data-list-item-id="ed76b536f6abadb4c50dd0ba755341d35"><strong>The goal:</strong> seek to understand if a workplace trigger (such as an unrealistic deadline or lack of resources) contributed to the behaviour. Treat this as a ânear missâ, keeping an appropriate record so that it is easier to tell if a pattern is emerging.</li></ol><p><strong>15.3 The facilitated conversation: </strong>If an issue involves a friction between two team members, a manager or welfare facilitator can act as a neutral facilitator.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e42740b8ab89be3cf0d8a2b225f160551"><strong>Ground rules:</strong> both parties must agree to listen without interrupting and focus on a resolution.</li><li data-list-item-id="efa1c152a5622822571ac8811f03ff2d8"><strong>The 'purpose or effect' test:</strong> allows the individual who raised the concern to explain the impact the behaviour had on their work or wellbeing.</li><li data-list-item-id="e896381d7977729d89feb3b888831070a"><strong>The resolution:</strong> a sincere acknowledgement of the impact and a commitment to change is sometimes enough to restore the working relationship and prevent future incidents.</li><li data-list-item-id="e14f28d3875e5c924e29777221a9bfa44"><strong>If change is needed but doesnât take place,</strong> there will be times when an incident is too serious for an informal intervention, or when someone refuses to change or does not wish to find a resolution. Be ready to take formal action when the need arises.</li></ol><p><strong>15.4 Environmental adjustment: </strong>Sometimes the resolution is not about an individual, but about the 'triggers' in the project design. Consider if a structural change is required:</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="ef11b5f0712ca3c2eddf70d021e8b72f8"><strong>Scheduling:</strong> (e.g. adding a rest day or moving a delivery deadline to reduce 'crunch' pressure).</li><li data-list-item-id="eb7d1fbc2bb230e11937ef9548f99e590"><strong>Workspace:</strong> (e.g. adjusting a studio layout or seating plan to reduce friction).</li><li data-list-item-id="e1ac072ae17dc3acc92762bd770f9ff1b"><strong>Supervision:</strong> (e.g. increasing HOD presence during high-risk periods).</li></ol><p><strong>15.5 The 'check-in' and record-keeping: </strong>
1Even if an issue is resolved informally, closing the loop is essential for fulfilling the preventative duty.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e1f2aed4858f48af3e7167806eab66c59"><strong>Communication</strong>: Consider how best to communicate at every stage of the relevant process. Be prepared to discuss the resolution, or the reasons why a resolution hasnât been possible.</li><li data-list-item-id="eed3ea4ff35793549fc0795ed3289780e"><strong>The follow-up:</strong> check back in with the parties after a suitable time period to ensure the resolution is holding and that no victimisation is occurring.</li><li data-list-item-id="e6271653f4fee18e61832c9ed9d4bb70a"><strong>The informal log:</strong> keep a brief, confidential note of the conversation and the outcome as part of your near-miss log. This is not a disciplinary record, but it provides essential evidence that the business is taking 'all reasonable steps' to manage the workplace and prevent unacceptable conduct. Any log must comply with data protection rules, including the right for a subject to receive copies of their personal data and your obligations to only retain records for as long as necessary.</li></ol></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div></div><div class=""><div class="my-10 md:my-15 lg:my-20 !my-0"><div class="scroll-mt-[120px]" id="we-all-make-mistakes-when-a-serious-incident-occurs-or-a-report-of-unacceptable-conduct-is-made-you-should-follow-a-structured-and-transparent-process-to-resolve-the-issue-if-all-parties-are-treated-fairly-the-relevant-duty-of-care-is-more-likely-to"></div></div><div class="my-10"><div class="relative transition duration-700"><img alt="" loading="eager" width="3213" height="342" decoding="async" data-nimg="1" class="h-full w-full" style="color:transparent;object-position:50% 50%" srcSet="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F16-MANAGING-SERIOUS-INCIDENTS.png&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F16-MANAGING-SERIOUS-INCIDENTS.png&w=3840&q=75"/></div></div><div class="my-10"><div class="w-full bg-beige rounded-[20px] p-5"><div class="mx-auto w-full max-w-[1360px]"><div class="prose prose-li:m-0 max-w-full text-sm leading-tight sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p>We all make mistakes. When a serious incident occurs, or a report of unacceptable conduct is made, you should follow a structured and transparent process to resolve the issue. If all parties are treated fairly, the relevant duty of care is more likely to be fulfilled.</p></div></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>16.1 Immediate response and triage: </strong>The priority following a report is the safety and wellbeing of the individuals involved.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="ec984968994b3a394883bd9473a39ac9a"><strong>Safety first:</strong> assess whether there is an immediate risk of harm. If necessary, implement temporary working arrangements while the matter is investigated.</li><li data-list-item-id="e17fa8b1f3850dd4b2a9fbe7f939ad468"><strong>Confidentiality:</strong> ensure that information is shared only with those who strictly need to know, and follow all data protection policies. Remind all parties that gossiping about the incident can be considered a breach of conduct.</li><li data-list-item-id="ea2cb796fa8ab83c3c79004da89d54230"><strong>Support:</strong> offer immediate access to support services (such as the Film & TV Charity support line or welfare facilitators) to the person making the report and the person being reported.</li></ol><p><strong>16.2 The formal investigation process: </strong>If an informal resolution is not appropriate or possible, a formal investigation should be conducted to establish the facts.</p><ol style="list-style-type:lower-latin;">
1<li data-list-item-id="e7645d43a0b16c2a1841859c30af683bc"><strong>Impartiality:</strong> appoint an investigator who is not involved in the incident, has no conflict of interest, and ideally has some specialist knowledge and/or lived experience of the matter in question. In some cases, this may require an external professional to ensure the process is robust.</li><li data-list-item-id="eb50a047a619590c075514e2d4fd17e03"><strong>Fact-finding:</strong> the investigator should collect evidence (including written statements, digital records, and witness accounts). The goal is to establish a clear and objective timeline of events.</li><li data-list-item-id="ebb0719e47041c530fd78218889ac5223"><strong>Right to respond:</strong> the person who has been reported must be given a fair opportunity to hear the allegations and provide their own account of the situation.</li></ol><p><strong>16.3 Skills and training for incident management: </strong>To manage an incident effectively, the people involved must have the appropriate skills. Training should not be a one-off event but a rolling commitment to professional development across the whole team. Encourage completion of training to prevent unacceptable conduct to ensure a baseline level of awareness for everyone on the project.</p><p><strong>16.4 The role and impact of an apology: </strong>Many leaders hesitate to apologise for fear that it might expose them to an uncomfortable level of risk or criticism, or even amount to a formal admission of legal liability. In the UK, this is largely a misconception.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="ed0d008a74c5f3bd6778ede34c518ad1a"><strong>De-escalation</strong>: a sincere expression of regret for the impact of an action can often prevent a low-level friction from escalating into a formal Incident or legal claim.</li><li data-list-item-id="e974285037a914866be2aa3586df6f58d"><strong>The effective apology</strong>: focus on acknowledging the impact ("I am sorry that my tone caused you distress") rather than simply defending the intent. This validates the other personâs experience and can begin the process of repairing the working relationship without prejudice to a formal investigation.</li></ol></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div></div><div class=""><div class="my-10 md:my-15 lg:my-20 !my-0"><div class="scroll-mt-[120px]" id="responding-to-an-incident"></div></div><div class="my-10"><div class="relative transition duration-700"><img alt="" loading="eager" width="3213" height="342" decoding="async" data-nimg="1" class="h-full w-full" style="color:transparent;object-position:50% 50%" srcSet="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F17-Responding-to-an-Incident.png&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F17-Responding-to-an-Incident.png&w=3840&q=75"/></div></div><div class="my-10"><div class="w-full bg-beige rounded-[20px] p-5"><div class="mx-auto w-full max-w-[1360px]"><div class="prose prose-li:m-0 max-w-full text-sm leading-tight sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p>Effective resolution and accountability are the final stages of the incident response process. While many matters can be resolved through internal investigation, complex situations or persistent interpersonal conflict may require the use of alternative dispute resolution (ADR) or external oversight.</p></div></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>17.1 Outcomes and resolution: </strong>Once the investigation is complete, you must decide on the appropriate outcome based on the findings.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="efc93fa1eaa217273fc017a12aa953b6a"><strong>For employees:</strong> if the allegations are upheld, the organisation should follow its established disciplinary procedures. This can range from a formal warning to the termination of a contract or engagement. Any employee with a continuous service period of at least two years must not be unfairly dismissed (a threshold due to be reduced to six months in 2027). The current cap for compensatory awards is also due to be removed in 2027.</li><li data-list-item-id="e9fcae64aa12670541f40cc1c49506ce0"><strong>For freelancers and contractors:</strong> because disciplinary policies may not apply to a contract for services, outcomes are governed by the terms of the engagement. Upheld allegations may result in a formal notice of breach, the immediate termination of the contract (if provided for in the 'conduct' clauses), or a decision not to engage the individual for future projects.</li><li data-list-item-id="e85ded703479482d5bd72ac4dd077968e"><strong>Communication:</strong> both the person who reported the incident and the person reported should be informed of the outcome in a timely manner (within the bounds of privacy laws and confidentiality).</li><li data-list-item-id="e90294110087243201f8106ac3bd8c00e"><strong>Timing:</strong> Using the imminent end of a contract as a reason to avoid a difficult conversation is not acceptable, it just passes the problem onto the next project.</li><li data-list-item-id="e563ba3077d129d5c0c4f5d27809325b7"><strong>Right to appeal:</strong> provide a clear process for either party to appeal the decision if they believe the process was flawed or the outcome was unfair.</li></ol><p><strong>17.2 Alternative Dispute Resolution (ADR) and external resolution: </strong>When internal processes are exhausted or inappropriate (particularly in cases of complex interpersonal conflict or a lack of trust in the internal hierarchy), external resolution routes should be considered.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e1a826953f66162863e09dfd3fefa622d"><strong>Mediation and conciliation</strong> are voluntary processes in which an impartial third party helps individuals reach a mutually acceptable resolution. This is particularly effective for preserving working relationships among freelancers who may need to collaborate again on future projects. For matters involving employees that may lead to an employment tribunal, Acas or LRA early conciliation is a mandatory step to try to
1settle a dispute without litigation.</li><li data-list-item-id="e0055b6cc3dc9bcb0cbcd9ac0233119cd"><strong>Arbitration</strong>: is a formal method of alternative dispute resolution (ADR) where an independent, neutral third party (the Arbitrator) reviews the arguments and evidence from both sides of a workplace conflict to make a binding decision (the Award) to resolve the issue.</li></ol><p><strong>17.3 Remediation and organisational learning: </strong>An incident often signals underlying workplace stressors or cultural gaps. Use the resolution of an incident as a prompt for improvement.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="eb1c3a767ce48832fd25d1c0baa6bb2f5"><strong>Root cause analysis:</strong> evaluate whether specific environmental factors (such as excessive workloads or lack of clarity in roles) contributed to the situation.</li><li data-list-item-id="e2c15199abf2901c12fca8a9ea19a6382"><strong>Policy review:</strong> determine if existing policies or training need to be updated to prevent a recurrence of the incident.</li><li data-list-item-id="e910334bb2c33e8c2e121548b8abc92be"><strong>Reintegration:</strong> if parties are to continue working together, consider using professional mediation to repair the working relationship.</li></ol></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div></div><div class=""><div class="my-10 md:my-15 lg:my-20 !my-0"><div class="scroll-mt-[120px]" id="monitoring-and-evaluation"></div></div><div class="my-10"><div class="relative transition duration-700"><img alt="" loading="eager" width="3213" height="342" decoding="async" data-nimg="1" class="h-full w-full" style="color:transparent;object-position:50% 50%" srcSet="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F18-Monitoring-and-evaluation.png&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F18-Monitoring-and-evaluation.png&w=3840&q=75"/></div></div><div class="my-10"><div class="w-full bg-beige rounded-[20px] p-5"><div class="mx-auto w-full max-w-[1360px]"><div class="prose prose-li:m-0 max-w-full text-sm leading-tight sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p>Monitoring is not just about counting incidents; it is about measuring the health of the projectâs culture. To satisfy the preventative duty (and to provide a robust defence in the event of a legal claim), you must be able to demonstrate that you are actively tracking the effectiveness of your policies.</p></div></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>18.1 Culture audits: </strong>A culture audit is a regular check designed to identify emerging workplace triggers before they lead to unacceptable conduct.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e19933ab57ce42411cddb26fe425965e2"><strong>Frequency:</strong> For fast-moving productions or high-intensity development sprints, this could be a weekly or monthly exercise. For longer-term studio environments, a quarterly review may be appropriate.</li><li data-list-item-id="ee407830d58c5f437186f95039512043d"><strong>Scope:</strong> The audit should look beyond formal grievances and complaints. It should assess team morale, the visibility of welfare facilitators, and the effectiveness of the communication loops.</li><li data-list-item-id="e7326d7483d338380d822cf03274322e9"><strong>Inclusivity:</strong> Ensure that freelancers are included in the audit process. Their perspective is often the most revealing, as they may have experienced different cultures across the sector.</li></ol><p><strong>18.2 Key performance indicators (KPIs) for culture: </strong>Your records will provide the evidence that your preventative measures are working. Track the following metrics to build a clear picture of your projectâs health:</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="ee398af85f77cf01a26266a0dc0969cec"><strong>Turnover and early exits:</strong> High turnover in a specific team may be an indicator of a toxic subculture or unmanaged workplace triggers. Track patterns of absence that c
1orrelate with crunch periods or high-pressure milestones, as these often suggest burnout.</li><li data-list-item-id="e3647620d97f6525079ffd8c4dc7d10dd"><strong>Reporting rates:</strong> A healthy, safe culture often sees a higher volume of low-level reports. This indicates that everyone on the team trusts the system enough to use it. A 'zero reports' environment can be a sign of a culture of silence. A change in reporting rates might indicate that a specific issue or workplace trigger has been introduced or addressed.</li><li data-list-item-id="eae94a5448043b150736b71810a739028"><strong>Training completion:</strong> monitor the percentage of those completing relevant training.</li></ol><p><strong>18.3 The near-miss log:</strong> By logging instances where unacceptable conduct or harm could have taken place, specific factors can be identified, enabling structural fixes before someone is harmed.</p><p><strong>18.4 Reporting to leadership: </strong>Monitoring data must lead to action. Audits and KPI tracking should be presented to senior management, studio heads, or project leads to inform strategic decisions.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="ea84eba8d065eaa036821366efcef11b2"><strong>Trend analysis:</strong> (looking for patterns over time). Is the culture improving as the project progresses, or is the pressure of the delivery date beginning to erode professional standards?</li><li data-list-item-id="e9d5aceefb85398bd0d526a9564ea5ea2"><strong>Accountability:</strong> use data to hold managers accountable for the culture in their specific areas, ensuring that relevant standards are applied consistently.</li><li data-list-item-id="e17e3c2b2e827711ea9588a8d2d017a51"><strong>Feedback:</strong> be ready to let everyone know that reports lead to change (or explain why you are not making any changes). Itâs important that you are clear and consistent, so that the quality of the response isnât diminished if the number of concerns increases. Remind everyone what they can do if they are not satisfied with the action taken to address identified concerns.</li><li data-list-item-id="ecd3ca957e5f29a41bbb98765e1769ccc"><strong>Wrap Reviews:</strong> make time to carefully prepare for feedback at the end of a personâs involvement with the project. Exit interviews, questionnaires, or offboarding processes that focus on the project rather than the personâs experience of it may fail to capture important information that could help ensure the same mistakes are not repeated.</li></ol></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div></div><div class=""><div class="my-10 md:my-15 lg:my-20 !my-0"><div class="scroll-mt-[120px]" id="templates-and-scripts"></div></div><div class="my-10"><div class="relative transition duration-700"><img alt="" loading="eager" width="3213" height="342" decoding="async" data-nimg="1" class="h-full w-full" style="color:transparent;object-position:50% 50%" srcSet="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F19-Templates-and-scripts.png&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F19-Templates-and-scripts.png&w=3840&q=75"/></div></div><div class="my-10"><div class="w-full bg-beige rounded-[20px] p-5"><div class="mx-auto w-full max-w-[1360px]"><div class="prose prose-li:m-0 max-w-full text-sm leading-tight sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p>To be effective, industry standards must be integrated into the project's daily vocabulary. These templates provide a consistent way to communicate expectations and gather feedback (ensuring that the preventative duty is documented and measurable). Use these scripts and forms to bridge the gap between high-level policy and practical delivery.</p></div></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>19.1 The 'first hour' briefing script (the toolbox talk): </strong>This script is designed as a professional standard-setting exercise that should be integrated into the technical or safety briefing for every person joining the team.<br /><br />It is great to have you on the team. Before we start, I want to be clear about how we work here. Our goal is to deliver a world-class project, and we can only do that if every person feels respected and safe. We follow our Dignity at Work Policy and [the BFI/BAFTA Principles]. This means we will always address unacceptable conduct (including bullying, harassment, or prejudice). We also align with [<strong>insert</strong>]. This means we prioritise work planning and workload management to protect the team's wellbeing. If you feel the schedule is becoming a source of stress, or if you notice something that does not feel right, please speak up. You can come to me, or you can talk to our welfare facilitators, [Name] and [Name]. If you prefer, the <strong>[insert]</strong> independent reporting route is also available. Reporting a concern will never be seen as a risk to your future work. If you have access requirements or need us to make reasonable adjustments to help you do your best work, please let me know. We are here to supp
1ort you.</p></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>19.2 The 'quiet word' talking points for HODs: </strong>When an HOD needs to address harmful conduct or an interpersonal trigger, they should use this structure to ensure the conversation is constructive and professional:</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e312a9577537eeaa132df1d5c5ce0c646"><strong>Opening:</strong> "Iâd like to have a brief, private chat about something I noticed earlier."</li><li data-list-item-id="e546c40a405d733050dd4241ab94f4ffe"><strong>Observation:</strong> Use neutral descriptions. "I noticed that the tone during the review meeting was quite dismissive of [Name]âs input."</li><li data-list-item-id="e7859400cb9ef0863c774cb2084bad487"><strong>Policy link:</strong> "As you know, our Dignity at Work Policy requires us to maintain a professional attitude where every contribution is respected."</li><li data-list-item-id="eeef8408b1d69b10002820dacf97f97fb"><strong>Enquiry:</strong> "Is there a specific trigger (such as the current delivery pressure) that is causing friction at the moment?"</li><li data-list-item-id="e80e670946e270c637a0f80c13864b4a1"><strong>Resolution:</strong> "How can we adjust our communication moving forward to ensure we stay aligned with the project standards?"</li></ol><p><strong>Script for receiving an initial disclosure: </strong>This script is for managers or welfare facilitators when a person first comes forward with a concern. The goal is to listen and document without reaching immediate conclusions.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e8e7b8553945a518bc63148d8dbfe180c">"Thank you for coming to talk to me. I want to start by saying that we take all concerns seriously (and that your decision to speak up is respected). My role right now is to listen and ensure we have an accurate record of what you are sharing.</li><li data-list-item-id="eef675bbd7f699fdd2e1d1bd547b43a95">Please take your time to tell me what has happened. I will be taking some notes to ensure I don't miss any details. I will need to share my notes with [name/role of senior lead] so we can decide on the best way forward. We will only share this information with those who strictly need to know, and it will be stored and deleted in accordance with our data protection policy.</li><li data-list-item-id="ea9925174319500dd76f20fdaa424b2ca">[Listen and take notes without interruption]</li><li data-list-item-id="e1b7293d2e994e6ecee3c760417e7ba48">I want to make sure Iâve understood correctly. What I have noted is... [summarise back]. Is there anything Iâve missed?</li><li data-list-item-id="e5f05b3d18dae3e16b5dcc241e03812af">Do you have any immediate concerns about your safety or your current working arrangements? Are there any accessibility adjustments or support I can implement to make you feel more comfortable while the matter is investigated?</li><li data-list-item-id="e0d2db0a0b8fa01391e2772548394d221">I will get back to you by [time/date] to explain the next steps."</li></ol></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>19.3 Template for a file note (documenting a conduct conversation) </strong>to be used by the manager immediately following any 'quiet word' or disclosure meeting.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e91e8d9c51e8596e9eb17f40e5515c2c9"><strong>Date and time of conversation</strong>:</li><li data-list-item-id="ed87750b9223afe80c0bde229ed3142f8"><strong>Participants</strong>:</li><li data-list-item-id="e97787f958231821b26db1bb23bb7e380"><strong>Nature of the discussion:</strong> (e.g. initial disclosure, quiet word, follow-up).</li><li data-list-item-id="e001a0d5b1834f4e32e3a6e4a07f044c5"><strong>Specific facts shared:</strong> (describe the behaviours, dates, and locations reported).</li><li data-list-item-id="e39d6eee62ca17adfc5299270be705607"><strong>Impact described:</strong> (how the person stated the behaviour affected them).</li><li data-list-item-id="e6b62d8fc03ce395d104449f65d22abf1"><strong>Immediate actions taken:</strong> (e.g. separated parties, signposted to support, informed senior lead).</li><li data-list-item-id="e83f60204500519dbf25fc56caadb956e"><strong>Agreed next steps:</strong> (e.g. follow-up meeting scheduled for [date]).</li><li data-list-item-id="e1a1247e509276e78058d1679048941bd"><strong>Signature and date</strong>: (manager name).</li></ol></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>19.4 The end-of-project review (offboarding): </strong>This form should be completed by <strong>every person</strong> (including freelancers and contractors) before they leave the project. It provides the data needed for the monthly audit.</p><ol style="list-style-type:lower-latin;"><li data-list-item-id="e591349dbad54b53929910119148a7e8b"><strong>Culture:</strong> Did you feel the project was inclusive and that your contribution was valued? (Yes/no; please provide details).</li><li data-list-item-id="e56d47038e9e2c438e5f9ec1e32a92f08"><strong>Triggers:</strong> Were there specific 'workplace triggers' (such as workload, working patterns, or communication failures) that you felt impacted your wellbeing or performance?</li><li data-list-item-id="e7c55e7137f026c150251a07bb2a075f4"><strong>Safety:</strong> Did you feel safe to speak up about concerns? If not, what were the barriers?</li><li data-list-item-id="eaaa1f0d4a3e7081ffff0b9d49b0240ad"><strong>Conduct:</strong> Did you experience or witness any unacceptable conduct? (If yes, was it resolved to your satisfaction?).</li><li data-list-item-id="e7600c5f103406ee51713d6a1f768b190"><strong>Leadership:</strong> Did your line manager adhere to the project's professional standards?</li></ol></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div><div class="my-10"></div></div><div class=""><div class="my-10 md:my-15 lg:my-20 !my-0"><div class="scroll-mt-[120px]" id="taking-urgent-steps"></div></div><div class="my-10"><div class="relative transition duration-700"><img alt="" loading="eager" width="3213" height="342" decoding="async" data-nimg="1" class="h-full w-full" style="color:transparent;object-position:50% 50%" srcSet="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FT
1itles%2F20-Taking-urgent-steps.png&w=3840&q=75 1x" src="/_next/image?url=https%3A%2F%2Fbfi-resourcehub.s3.amazonaws.com%2Fassets%2Fassets%2FTitles%2F20-Taking-urgent-steps.png&w=3840&q=75"/></div></div><div class="my-10"><div class="w-full bg-beige rounded-[20px] p-5"><div class="mx-auto w-full max-w-[1360px]"><div class="prose prose-li:m-0 max-w-full text-sm leading-tight sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p>A disclosure of serious misconduct could indicate that someone has been harmed. Here is how you can manage high-risk situations while fulfilling legal duties and protecting the organisation.</p></div></div></div></div><div class="my-10"><div class="prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>Immediate action: containment and triage: </strong>When a high-risk incident is reported, the priority is to stabilise the situation without making premature judgments.</p><ul><li data-list-item-id="e2e5b182059672ef4b91695dc2b47f14c"><strong>Neutralise the environment:</strong> Assess whether an immediate separation of parties is required. For senior roles, this may involve a 'neutral' period of paid leave or a temporary change in reporting lines while the facts are established.</li><li data-list-item-id="ed954fc24a53becf48b65156ea6049ce9"><strong>Identify the decision-making unit:</strong> Form a small, confidential response team. Avoid wider internal discussion to protect the integrity of any future investigation.</li><li data-list-item-id="e64434c7bdeaf3610eceadd2adafca8d4"><strong>Document the initial report:</strong> ensure the exact nature of the disclosure is recorded immediately.</li></ul><p><strong>The 24-hour risk assessment: </strong>Look beyond the incident to the broader impact on the project.</p><ul><li data-list-item-id="e1a177d785c68994f78a72499c1a45eaa"><strong>Legal and statutory risk</strong>: Decide if the report triggers mandatory reporting requirements to the EHRC , ICO, or other regulatory bodies.</li><li data-list-item-id="eec47b61803ef6b3e64880ad1fd6d9d9d"><strong>Contractual risk</strong>: review disciplinary processes and 'conduct' clauses of those involved (specifically looking for the right to suspend engagement pending investigation).</li><li data-list-item-id="e292973e7a68516294ca79163da5d1ab8"><strong>Reputational and stakeholder risk</strong>: prepare a 'holding statement' for internal and external use. The message should be: "We are aware of a concern, we are following our professional standards protocol, and we are taking the matter seriously."</li></ul><p><strong>Strategic resolution routes: </strong>Choose the path that best ensures a robust and fair outcome.</p><ul><li data-list-item-id="e5383b24b31bc659cb982340958e9cc91"><strong>Internal fact-finding</strong>: appropriate for low-to-medium risk issues where the internal hierarchy is not conflicted.</li><li data-list-item-id="eaa11387e31028fc671e633ae3cc2c7c1"><strong>Independent external investigation</strong>: essential for high-profile allegations or where senior leadership is involved. Using an external investigator (such as a specialist solicitor or HR consultant) provides an objective 'firewall' that protects against accusations of bias.</li><li data-list-item-id="ea6ba056955387ccefac70693a3404892"><strong>Alternative dispute resolution (ADR)</strong>: where the goal is to resolve a conflict between high-value team members, consider a facilitated professional dialogue.</li></ul><p><strong>Balancing production needs with conduct standards: </strong>The hardest executive decision is often whether to pause production.</p><ul><li data-list-item-id="e8c93d148c0f6ffff18a606a3b5b7ed1d"><strong>The 'reasonable' test</strong>: Would a reasonable person think the environment is safe if production continues without a resolution? If no, a temporary pause is legally and ethically safer than proceeding into a high-liability environment.</li><li data-list-item-id="e8143053879e7059f1ca3e1bfd81383e6"><strong>Insurance and cost mitigation</strong>: engage with production insurers early if a conduct issue is likely to cause a significant delay or require a change in key personnel.</li></ul></div><div class="mt-4 flex gap-3"><div class="flex gap-4"></div></div></div></div><div class="w-full"><div class="mx-auto w-full max-w-[1360px]"><div class="border-1 border-black rounded-[20px] p-5"><div class="font-anchor text-3xl md:text-4xl mb-2">Useful resources</div><ul class="mt-6 flex flex-col md:flex-row md:flex-wrap gap-4 md:gap-x-6 md:gap-y-4"><li><a target="_blank" class="flex gap-2 items-center underline font-bold" href="https://www.workwiseforscreen.org.uk/en/topics/good-work/modules/module/resources/what-is-good-work-in-the-screen-sector"><svg width="18" height="18" viewBox="0 0 18 18" fill="none" xmlns="http://www.w3.org/2000/svg">
1<path d="M7.39092 9.80535C7.73643 10.2677 8.17724 10.6503 8.68345 10.9272C9.18967 11.204 9.74944 11.3686 10.3248 11.4099C10.9002 11.4511 11.4777 11.368 12.0181 11.1662C12.5586 10.9644 13.0493 10.6486 13.4572 10.2402L15.8708 7.82419C16.6035 7.06473 17.009 6.04757 16.9998 4.99176C16.9907 3.93596 16.5676 2.926 15.8218 2.17941C15.0759 1.43282 14.067 1.00933 13.0122 1.00015C11.9575 0.990978 10.9414 1.39685 10.1827 2.13036L8.79887 3.50751M10.6091 8.19465C10.2636 7.73227 9.82276 7.34969 9.31655 7.07284C8.81034 6.796 8.25056 6.63137 7.6752 6.59012C7.09984 6.54887 6.52235 6.63197 5.98189 6.83378C5.44143 7.03559 4.95065 7.35139 4.54284 7.75976L2.12922 10.1758C1.39645 10.9353 0.990987 11.9524 1.00015 13.0082C1.00932 14.064 1.43238 15.074 2.17822 15.8206C2.92407 16.5672 3.93301 16.9907 4.98775 16.9998C6.04249 17.009 7.05863 16.6031 7.81733 15.8696L9.19309 14.4925" stroke="black" stroke-width="2" stroke-linecap="round" stroke-linejoin="round"></path></svg>What is âGood Workâ in the Screen Sector?</a></li><li><a target="_blank" class="flex gap-2 items-center underline font-bold" href="https://www.workwiseforscreen.org.uk/en/topics/good-work/modules/module/resources/entitlement-to-national-minimum-wage-2"><svg width="18" height="18" viewBox="0 0 18 18" fill="none" xmlns="http://www.w3.org/2000/svg"><path d="M7.39092 9.80535C7.73643 10.2677 8.17724 10.6503 8.68345 10.9272C9.18967 11.204 9.74944 11.3686 10.3248 11.4099C10.9002 11.4511 11.4777 11.368 12.0181 11.1662C12.5586 10.9644 13.0493 10.6486 13.4572 10.2402L15.8708 7.82419C16.6035 7.06473 17.009 6.04757 16.9998 4.99176C16.9907 3.93596 16.5676 2.926 15.8218 2.17941C15.0759 1.43282 14.067 1.00933 13.0122 1.00015C11.9575 0.990978 10.9414 1.39685 10.1827 2.13036L8.79887 3.50751M10.6091 8.19465C10.2636 7.73227 9.82276 7.34969 9.31655 7.07284C8.81034 6.796 8.25056 6.63137 7.6752 6.59012C7.09984 6.54887 6.52235 6.63197 5.98189 6.83378C5.44143 7.03559 4.95065 7.35139 4.54284 7.75976L2.12922 10.1758C1.39645 10.9353 0.990987 11.9524 1.00015 13.0082C1.00932 14.064 1.43238 15.074 2.17822 15.8206C2.92407 16.5672 3.93301 16.9907 4.98775 16.9998C6.04249 17.009 7.05863 16.6031 7.81733 15.8696L9.19309 14.4925" stroke="black" stroke-width="2" stroke-linecap="round" stroke-linejoin="round"></path></svg>Entitlement to National Minimum Wage - updated</a></li><li><a target="_blank" class="flex gap-2 items-center underline font-bold" href="https://www.workwiseforscreen.org.uk/en/topics/contracts"><svg width="18" height="18" viewBox="0 0 18 18" fill="none" xmlns="http://www.w3.org/2000/svg"><path d="M7.39092 9.80535C7.73643 10.2677 8.17724 10.6503 8.68345 10.9272C9.18967 11.204 9.74944 11.3686 10.3248 11.4099C10.9002 11.4511 11.4777 11.368 12.0181 11.1662C12.5586 10.9644 13.0493 10.6486 13.4572 10.2402L15.8708 7.82419C16.6035 7.06473 17.009 6.04757 16.9998 4.99176C16.9907 3.93596 16.5676 2.926 15.8218 2.17941C15.0759 1.43282 14.067 1.00933 13.0122 1.00015C11.9575 0.990978 10.9414 1.39685 10.1827 2.13036L8.79887 3.50751M10.6091 8.19465C10.2636 7.73227 9.82276 7.34969 9.31655 7.07284C8.81034 6.796 8.25056 6.63137 7.6752 6.59012C7.09984 6.54887 6.52235 6.63197 5.98189 6.83378C5.44143 7.03559 4.95065 7.35139 4.54284 7.75976L2.12922 10.1758C1.39645 10.9353 0.990987 11.9524 1.00015 13.0082C1.00932 14.064 1.43238 15.074 2.17822 15.8206C2.92407 16.5672 3.93301 16.9907 4.98775 16.9998C6.04249 17.009 7.05863 16.6031 7.81733 15.8696L9.19309 14.4925" stroke="black" stroke-width="2" stroke-linecap="round" stroke-linejoin="round"></path></svg>Contracts</a></li><li><a target="_blank" class="flex gap-2 items-center underline font-bold" href="https://www.workwiseforscreen.org.uk/en/topics/diversity/modules/module/resources/making-the-screen-industry-a-workplace-for-everyone"><svg width="18" height="18" viewBox="0 0 18 18" fill="none" xmlns="http://www.w3.org/2000/svg"><path d="M7.39092 9.80535C7.73643 10.2677 8.17724 10.6503 8.68345 10.9272C9.18967 11.204 9.74944 11.3686 10.3248 11.4099C10.9002 11.4511 11.4777 11.368 12.0181 11.1662C12.5586 10.9644 13.0493 10.6486 13.4572 10.2402L15.8708 7.82419C16.6035 7.06473 17.009 6.04757 16.9998 4.99176C16.9907 3.93596 16.5676 2.926 15.8218 2.17941C15.0759 1.43282 14.067 1.00933 13.0122 1.00015C11.9575 0.990978 10.9414 1.39685 10.1827 2.13036L8.79887 3.50751M10.6091 8.19465C10.2636 7.73227 9.82276 7.34969 9.31655 7.07284C8.81034 6.796 8.25056 6.63137 7.6752 6.59012C7.09984 6.54887 6.52235 6.63197 5.98189 6.83378C5.44143 7.03559 4.95065 7.35139 4.54284 7.75976L2.12922 10.1758C1.39645 10.9353 0.990987 11.9524 1.00015 13.0082C1.00932 14.064 1.43238 15.074 2.17822 15.8206C2.92407 16.5672 3.93301 16.9907 4.98775 16.9998C6.04249 17.009 7.05863 16.6031 7.81733 15.8696L9.19309 14.4925" stroke="black" stroke-width="2" stroke-linecap="round" stroke-linejoin="round"></path></svg>Making the Screen Industry a Workplace for Everyone</a></li><li><a target="_blank" class="flex gap-2 items-center underline font-bold" href="https://www.workwiseforscreen.org.uk/en/topics/diversity/modules/module/resources/module-tackling-gender-bias-in-the-screen-sector"><svg width="18" height="18" viewBox="0 0 18 18" fill="none" xmlns="http://www.w3.org/2000/svg">
1<path d="M7.39092 9.80535C7.73643 10.2677 8.17724 10.6503 8.68345 10.9272C9.18967 11.204 9.74944 11.3686 10.3248 11.4099C10.9002 11.4511 11.4777 11.368 12.0181 11.1662C12.5586 10.9644 13.0493 10.6486 13.4572 10.2402L15.8708 7.82419C16.6035 7.06473 17.009 6.04757 16.9998 4.99176C16.9907 3.93596 16.5676 2.926 15.8218 2.17941C15.0759 1.43282 14.067 1.00933 13.0122 1.00015C11.9575 0.990978 10.9414 1.39685 10.1827 2.13036L8.79887 3.50751M10.6091 8.19465C10.2636 7.73227 9.82276 7.34969 9.31655 7.07284C8.81034 6.796 8.25056 6.63137 7.6752 6.59012C7.09984 6.54887 6.52235 6.63197 5.98189 6.83378C5.44143 7.03559 4.95065 7.35139 4.54284 7.75976L2.12922 10.1758C1.39645 10.9353 0.990987 11.9524 1.00015 13.0082C1.00932 14.064 1.43238 15.074 2.17822 15.8206C2.92407 16.5672 3.93301 16.9907 4.98775 16.9998C6.04249 17.009 7.05863 16.6031 7.81733 15.8696L9.19309 14.4925" stroke="black" stroke-width="2" stroke-linecap="round" stroke-linejoin="round"></path></svg>Module: Tackling Gender Bias in the Screen Sector</a></li><li><a target="_blank" class="flex gap-2 items-center underline font-bold" href="https://www.workwiseforscreen.org.uk/en/topics/diversity/modules/module/resources/signpost-invisible-barriers-an-industry-wide-resource-guide-for-hirers-to-increase-socio-economic-diversity-on-and-off-screen-bafta"><svg width="18" height="18" viewBox="0 0 18 18" fill="none" xmlns="http://www.w3.org/2000/svg"><path d="M7.39092 9.80535C7.73643 10.2677 8.17724 10.6503 8.68345 10.9272C9.18967 11.204 9.74944 11.3686 10.3248 11.4099C10.9002 11.4511 11.4777 11.368 12.0181 11.1662C12.5586 10.9644 13.0493 10.6486 13.4572 10.2402L15.8708 7.82419C16.6035 7.06473 17.009 6.04757 16.9998 4.99176C16.9907 3.93596 16.5676 2.926 15.8218 2.17941C15.0759 1.43282 14.067 1.00933 13.0122 1.00015C11.9575 0.990978 10.9414 1.39685 10.1827 2.13036L8.79887 3.50751M10.6091 8.19465C10.2636 7.73227 9.82276 7.34969 9.31655 7.07284C8.81034 6.796 8.25056 6.63137 7.6752 6.59012C7.09984 6.54887 6.52235 6.63197 5.98189 6.83378C5.44143 7.03559 4.95065 7.35139 4.54284 7.75976L2.12922 10.1758C1.39645 10.9353 0.990987 11.9524 1.00015 13.0082C1.00932 14.064 1.43238 15.074 2.17822 15.8206C2.92407 16.5672 3.93301 16.9907 4.98775 16.9998C6.04249 17.009 7.05863 16.6031 7.81733 15.8696L9.19309 14.4925" stroke="black" stroke-width="2" stroke-linecap="round" stroke-linejoin="round"></path></svg>Signpost: Invisible Barriers: An Industry-wide Resource Guide for Hirers to Increase Socio-economic Diversity On-and-off-screen - BAFTA</a></li><li><a target="_blank" class="flex gap-2 items-center underline font-bold" href="https://www.workwiseforscreen.org.uk/en/topics/management/modules/module/resources/module-understanding-unfair-dismissal"><svg width="18" height="18" viewBox="0 0 18 18" fill="none" xmlns="http://www.w3.org/2000/svg"><path d="M7.39092 9.80535C7.73643 10.2677 8.17724 10.6503 8.68345 10.9272C9.18967 11.204 9.74944 11.3686 10.3248 11.4099C10.9002 11.4511 11.4777 11.368 12.0181 11.1662C12.5586 10.9644 13.0493 10.6486 13.4572 10.2402L15.8708 7.82419C16.6035 7.06473 17.009 6.04757 16.9998 4.99176C16.9907 3.93596 16.5676 2.926 15.8218 2.17941C15.0759 1.43282 14.067 1.00933 13.0122 1.00015C11.9575 0.990978 10.9414 1.39685 10.1827 2.13036L8.79887 3.50751M10.6091 8.19465C10.2636 7.73227 9.82276 7.34969 9.31655 7.07284C8.81034 6.796 8.25056 6.63137 7.6752 6.59012C7.09984 6.54887 6.52235 6.63197 5.98189 6.83378C5.44143 7.03559 4.95065 7.35139 4.54284 7.75976L2.12922 10.1758C1.39645 10.9353 0.990987 11.9524 1.00015 13.0082C1.00932 14.064 1.43238 15.074 2.17822 15.8206C2.92407 16.5672 3.93301 16.9907 4.98775 16.9998C6.04249 17.009 7.05863 16.6031 7.81733 15.8696L9.19309 14.4925" stroke="black" stroke-width="2" stroke-linecap="round" stroke-linejoin="round"></path></svg>Module: Understanding Unfair Dismissal - 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1Resolving Issues Informally</a></li><li class="text-sm font-light px-3 py-2.5 hover:bg-beige transition-all hover:font-bold rounded-[10px] w-full duration-300 ease-in-out"><a href="#we-all-make-mistakes-when-a-serious-incident-occurs-or-a-report-of-unacceptable-conduct-is-made-you-should-follow-a-structured-and-transparent-process-to-resolve-the-issue-if-all-parties-are-treated-fairly-the-relevant-duty-of-care-is-more-likely-to">Managing Serious Incidents</a></li><li class="text-sm font-light px-3 py-2.5 hover:bg-beige transition-all hover:font-bold rounded-[10px] w-full duration-300 ease-in-out"><a href="#responding-to-an-incident">Responding to an Incident</a></li><li class="text-sm font-light px-3 py-2.5 hover:bg-beige transition-all hover:font-bold rounded-[10px] w-full duration-300 ease-in-out"><a href="#monitoring-and-evaluation">Monitoring and Evaluation</a></li><li class="text-sm font-light px-3 py-2.5 hover:bg-beige transition-all hover:font-bold rounded-[10px] w-full duration-300 ease-in-out"><a href="#templates-and-scripts">Templates and Scripts</a></li><li class="text-sm font-light px-3 py-2.5 hover:bg-beige transition-all hover:font-bold rounded-[10px] w-full duration-300 ease-in-out"><a href="#taking-urgent-steps">Taking Urgent Steps</a></li></ul></div></div></div></div></div></aside></div></div></div><!--$--><!--/$--></div><footer class="w-full bg-black px-5 py-8 text-white md:px-10 md:py-14"><div class="mx-auto w-full !max-w-[1360px] max-w-[1360px]"><div class="flex flex-col xl:flex-row xl:justify-between"><div class="flex w-full flex-col max-xl:mb-8 xl:order-last xl:max-w-[740px]"><div class="font-anchor text-4xl uppercase text-brand-yellow [&_strong]:text-brand-yellow [&_p]:text-brand-yellow prose prose-ul:list-disc prose-ol:list-decimal"><p>About WorkWise for Screen</p></div><div class="[&_strong]:font-bold text-white [&_strong]:text-white prose prose-ul:list-disc prose-ol:list-decimal"><p><strong>WorkWise for Screen</strong> supports film and TV businesses with clear, expert-reviewed legal and HR guidance built for the realities of production. From first steps to full compliance frameworks, it helps teams look after their people properly and run projects with confidence.</p></div><div class="mt-8 h-[1px] bg-white/20 xl:hidden"></div></div><div class="xl:w-1/2 [&_.text-foreground]:text-base [&_.text-foreground]:text-white"><svg width="214" height="24" viewBox="0 0 214 24" fill="none" xmlns="http://www.w3.org/2000/svg" class="mb-6 h-8 w-auto text-white lg:mb-8"><title>WorkWise for Screen Logo</title><path d="M208.135 7.00408V17.721C208.135 18.262 208.467 18.6458 208.991 18.6458C209.515 18.6458 209.846 18.262 209.846 17.721V11.2275L212.325 18C212.447 18.3315 212.673 18.6458 213.163 18.6458C213.704 18.6458 213.966 18.2437 213.966 17.721V7.00408C213.966 6.446 213.687 6.07922 213.128 6.07922C212.568 6.07922 212.255 6.446 212.255 7.00408V13.4976L209.794 6.72504C209.655 6.32414 209.445 6.07922 208.957 6.07922C208.468 6.07922 208.137 6.3936 208.137 7.00408M201.747 7.17833V17.5467C201.747 18.0878 202.131 18.4716 202.672 18.4716H206.18C206.668 18.4716 207 18.1231 207 17.6515C207 17.18 206.668 16.8315 206.18 16.8315H203.596V13.0967H205.586C206.058 13.0967 206.406 12.7653 206.406 12.2766C206.406 11.788 206.057 11.4566 205.586 11.4566H203.596V7.89604H206.163C206.651 7.89604 206.983 7.5646 206.983 7.07597C206.983 6.58735 206.651 6.25591 206.163 6.25591H202.672C202.131 6.25591 201.747 6.63974 201.747 7.18077M195.358 7.17833V17.5467C195.358 18.0878 195.742 18.4716 196.283 18.4716H199.791C200.28 18.4716 200.611 18.1231 200.611 17.6515C200.611 17.18 200.28 16.8315 199.791 16.8315H197.208V13.0967H199.198C199.669 13.0967 200.018 12.7653 200.018 12.2766C200.018 11.788 199.669 11.4566 199.198 11.4566H197.208V7.89604H199.774C200.263 7.89604 200.594 7.5646 200.594 7.07597C200.594 6.58735 200.263 6.25591 199.774 6.25591H196.283C195.742 6.25591 195.358 6.63974 195.358 7.18077M190.157 11.9793V7.89482H190.873C191.623 7.89482 191.972 8.31399 191.972 9.04632V10.7571C191.972 11.4553 191.623 11.9793 190.925 11.9793H190.157ZM191.518 14.4578L192.252 17.827C192.374 18.351 192.619 18.6471 193.16 18.6471C193.753 18.6471 194.103 18.3156 194.103 17.7917C194.103 17.7222 194.086 17.6345 194.068 17.5297L193.474 14.5455C193.334 13.812 193.02 13.0967 192.409 12.8347C193.212 12.4679 193.823 11.6649 193.823 10.5134V8.85502C193.823 7.11009 192.881 6.25469 190.996 6.25469H189.232C188.691 6.25469 188.308 6.63852 188.308 7.17955V17.7222C188.308 18.2632 188.691 18.6471 189.232 18.6471C189.773 18.6471 190.157 18.2632 190.157 17.7222V13.6024H190.558C191.099 13.6024 191.397 13.8814 191.518 14.4578ZM184.188 6.00977C182.355 6.00977 181.378 7.14421 181.378 8.95981V15.7677C181.378 17.5833 182.355 18.7177 184.188 18.7177C186.02 18.7177 186.945 17.548 186.945 15.7677V14.8428C186.945 14.3018 186.596 13.9521 186.073 13.9521C185.55 13.9521 185.2 14.3018 185.2 14.8428V16.065C185.2 16.7803 184.817 17.13 184.205 17.13C183.593 17.13
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It will help your business prevent and deal with bullying, harassment, discrimination and other forms of unacceptable conduct. It describes:\u003col\u003e\u003cli data-list-item-id=\"e434c1980449d4a5476b3a45b1547e145\"\u003ethe personal risks and harm that can be caused;\u003c/li\u003e\u003cli data-list-item-id=\"ed7484ef09056e00035a04319daec9d7e\"\u003ehow it plays out in the screen sector;\u003c/li\u003e\u003cli data-list-item-id=\"e9e354266593c02d142b904019e842be9\"\u003ewho is most at risk;\u003c/li\u003e\u003cli data-list-item-id=\"e26ebde10d865ea3d94de484130329f76\"\u003ethe relevant legislation;\u003c/li\u003e\u003cli data-list-item-id=\"e145e5adb5cb534a0755d82c4f1dd5bab\"\u003ethe benefits of good practice;\u003c/li\u003e\u003cli data-list-item-id=\"ecda6a7dee220f1e6b18cd4d6fb40d76d\"\u003ewhat your business (and the industry as a whole) can do to improve; and\u003c/li\u003e\u003cli data-list-item-id=\"eae41efd0126dfd7c07e6e9de9597ddc8\"\u003ewhat standards are expected of screen sector businesses.\u003c/li\u003e\u003c/ol\u003e\u003c/li\u003e\u003cli data-list-item-id=\"eb1b497a4b375d5394c9f856f5b11be4f\"\u003eEvery business has a choice. We decide the steps we take to deal with unacceptable conduct. When we discuss a safe workplace, we are addressing a variety of harms that affect individuals differently depending on their overlapping identities. These harms are often intensified for those who belong to multiple marginalised groups:\u003col\u003e\u003cli data-list-item-id=\"efaab763ea2136f1d3282ee6762c60cae\"\u003e\u003cstrong\u003eSystemic exclusion:\u003c/strong\u003e describes the subtle or structural ways in which certain groups are consistently denied access to opportunities such as positions of power, networking, mentorship, or high-value projects.\u003c/li\u003e\u003cli data-list-item-id=\"efdb0032531fc9de98278069b20dea0fb\"\u003e\u003cstrong\u003eMicro-aggressions: \u003c/strong\u003eare the brief and commonplace daily verbal, behavioural, or environmental indignities that communicate hostile, derogatory, or negative slights, regardless of whether they were intentional.\u003c/li\u003e\u003cli data-list-item-id=\"e3fa98d2b05108a0a7ed13a7070c7d58c\"\u003e\u003cstrong\u003eHarassment and bullying:\u003c/strong\u003e include unwanted conduct that violates dignity, which frequently takes more aggressive or targeted forms when directed at those with multiple protected characteristics.\u003c/li\u003e\u003cli data-list-item-id=\"e34aec87694c525369155bdb1fc4d7470\"\u003e\u003cstrong\u003eDiscrimination:\u003c/strong\u003e is the unjustified less favourable treatment based on one or more characteristics.\u003c/li\u003e\u003cli data-list-item-id=\"ea11bf6f2f9626b842c14c6f057582033\"\u003e\u003cstrong\u003eVictimisation:\u003c/strong\u003e is defined as treating a person less favourably because they have raised a concern, supported a whistleblowing disclosure, or acted as a witness.\u003cbr /\u003e\u003cbr /\u003eMore detailed definitions appear in the Glossary.\u003cbr /\u003e \u003c/li\u003e\u003c/ol\u003e\u003c/li\u003e\u003cli data-list-item-id=\"ef4c83bf2c5a2a9bef6ffab9b3c605725\"\u003eWhile every team member deserves protection, research across the screen industries shows that individuals with intersecting identities face heightened risks. A personâs experience of harassment is often shaped by the presence of several factors (such as being both a woman and a person of colour, or being a disabled freelancer from an older age bracket). These experiences are not simply the sum of their parts; they are distinct forms of discrimination that require specific attention.\u003c/li\u003e\u003cli data-list-item-id=\"ec18b8ba6638e8f5058e93b7ba390094d\"\u003eThis Guide canât cover everything, but it aims to introduce screen businesses to good working practices. Taking the first steps, even if not perfect, will help build up momentum. You, or someone you know, might be the problem, but nothing will change unless we all take responsibility for our actions.\u003c/li\u003e\u003cli data-list-item-id=\"e8183de5802ad8148ebdf468fd10cd731\"\u003eScreen businesses (like every other sector) must follow laws that protect individuals from harm. This Guide suggests ways of working that take account of the legislation relating to good workforce relations across the four nations. Itâs up to date as of June 2026, and it helps prepare for changes that are on the horizon.\u003c/li\u003e\u003cli data-list-item-id=\"e6a59d7cf5b331b16a85a4b75a613c8a5\"\u003eIn a move to help the sector comply with its legal obligations, the BFI/BAFTA Principles were first published in 2018, to address how the sector could fulfil its obligations to tackle bullying, harassment and racism. The current version of the Principles has been endorsed and supported by many sector bodies, broadcasters, funding bodies, unions, guilds, industry associations and member bodies, support and welfare associations, agencies, and management companies.\u003c/li\u003e\u003cli data-list-item-id=\"e79bbf17bff37f940b36a71bab353d717\"\u003eSince publication of the Principles, many other guides and codes have been made available. We also know that our laws and the screen industries have undergone a significant transformation. Hopefully the Principles will be updated and adapted so they remain relevant. The sector will inevitably continue to change as funding, legislation, regulation, technology, international trade, skills and political influences affect all of our businesses.\u003c/li\u003e\u003cli data-list-item-id=\"e674bd2fc2760cb5e9e35ab2aa79a45b3\"\u003eThis 2026 Guide will help you follow good working practices that take account of:\u003col\u003e\u003cli data-list-item-id=\"eb5b3f8c04
771347308f3aa78de6a914c77\"\u003ethe relevant laws in the England, Northern Ireland, Scotland and Wales;\u003c/li\u003e\u003cli data-list-item-id=\"eaa5a7ba27b03f93b9dfac9d504863d87\"\u003ethe legally binding standards set by the Equality and Human Rights Commission (EHRC), Acas, the Labour Relations Agency (in Northern Ireland), the Information Commissionerâs Office (ICO) and the Health and Safety Executive (HSE); and\u003c/li\u003e\u003cli data-list-item-id=\"ea5f5b54dd183dd201ee225e23c2c8a45\"\u003ethe voluntary standards and principles set by the British Film Institute (BFI) and the British Academy of Film and Television Arts (BAFTA); the Creative Industries Independent Standards Authority (CIISA), and the Film and TV Charity (FTVC).\u003c/li\u003e\u003c/ol\u003e\u003c/li\u003e\u003cli class=\"ck-list-marker-bold\" data-list-item-id=\"ec468eea9c457eede489fee2eab8fd446\"\u003e\u003cstrong\u003eThis Guide:\u003c/strong\u003e\u003col\u003e\u003cli data-list-item-id=\"edacef06edb81c6a624b1a43037401df5\"\u003edoes not replace the BFI/BAFTA Principles or duplicate the CIISA Standards or the FTVC Principles; and\u003c/li\u003e\u003cli data-list-item-id=\"e5514169028de0f112522fdcc321036c0\"\u003edoes not constitute legal advice. You should seek your own advice for specific compliance questions.\u003c/li\u003e\u003c/ol\u003e\u003c/li\u003e\u003c/ol\u003e\u003cp\u003eThereâs lots more guidance, model documents, and signposts to support on the WorkWise for Screen website.\u003c/p\u003e\u003cp\u003eWhether you are an executive in a boardroom, a head of department on a night shoot, a games executive planning a âsprintâ or âscrumâ, an animator collaborating with colleagues for the first time, or a cinema opening a new screen, this Guide will help you create and maintain a professional, respectful, legally compliant, productive workplace environment.\u003c/p\u003e48:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$b2\"}}],\"$Lb3\"]\n49:[\"$\",\"$Lb4\",null,{\"data\":{\"typeHandle\":\"contentBuilderNote\",\"__typename\":\"contentBuilderNote_Entry\",\"uid\":\"93263fd4-4c99-4989-8cfc-753c9922b371\",\"description\":\"\u003cp\u003e\u003cstrong\u003eAcknowledgements\u003c/strong\u003e\u003c/p\u003e\u003cp\u003e\u003cstrong\u003eMy thanks to the Guideâs contributors:\u003c/strong\u003e\u003c/p\u003e\u003cp\u003eAnnabel Grundy\u003c/p\u003e\u003cp\u003eBarry Nichol, Solictor (Anderson Strathern)\u003c/p\u003e\u003cp\u003eDaisy Bostanli (ProArtsPlus)\u003c/p\u003e\u003cp\u003eFflur Jones, Solicitor (Darwin Grey)\u003c/p\u003e\u003cp\u003eHolly Patrick-Thomson (Napier)\u003c/p\u003e\u003cp\u003eJerry Knight-Smith, Solicitor (ProArtsPlus)\u003c/p\u003e\u003cp\u003eJonny Gifford (Institute for Employment Studies)\u003c/p\u003e\u003cp\u003eMartin Coyne (Bond \u0026amp; Coyne)\u003c/p\u003e\u003cp\u003eMichael Black, Solicitor (Cleaver Fulton Rankin) \u003c/p\u003e\u003cp\u003eRebecca Cargill, Solicitor (Cleaver Fulton Rankin)\u003c/p\u003e\u003cp\u003eSade Banks-Tubi (What If Experiment)\u003c/p\u003e\u003cp\u003eSara Veal (Huhbub)\u003c/p\u003e\u003cp\u003eVal Young (WorkWise for Screen)\u003c/p\u003e\u003cp\u003eZofia Bajorek (Institute for Employment Studies)\u003c/p\u003e\u003cp\u003e \u003c/p\u003e\u003cp\u003eSuggestions for updates for future versions, will be gratefully received.\u003c/p\u003e\"}
77,\"beigeBackground\":true,\"className\":\"\"}]\n4a:[\"$\",\"div\",null,{\"className\":\"scroll-mt-[120px]\",\"id\":\"the-moral-business-and-legal-case\"}]\n4b:[null,[[\"$\",\"div\",null,{\"className\":\"relative transition duration-700\",\"children\":[\"$\",\"$L29\",null,{\"fetchPriority\":\"$undefined\",\"src\":\"https://bfi-resourcehub.s3.amazonaws.com/assets/assets/Titles/02-The-moral-Business-and-Legal-Case.png\",\"alt\":\"\",\"width\":3213,\"height\":342,\"className\":\"h-full w-full\",\"style\":{\"objectPosition\":\"50% 50%\"},\"loading\":\"eager\",\"unoptimized\":\"$undefined\"}]}],null]]\n4c:[\"$\",\"$Lb4\",null,{\"data\":{\"typeHandle\":\"contentBuilderNote\",\"__typename\":\"contentBuilderNote_Entry\",\"uid\":\"42741bd8-23b1-427d-83d3-29409c1225fe\",\"description\":\"\u003cp\u003eIn a high-stakes, collaborative industry, dignity at work is a moral requirement; it is also a hallmark of a well-run business. By moving away from a 'high-pressure' culture through proper planning, management and sensible budgeting, businesses can create safer, more productive environments, often at no or little cost.\u003c/p\u003e\"}
77,\"beigeBackground\":true,\"className\":\"\"}]\nb5:T1033,\u003cp\u003e\u003cstrong\u003e2.1 The moral case\u003c/strong\u003e\u003c/p\u003e\u003cp\u003eMorally, businesses have an obligation to safeguard employees' mental and physical health, preventing burnout and long-term trauma associated with unsustainable work practices. Fair hiring practices, eliminating toxic \"boys' club\" studio cultures, and accommodating neurodiverse and disabled talent are examples of how to promote social equity and ensure marginalised voices aren't erased or silenced.\u003c/p\u003e\u003cp\u003eThe Film and TV Charityâs \u003ci\u003eLooking Glass Reports\u003c/i\u003e provide a definitive, data-driven map of the mental health crisis in the UK screen industries. Spanning from 2019 to 2024, these statistics suggest a systemic \"mental health emergency\".\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e2.2 The legal shift: the 'preventative duty'\u003c/strong\u003e\u003c/p\u003e\u003cp\u003eThe laws of England, Scotland and Wales have changed. As well as the long-standing health and safety and discrimination laws, there is now a mandatory statutory duty to take reasonable steps to prevent sexual harassment. Businesses canât simply react to incidents; they must actively anticipate where harassment might occur and take steps to prevent it. Any report of sexual harassment automatically counts as a protected disclosure under whistleblowing rules, so the person making the report must not be subject to detriment.\u003c/p\u003e\u003cp\u003eCrucially, 'reasonable steps' are often synonymous with sound project management. Proactive prevention means identifying risks before they materialise, whether in a VFX studio, a games development house, or on a location shoot. By planning for these risks during pre-production or at project kick-off, you reduce the number of situations that could lead to unacceptable conduct.\u003c/p\u003e\u003cp\u003eThe legal standard for the duty to prevent sexual harassment will increase from taking \"reasonable steps\" to \"all reasonable steps\" from 30 October 2026. While businesses currently have a positive obligation to implement reasonable preventive measures, the revised standard sets a much higher legal threshold.\u003c/p\u003e\u003cp\u003eEmployment tribunals evaluate corporate liability by direct reference to the EHRC Employment Statutory Code of Practice and the EHRC Technical Guidance on Sexual Harassment and Harassment at Work. Under the EHRC Employer 8-Step Guide, a business must demonstrate that its anti-harassment measures are active, visible, and continuously evaluated.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e2.3 The financial risk\u003c/strong\u003e\u003c/p\u003e\u003cp\u003eAny informal complaint will take time and energy to resolve. A formal legal complaint will incur costs. Failure to plan is therefore a significant financial risk. A sensible budget that includes welfare provision is far more cost-effective than the legal and reputational costs of a fine or tribunal claim. Remember that in rare cases, some health and safety breaches lead to a criminal conviction.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e2.4 Industry accountability\u003c/strong\u003e\u003c/p\u003e\u003cp\u003eMany major studios, broadcasters, streamers, and national funders make adherence to a set of standards a condition of working together. Insurance providers are increasingly assessing workplace culture. Businesses that can demonstrate they have 'planned in' dignity and safety are better placed to obtain funding, manage premiums and secure essential cover.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e2.5 The creative and people case\u003c/strong\u003e\u003c/p\u003e\u003cp\u003eTo attract and retain the best creative and technical minds (especially in highly mobile sectors), businesses can foster a culture where everyone thrives. This can result in:\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e1a08132a34410408ab36ca6f72fd75d7\"\u003e\u003cstrong\u003eReduced staff turnover:\u003c/strong\u003e teams remain stable and productive when they feel respected and supported by realistic schedules.\u003c/li\u003e\u003cli data-list-item-id=\"ebf5f30201789f880fde683e284fa78dd\"\u003e\u003cstrong\u003eCreative excellence:\u003c/strong\u003e true innovation requires psychological safety; the freedom to take risks and collaborate without the fear of unacceptable conduct.\u003c/li\u003e\u003cli data-list-item-id=\"efaad59cd21243373a46d6b8300951ff6\"\u003e\u003cstrong\u003eReputational resilience:\u003c/strong\u003e in our interconnected industry, a well-managed project is your best protection against reputational damage.\u003c/li\u003e\u003c/ol\u003e4d:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$b5\"}}],\"$Lb6\"]\n4e:[\"$\",\"div\",null,{\"className\":\"scroll-mt-[120px]\",\"id\":\"glossary\"}]\n4f:[null,[[\"$\",\"div\",null,{\"className\":\"relative transition duration-700\",\"children\":[\"$\",\"$L29\",null,{\"fetchPriority\":\"$undefined\",\"src\":\"https://bfi-resourcehub.s3.amazonaws.com/assets/assets/Titles/03-Glossary.png\",\"alt\":\"\",\"width\":3213,\"height\"
77:342,\"className\":\"h-full w-full\",\"style\":{\"objectPosition\":\"50% 50%\"},\"loading\":\"eager\",\"unoptimized\":\"$undefined\"}]}],null]]\n50:[\"$\",\"$Lb4\",null,{\"data\":{\"typeHandle\":\"contentBuilderNote\",\"__typename\":\"contentBuilderNote_Entry\",\"uid\":\"45d56ab7-266f-4691-b226-8d20c0b0a4c1\",\"description\":\"\u003cp\u003eClarity and consistency are the first steps towards prevention. Ambiguity allows harmful behaviour to hide behind banter, creative pressure, or industry culture. The definitions that follow help ensure a shared understanding of what is unacceptable. They are grounded in UK law and reflect the broader Standards and Principles that apply across the creative industries.\u003c/p\u003e\"},\"beigeBackground\":true,\"className\":\"\"}]\nb7:T2060,\u003cp\u003e\u003cstrong\u003e3.1 Antisemitism\u003c/strong\u003e: The International Holocaust Remembrance Allianceâs working definition (adopted by the UK Government) of antisemitism is âa certain perception of Jews, which may be expressed as hatred toward Jews. Rhetorical and physical manifestations of antisemitism are directed toward Jewish or non-Jewish individuals and/or their property, toward Jewish community institutions and religious facilitiesâ.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e3.2 Bullying: \u003c/strong\u003eoffensive, intimidating, malicious, or insulting behaviour. It often involves an abuse or misuse of power intended to undermine, humiliate, or denigrate the recipient. In the screen industries, this can sometimes be mistaken for 'firm management', but the distinction lies in whether the behaviour is persistent, targeted, or unreasonable.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e3.3 Crunch:\u003c/strong\u003e refers to a prolonged period of intense, excessive overtime required to meet a looming project deadline (such as a shoot date, broadcast delivery, or software release). While historically framed as an inevitable industry norm in the screen sector, it becomes an unacceptable or coercive practice when workers are pressured into compliance through implicit management expectations, peer pressure, or the threat of contract non-renewal. Crucially, crunch often relies on unpaid hours that can push a workerâs average earnings below the National Minimum Wage or breach statutory rest limits under the Working Time Regulations 1998.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e3.4 Data Protection:\u003c/strong\u003e the fair and proper use of personal data, safeguarding the right to privacy by giving individuals control over how their information is collected, stored, used and shared whilst balancing the legitimate needs of businesses to process that information.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e3.5 Dignity at Work Policy\u003c/strong\u003e: a policy designed to be a business-wide statement to address unacceptable conduct.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e3.6 Discrimination: \u003c/strong\u003eoccurs when a person is treated less favourably than others because of a particular characteristic (direct discrimination), or when a rule or arrangement that applies to everyone puts people with a particular characteristic at an unfair disadvantage (indirect discrimination). There are nine characteristics protected by legislation: age, disability, gender reassignment, marriage and civil partnership, pregnancy and maternity, race, religion or belief, sex, and sexual orientation. Discrimination includes antisemitism, islamophobia and racism. Unacceptable conduct also includes unjustified discrimination based on other factors. In our sector, this often manifests as bias or prejudice based on perceived class, socio-economic background, or regional accent. Although not protected characteristics, these factors can also cause harm.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e3.7 Duty of Care:\u003c/strong\u003e the requirement to ensure, as far as is reasonably practicable, the physical and mental health, safety, and welfare of all people engaged on your project. This includes protecting your team from physical and psychological risks, as well as stress-related illness.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e3.8 Harassment, sexual harassment, and sex-based harassment\u003c/strong\u003e\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e895f838302c8ace92842945fc2c90bab\"\u003e\u003cstrong\u003eHarassment:\u003c/strong\u003e unwanted conduct related to a protected characteristic that violates a person's dignity or creates an intimidating or offensive environment.\u003c/li\u003e\u003cli data-list-item-id=\"e64af1532a82ac817323d3a2dd42829a0\"\u003e\u003cstrong\u003eSexual harassment:\u003c/strong\u003e unwanted conduct of a sexual nature. This includes suggestive remarks, physical touch, or displaying sexual materials.\u003c/li\u003e\u003cli data-list-item-id=\"ec64ed0c08f934454708e697c5bea0a6f\"\u003e\u003cstrong\u003eSex-based harassment:\u003c/strong\u003e conduct related to a personâs sex or presumed sex (but which is not of a sexual nature) that has the purpose or effect of violating their dignity.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e3.9 Intersectionality\u003c/strong\u003e: a term describing how different aspects of a personâs identity overlap to create unique and complex experiences of discrimination or privilege.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e3.10 Islamophobia: \u003c/strong\u003eA term used to describe conduct, attitudes or beliefs that are prejudiced, hateful or discriminatory directed at Muslims or those perceived to be Muslim. Itâs rooted in racism and targets expressions of âMuslimness.â \u003c/p\u003e\u003cp\u003e\u003cstrong\u003e3.11 Prescribed Person\u003c/strong\u003e: an external independent body designated by government to receive whistleblowing disclosures. These entities are typically sectoral regulators, watchdogs, or public enforcement authorities (such as the Health and Safety Executive) that possess the statutory power to investigate operational malpractice, regulatory breaches, or legal non-compliance within their specific jurisdictions. CIISA is a prescribed person, but it is yet to launch its reporting or investigative service.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e3.12 Proactive duties\u003c/strong\u003e: the legal obligation to manage foreseeable work-related stress as a physical and mental health risk, the duty to prevent harassment, and the duty to make reasonable adjustments under equality legislation if you know (or ought to know) that someone has a disability.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e3.13 Psychological Safety\u003c/strong\u003e: The Film and TV Charity defines psychological safety as a workplace culture where individuals feel they can speak up, share ideas, or admit mistakes without fear of negative consequences to their reputation or career.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e3.14 Racism:\u003c/strong\u003e includes prejudice, discrimination, or antagonism by an individual against someone based on factors such as skin colour, nationality, ethnic origin, or national origin.\u
77003c/p\u003e\u003cp\u003e\u003cstrong\u003e3.15 Transphobia:\u003c/strong\u003e A term used to describe conduct, attitudes, or beliefs that are prejudiced, hateful, or discriminatory towards individuals who identify as trans or non-binary, or who have the protected characteristic of gender reassignment. In the workplace, such behaviour is unlawful when it manifests as harassment, direct discrimination or victimisation. Protection applies regardless of whether a person has undergone any medical process or holds a gender recognition certificate.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e3.16 Unacceptable conduct:\u003c/strong\u003e broadly encompasses bullying, harassment (including sexual and sex-based harassment), intimidation, aggression, victimisation, and coercion. It also includes all forms of unlawful discrimination and prejudice. By using this broad term, we avoid complex legal debates. Any behaviour that is aggressive, exclusionary, or intimidating will be unacceptable conduct.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e3.17 Vicarious liability\u003c/strong\u003e: the exposure of an organisation to liability for the actions of those it engages, even if it was unaware of the conduct that caused the liability, unless it can prove it took all reasonable steps to prevent it.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e3.18 Victimisation: \u003c/strong\u003eoccurs when a person is treated less favourably because they have been (or they are believed to have been) involved with a complaint about unacceptable conduct. Protecting people from victimisation is essential for a 'safe-to-speak' culture.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e3.19 Welfare Facilitator\u003c/strong\u003e: a trained independent person who provides a safe, confidential channel for everyone on a project to raise concerns. They may be known as welfare officers, mental health first aiders, or assistance programme delivery partners. They may work face to face, online, or use digital communication tools.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e3.20 Whistleblower\u003c/strong\u003e: a worker who exposes wrongdoing, illegal activity, or malpractice taking place within an organisation. To receive legal protection, the individual must reasonably believe that their disclosure is made in the public interest and reveals a serious concern (such as a criminal offence, a breach of a legal obligation, or a danger to health and safety). Whistleblowers are statutorily protected from suffering any detriment, victimisation, or unfair dismissal as a result of speaking out (a âwhistleblowing disclosureâ or âprotected disclosureâ).\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e3.21 Workplace triggers:\u003c/strong\u003e aspects of workplace design or management that may cause psychological or physical harm. If left unmanaged, these factors lead to stre\u003c/p\u003e51:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$b7\"}}],\"$Lb8\"]\n52:[\"$\",\"div\",null,{\"className\":\"scroll-mt-[120px]\",\"id\":\"bodies-that-address-good-working-practices\"}]\n53:[null,[[\"$\",\"div\",null,{\"className\":\"relative transition duration-700\",\"children\":[\"$\",\"$L29\",null,{\"fetchPriority\":\"$undefined\",\"src\":\"https://bfi-resourcehub.s3.amazonaws.com/assets/assets/Titles/04-Bodies-THAT-ADDRESS-GOOD-WORKING-PRACTICES.png\",\"alt\":\"\",\"width\":3213,\"height\":582,\"className\":\"h-full w-full\",\"style\":{\"objectPosition\":\"50% 50%\"},\"loading\":\"eager\",\"unoptimized\":\"$undefined\"}]}],null]]\n54:[\"$\",\"$Lb4\",null,{\"data\":{\"typeHandle\":\"contentBuilderNote\",\"__typename\":\"contentBuilderNote_Entry\",\"uid\":\"6ed34cee-7c5f-4754-95e1-1c402cc2e732\",\"description\":\"\u003cp\u003eThis guide refers to the standards established by UK government bodies and the industryâs leading organisations.\u003c/p\u003e\"}
77,\"beigeBackground\":true,\"className\":\"\"}]\nb9:Te5e,\u003cp\u003e\u003cstrong\u003e4.1 Industry Frameworks\u003c/strong\u003e: The three main frameworks for the screen sector are:\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"eb78edc3dff224c07f7d60c89ca194264\"\u003e\u003cstrong\u003eThe BFI/BAFTA Principles to tackle and prevent bullying, harassment and racism: \u003c/strong\u003eThe BFI/BAFTA Principles mandate that everyone on the team shares responsibility for creating and maintaining an inclusive, positive and supportive workplace.\u003c/li\u003e\u003cli data-list-item-id=\"e410bbea245ee333cd367313aac4e5015\"\u003e\u003cstrong\u003eThe CIISA Standards: \u003c/strong\u003eThe Creative Industries Independent Standards Authority (CIISA)âs framework of four minimum standards of behaviour expected across the creative industries to ensure safe and inclusive working environments.\u003c/li\u003e\u003cli data-list-item-id=\"e01e2d967a0772193f72343039e2ca50a\"\u003e\u003cstrong\u003eThe Film \u0026amp; TV Charity Principles for Mentally Healthy Productions: \u003c/strong\u003eThese Principles have three pillars (People Support, Content Impact and Work Planning) to embed mentally healthy working practices into UK film and television.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e4. 2 Alignment with UK statutory standards: \u003c/strong\u003eThese industry frameworks do not exist in isolation; they provide the sector-specific detail required to meet broader UK legal and regulatory obligations.\u003c/p\u003e\u003col\u003e\u003cli data-list-item-id=\"e8b278372966144ad794c5754004bad80\"\u003e\u003cstrong\u003eAcas and, in Northern Ireland, the LRA: \u003c/strong\u003ethe public bodies providing workplace advice, training, guidance and resolution services. Their Codes of Practice on disciplinary and grievance procedures set the minimum standards of fairness. Employment tribunals will take these Codes into account in relevant cases.\u003c/li\u003e\u003cli data-list-item-id=\"e3b234f1e4e8bd058d9977136e13efe68\"\u003e\u003cstrong\u003eThe Equality and Human Rights Commission\u003c/strong\u003e: an independent statutory body responsible for encouraging equality and diversity, eliminating unlawful discrimination and protecting and promoting the human rights of everyone in Great Britain. It has investigative and enforcement powers. Tribunals take their Statutory Codes of Practice into account in relevant cases. They publish technical guidance, which is also highly persuasive.\u003c/li\u003e\u003cli data-list-item-id=\"ea881a4249f52e3db850d058c307c2ff1\"\u003e\u003cstrong\u003eThe Fair Work Agency \u003c/strong\u003e(FWA): has recently started work to bring various workforce-related enforcement powers under a single regulator. It has the power to start tribunal claims, inspect records, issue improvement notices and levy fines. Its focus is expected to be on cases involving underpayment or exploitation, including the National Minimum Wage, statutory sick pay rights, holiday pay calculations and employment agency regulations.\u003c/li\u003e\u003cli data-list-item-id=\"efc36cd4ee7c68cb6e274605e4cdb561c\"\u003e\u003cstrong\u003eThe Health and Safety Executive or the Health and Safety Executive for Northern Ireland\u003c/strong\u003e: are the regulators for work-related health, safety and illness. They act as the primary bodies responsible for enforcing health and safety legislation, providing guidance and setting standards for workplace safety. In many cases, tribunals and courts will take their guidance into account in relevant cases.\u003c/li\u003e\u003cli data-list-item-id=\"e1936f6b08465688dc885fa945c28f518\"\u003e\u003cstrong\u003eThe Information Commissionerâs Office\u003c/strong\u003e: the UKâs independent supervisory authority for data protection. It enforces the rules and regulations relating to personal data. Tribunals and courts take the ICOâs statutory Codes of Practice into consideration, and the ICO will assess whether a business has followed its published guidance in the event of a regulatory investigation or data breach.\u003c/li\u003e\u003c/ol\u003e55:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$b9\"}}],\"$Lba\"]\nae:[\"$\",\"li\",\"3\",{\"children\":[\"$\",\"$L38\",null,{\"href\":\"https://www.workwiseforscreen.org.uk/en/topics/diversity/modules/module/resources/making-the-screen-industry-a-workplace-for-everyone\",\"target\":\"_blank\",\"className\":\"flex gap-2 items-center underline font-bold\",\"children\":[[\"$\",\"svg\",null,{\"width\":\"18\",\"height\"
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77,\"beigeBackground\":true,\"className\":\"\"}]\nbb:T1b74,\u003cp\u003e\u003cstrong\u003e5.1 Recruitment and Negotiation\u003c/strong\u003e: Finding and engaging the best team members takes time. Donât miss out on the chance to engage a diverse, engaged workforce because of poor or outdated recruitment processes. The quality of the recruitment process and subsequent negotiation of terms are important opportunities to match the reality of your workforce with your organisationâs vision.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e5.2\u003c/strong\u003e Controls over Zero-Hours contracts and cancellation protection for workers on irregular hours are due to come into effect in 2027.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e5.3\u003c/strong\u003e If you want to support junior crew, those with intersecting marginalised identities and freelancers, then thinking about your approach at this early stage will reap rewards. If no one involved in the selection processes has relevant lived experience, consider seeking support from external sources.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e5.4 Training and Support\u003c/strong\u003e: Recognising that everyone is different, and wonât start from the same place, means that you will need training and support policies and processes that are sufficiently flexible to offer extra support when required.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"ec673620d86597051690291b964bc6e96\"\u003e\u003cstrong\u003eManagement training:\u003c/strong\u003e lead executives and heads of department (HODs) require support and training, especially if they have little experience of dealing with workplace practices. Training can help senior executives to lead a project with confidence that the relevant laws, Standards and Principles are being followed.\u003c/li\u003e\u003cli data-list-item-id=\"e5641643524d6db836e1732bec39459fa\"\u003e\u003cstrong\u003eWorkforce awareness:\u003c/strong\u003e the entire workforce must be briefed and regularly reminded of the standards of conduct and the available, accessible reporting routes. The type of training provision and who provides support will depend on each personâs role.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e5.5 Raising Concerns: \u003c/strong\u003eEstablishing accessible reporting pathways from the start is essential to ensure that someone can raise a concern the moment unacceptable conduct occurs. Prepare to provide multiple clear options for raising a concern, recognising that individuals may feel uncomfortable approaching their immediate line manager.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e5940a33b36d8caf13067bbcf09de0cd5\"\u003e\u003cstrong\u003eWelfare facilitators\u003c/strong\u003e: Ideally, every project should have welfare facilitators to provide a safe, confidential channel for everyone on the project to raise concerns. Ideally, some or all of the facilitators will have relevant lived experience with the themes the project addresses. Their names and contact details should be included in an induction pack, displayed on call sheets, and posted in common areas and in shared online spaces.\u003c/li\u003e\u003cli data-list-item-id=\"e15e31b4b5523513cae5c54c80a8e9684\"\u003e\u003cstrong\u003eAnonymous reporting\u003c/strong\u003e: Implementing an independent reporting channel (such as a secure online portal or an external telephone-based hotline) allows everyone to raise a concern without revealing their identity. In line with statutory guidance issued by the EHRC, and the CIISA Standards, providing an anonymous pathway is highly effective for capturing vital cultural intelligence that might otherwise go unreported due to a fear of reprisal or professional detriment.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e5.6 Risk assessments: \u003c/strong\u003eUse a framework to identify potential 'hot spots' where unacceptable conduct is most likely to occur. This is a primary tool for fulfilling your preventative duties set out in the EHRC and HSE statutory guidance.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e0a1c5641f62bcd7daff6a97394c42f3e\"\u003e\u003cstrong\u003eIdentify triggers:\u003c/strong\u003e assess if the current schedule or budget creates unnecessary pressure points (such as unrealistic 'crunch' periods or excessive night work).\u003c/li\u003e\u003cli data-list-item-id=\"e2287ca9665022cb79d732417c3fd6c47\"\u003e\u003cstrong\u003eIdentify accessibility barriers:\u003c/strong\u003e check for physical, digital, or structural barriers that can affect whether someone is exposed to unacceptable conduct.\u003c/li\u003e\u003cli data-list-item-id=\"e6129878371e0db06d411183a55bb04d0\"\u003e\u003cstrong\u003eMitigation:\u003c/strong\u003e plan for specific mitigations (such as additional rest periods, safe transport for late finishes, or increased support at industry social events).\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e5.7 The near-miss log: \u003c/strong\u003eIn health and safety management, a near-miss is an incident that could have led to an injury but didn't. In terms of conduct, a near-miss is a situation in which a workplace trigger or management issue was identified but did not result in a formal complaint. By logging these cases, specific issues can be identified, enabling structural fixes before anyone is harmed.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e5.8 Contractual alignment: \u003c/strong\u003eYour Dignity at Work Policy should be more than a recommendation:\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"ed2c0d72d82efca4dfbde8d10ed048e76\"\u003e\u003cstrong\u003eEmployment c
77ontracts\u003c/strong\u003e: short-term, fixed-term and open-ended employment contracts can include a reference to a Dignity at Work Policy.\u003c/li\u003e\u003cli data-list-item-id=\"ec0098bd622bcc0bebcecc97764122a6c\"\u003e\u003cstrong\u003eContractors and freelancers:\u003c/strong\u003e verify that all supply contracts include a clause requiring adherence to the policy and the relevant Principles or Standards.\u003c/li\u003e\u003cli data-list-item-id=\"e83515d13f3817f983fb5e6f96c3e450e\"\u003e\u003cstrong\u003eThe supply chain:\u003c/strong\u003e if you are using third-party providers (such as security, catering, or tech hire companies), ensure their staff are also briefed on your Standards before they start work.\u003c/li\u003e\u003cli data-list-item-id=\"e2967793f897abe1dac85139a0354958c\"\u003e\u003cstrong\u003eInsurance:\u003c/strong\u003e Inform your insurers of your conduct protocols and risk mitigations.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e5.9 The 'first hour' briefing: \u003c/strong\u003eThe first hour a person works on your project is the most important opportunity to establish a safety culture. Your induction process (whether physical or digital) could include:\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e27c44a928b798b5004a722275b59f7c3\"\u003eA formal cultural briefing delivered by the project lead.\u003c/li\u003e\u003cli data-list-item-id=\"eb932563000219df43037656b29af6760\"\u003eAn opportunity to check if all access requirements and workforce risks have been raised and addressed.\u003c/li\u003e\u003cli data-list-item-id=\"e84bf55c075c181b29260e929c8d5099b\"\u003eAn option to share information with a welfare facilitator if they have been exposed to unacceptable conduct on other projects. This could help identify potential triggers, especially when the perpetrator of prior unacceptable conduct is also involved in your project.\u003c/li\u003e\u003cli data-list-item-id=\"e8d7065d1e2a0f8f9a5ec983d0043b5d2\"\u003eAccess to relevant information about professional standards.\u003c/li\u003e\u003cli data-list-item-id=\"ec1a935bc9e2a5093a7fb3b67f75448ee\"\u003eDetails of your informal and formal independent, anonymous support and reporting processes.\u003c/li\u003e\u003c/ol\u003e6e:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$bb\"}}],\"$Lbc\"]\n6f:[\"$\",\"div\",null,{\"className\":\"scroll-mt-[120px]\",\"id\":\"risk-assessments\"}]\n70:[null,[[\"$\",\"div\",null,{\"className\":\"relative transition duration-700\",\"children\":[\"$\",\"$L29\",null,{\"fetchPriority\":\"$undefined\",\"src\":\"https://bfi-resourcehub.s3.amazonaws.com/assets/assets/Titles/06-Risk-Assessments.png\",\"alt\":\"\",\"width\":3213,\"height\":342,\"className\":\"h-full w-full\",\"style\":{\"objectPosition\":\"50% 50%\"},\"loading\":\"eager\",\"unoptimized\":\"$undefined\"}]}],null]]\n71:[\"$\",\"$Lb4\",null,{\"data\":{\"typeHandle\":\"contentBuilderNote\",\"__typename\":\"contentBuilderNote_Entry\",\"uid\":\"f5bfae66-083d-4027-aeb9-eb2ab0e1a835\",\"description\":\"\u003cp\u003eRisk assessment is the connection between policy and reality. By identifying workplace triggers before they occur, you address your legal duties and improve project stability.\u003c/p\u003e\"}
77,\"beigeBackground\":true,\"className\":\"\"}]\nbd:Te43,\u003cp\u003e\u003cstrong\u003e6.1 Understanding workplace triggers: \u003c/strong\u003ePreventing unacceptable conduct requires more than telling people how you expect them to behave; it also requires managing the work environment. Workplace triggers are aspects of project management or design (such as unrealistic deadlines or poor communication) that heighten the risk of harm. Research from \u003cstrong\u003eThe Film \u0026amp; TV Charity\u003c/strong\u003e (specifically the 'Looking Glass' reports) suggests that these structural pressures are a primary driver of poor mental health and conduct issues in our sector. By planning to reduce these pressures, you create a healthier, safer, and more productive workspace.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e6.2 Mapping your 'hot spots': \u003c/strong\u003eUse the following categories to identify where risks are most likely to occur in your specific business area:\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"ee846fb5ca1b86b238d166f16d069e48b\"\u003e\u003cstrong\u003ePower imbalances:\u003c/strong\u003e Projects with small, 'inner-circle' teams where authority is concentrated can make people feel unable to speak up.\u003c/li\u003e\u003cli data-list-item-id=\"e3db40eca34e7d5ad0bc8badaa4650872\"\u003e\u003cstrong\u003ePhysical environments:\u003c/strong\u003e Working in isolated locations, at night, or in public-facing roles requires specific policies or procedures.\u003c/li\u003e\u003cli data-list-item-id=\"edfce7ffcdc218e5bc2d593485bcfdb49\"\u003e\u003cstrong\u003eMisuse of Personal data: \u003c/strong\u003eThe use of unencrypted personal messaging apps, shared digital drives with inappropriate access controls or public call sheets can expose sensitive personal details and create a hostile or insecure environment.\u003c/li\u003e\u003cli data-list-item-id=\"e9f94d5330823862059ab5f323d8b01d1\"\u003e\u003cstrong\u003eCrunch periods:\u003c/strong\u003e High-pressure or high-intensity work is a major trigger for stress and irritability. These periods can be more intense if a delivery date has been made public (for example, for a film or game release). Carefully considering scope, budget and timescales is the most effective way to prevent crunch periods escalating into unacceptable conduct.\u003c/li\u003e\u003cli data-list-item-id=\"e575ed685433c67849fada6089ba0f9f1\"\u003e\u003cstrong\u003eExposure to sensitive content:\u003c/strong\u003e work involving intimacy, violence or traumatic themes can increase the psychological load on the team.\u003c/li\u003e\u003cli data-list-item-id=\"e0356eb61d735d11bbd889cca7b7a2a35\"\u003e\u003cstrong\u003eSocial and industry events:\u003c/strong\u003e Environments where the line between work and socialising is blurred (and where alcohol or recreational drugs are present) are high-risk areas for unacceptable conduct.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e6. 3 Implementing the Framework: \u003c/strong\u003eDocumenting your mitigation steps is your primary evidence for meeting the 'all reasonable steps' legal threshold. For each trigger identified, you should record:\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"ed935c5bbfb4ad4bf79d26835a6a7c1d7\"\u003e\u003cstrong\u003eThe risk:\u003c/strong\u003e (e.g. a 14-hour night shoot on a remote location).\u003c/li\u003e\u003cli data-list-item-id=\"e978f22bc00a652b4043726e5d82d8f52\"\u003e\u003cstrong\u003eThe trigger:\u003c/strong\u003e (e.g. fatigue and lack of secure transport).\u003c/li\u003e\u003cli data-list-item-id=\"ead9e0acfcdb5dc81d71213aa390d5708\"\u003e\u003cstrong\u003eThe mitigation:\u003c/strong\u003e (e.g. mandatory rest periods, providing taxis for all crew, and having a welfare facilitator on site).\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e6.4 Feedback and Review\u003c/strong\u003e: A risk assessment mustnât be a standard box-ticking exercise. It needs to be a practical, working document that acknowledges that not everyone will have the same experience and that it will never address every single risk in detail. The best assessments are dynamic and incorporate regular feedback from the team.\u003c/p\u003e72:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$bd\"}}],\"$Lbe\"]\n73:[\"$\",\"div\",null,{\"className\":\"scroll-mt-[120px]\",\"id\":\"leadership-and-culture\"}]\n74:[null,[[\"$\",\"div\",null,{\"className\":\"relative transition duration-700\",\"children\":[\"$\",\"$L29\",null,{\"fetchPriority\":\"$undefined\",\"src\":\"https://bfi-resourcehub.s3.amazonaws.com/assets/assets/Titles/07-Leadership-and-Culture.png\",\"alt\":\"\",\"width\":3213,\"height\"
77:342,\"className\":\"h-full w-full\",\"style\":{\"objectPosition\":\"50% 50%\"},\"loading\":\"eager\",\"unoptimized\":\"$undefined\"}]}],null]]\n75:[\"$\",\"$Lb4\",null,{\"data\":{\"typeHandle\":\"contentBuilderNote\",\"__typename\":\"contentBuilderNote_Entry\",\"uid\":\"7f1da4e7-bde3-4da0-8362-2945b304fdaf\",\"description\":\"\u003cp\u003eLeadership in the screen sector is a rolling commitment, not a one-off event. Because projects often have staggered start dates, the 'tone' must be set and reset continually. Embed a respectful culture through every stage of a projectâs lifecycle, helping new arrivals to integrate into a safe environment from their first hour.\u003c/p\u003e\"},\"beigeBackground\":true,\"className\":\"\"}]\nbf:T195f,\u003cp\u003e\u003cstrong\u003e7.1 The cultural lead: \u003c/strong\u003eIdentify which person or persons will define your workplace environment. Whoever it is, their behaviour dictates the 'social contract' of the project.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"eb494ce4a79ce54f03abe39e473c5508e\"\u003e\u003cstrong\u003eModelling professional standards:\u003c/strong\u003e A leader who prioritises good working practices creates a protective barrier against unacceptable conduct. Awareness of how a personâs proximity to typical societal privilege (being a white, straight, non-disabled, cis-male, with a senior permanent role) can help a leader hear concerns.\u003c/li\u003e\u003cli data-list-item-id=\"e5908167921a7d482f038899175619f47\"\u003e\u003cstrong\u003eAcknowledge multiple roles:\u003c/strong\u003e in smaller businesses, it is not uncommon for one person to be the founder, senior executive and creative director. The absence of internal checks and balances makes it more important to consider external welfare facilitators and processes that allow anonymous reporting.\u003c/li\u003e\u003cli data-list-item-id=\"e8a2149bbc00bde98ec644f4292bed690\"\u003e\u003cstrong\u003eEarly intervention:\u003c/strong\u003e People with authority to deal with a team memberâs concerns need to be available and easily contactable. If someone quickly addresses instances of unacceptable conduct, the damage they cause may be controlled.\u003c/li\u003e\u003cli data-list-item-id=\"e345b7f5763cc0cbddf1ede788700e569\"\u003e\u003cstrong\u003eVisibility of support:\u003c/strong\u003e a leaderâs role is to ensure that welfare facilitators and reporting routes are available, accessible and actively promoted.\u003c/li\u003e\u003cli data-list-item-id=\"e3c14c757ce3238d7704c76b017c67515\"\u003e\u003cstrong\u003eBe prepared for feedback:\u003c/strong\u003e Survey data suggest that the person most likely to cause harm is someone in power. You need a clear complaints process that can address concerns, even if the complaint is about the cultural leader, a senior executive, your best friend or a welfare facilitator. The feedback process may need external support to remain independent, so identifying that source of support at an early stage will enable a complaint to be dealt with without delay.\u003c/li\u003e\u003cli data-list-item-id=\"eb2a60c8543f270319a9a5ad22ee2a8d9\"\u003e\u003cstrong\u003eCall for feedback\u003c/strong\u003e: To help normalise the feedback process, a business should not wait for a concern to be raised. If you proactively seek feedback at regular intervals (perhaps at set points of delivery of the project) or by sending out questionnaires, you may be able to identify hidden triggers early, so that adjustments can be made as soon as possible.\u003c/li\u003e\u003cli data-list-item-id=\"ebd5fba97f507ccb0b1a72ee89c4afd6c\"\u003e\u003cstrong\u003eEquity and Equality:\u003c/strong\u003e By including a level of flexibility in your project planning, it will be easier to provide the timely support each team member may need.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e7.2 Continuous leadership: \u003c/strong\u003eBecause people may join a project at different times, setting the culture is a rolling responsibility.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e8edf7373fb79e61d65769ef9047b5d17\"\u003e\u003cstrong\u003ePreparing for a new starter\u003c/strong\u003e: The recruitment and contract negotiation stages are opportunities to ensure that dignity at work processes are visible and effective from the start. Screen sector contracts are often issued at the last minute (if at all), sometimes contain out-of-date, irrelevant or needlessly technical information and are presented in inflexible or inaccessible formats. Give people the information they need to understand their role and responsibilities, and to provide you with information about how they can thrive. Donât pretend your contracts have fixed standard wording if they donât. Provide glossaries or signposts to additional information so the deal is clear and understandable.\u003c/li\u003e\u003cli data-list-item-id=\"e753e06afbbf296f440079a742707ce8a\"\u003e\u003cstrong\u003eThe 'first hour' briefing:\u003c/strong\u003e ensure that every new person receives a relevant briefing on the projectâs values and the 'safe-to-speak' protocols. Suggestions are in the âwhere to startâ section and in the âtemplatesâ section.\u003c/li\u003e\u003cli data-list-item-id=\"e152492b8632323f90879a9ef3a6663b5\"\u003e\u003cstrong\u003eConsistency across the project:\u003c/strong\u003e Lead artists, directors and HODs must be aligned in their approach so that the whole team has a similar experience.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e7.3 Psychological safety and the 'safe-to-speak' culture\u003c/strong\u003e\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e3278420f490bd2b51c7cda44e7f47f2d\"\u003e\u003cstrong\u003ePsychological safety\u003c/strong\u003e: The \u003cstrong\u003eCIISA Standards\u003c/strong\u003e emphasise creating a culture in which people feel safe raising concerns without fear of professional repercussions. This is known as psychological safety.\u003c/li\u003e\u003cli data-list-item-id=\"ed6b8418383542f0caac5d99ac2ed0723\"\u003e\u003cstrong\u003eReducing the power gap:\u003c/strong\u003e Projects with steep hierarchies often suffer from a 'silence trap' where junior members or freelancers feel unable to report issues. Actively invite feedback to normalise open dialogue.\u003c/li\u003e\u003cli data-list-item-id=\"e1704bf83e5a7ccc9de6d033a298c63a3\"\u003e\u003cstrong\u003eThe 'bystander':\u003c/strong\u003e Managers have a specific responsibility to act if they witness unacceptable conduct. Staying silent is often interpreted as an endorsement of the behaviour. Intervention demonstrates that your Dignity at Work Policy is being followed. Everyone should feel comfortable intervening, reporting, and providing peer support if required.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e7.4 Managing the 'talent excuse': \u003c/strong\u003eA common industry enabler of poor culture is the 'talent excuse' (where high-performing individuals are allowed to behave poorly because of their creative or technical status). But a âcreative geniusâ label does not justify unacceptable conduct, and Dignity at Work policies must not be bypassed to keep talent happy. Positive role modelling from respected figures is a very effective lever for culture change. Consider:\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e151e72c86bcfad33283ca9a2903ec618\"\u003e\u003cstrong\u003eUniversal accountability:\u003c/strong\u003e to satisfy the preventative duty, the standards of conduct must apply to everyone on the team, regardless of their seniority or 'star power'.\u003c/li\u003e\u003cli data-list-item-id=\"e212a33231cd84a69acc33683191a6696\"\u003e\u003cstrong\u003eThe cost of toxicity:\u003c/strong\u003e leaders should recognise that the technical brilliance of one individual does not outweigh the productivity loss, turnover, and legal risk caused by a toxic environment.\u003c/li\u003e\u003c/ol\u003e76:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$bf\"}}],\"$Lc0\"]\n77:[\"$\",\"div\",null,{\"className\":\"scroll-mt-[120px]\",\"id\":\"nclusion-and-belonging\"}]\n78:[null,[[\"$\",\"div\",null,{\"className\":\"relative transition duration-700\",\"children\":[\"$\",\"$L29\",null,{\"fetchPriority\":\"$undefined\",\"src\":\"https://bfi-resourcehub.s3.amazonaws.com/assets/assets/Titles/08-Inclusion-and-belonging.png\",\"alt\":\"\",\"width\":3213,\"height\"
77:342,\"className\":\"h-full w-full\",\"style\":{\"objectPosition\":\"50% 50%\"},\"loading\":\"eager\",\"unoptimized\":\"$undefined\"}]}],null]]\n79:[\"$\",\"$Lb4\",null,{\"data\":{\"typeHandle\":\"contentBuilderNote\",\"__typename\":\"contentBuilderNote_Entry\",\"uid\":\"a8ca9082-34fa-4397-b76e-cc7dd0cb9c51\",\"description\":\"\u003cp\u003eWhen everyone on the team feels they belong and are valued for their professional contribution, the social friction that often leads to unacceptable conduct is significantly reduced.\u003c/p\u003e\"},\"beigeBackground\":true,\"className\":\"\"}]\nc1:T10e5,\u003cp\u003e\u003cstrong\u003e8.1 Practical steps for fostering inclusion: \u003c/strong\u003eInclusion is a management task to foster a culture that supports the feeling of belonging. It requires consistent attention.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e3e3f45774aabdbf934f68950a3f1e493\"\u003e\u003cstrong\u003ePrepare to make reasonable adjustments: \u003c/strong\u003eIf you fail to identify barriers, donât make reasonable adjustments, or donât respond to feedback or complaints, there is a risk that someone will be disadvantaged or experience unacceptable conduct.\u003c/li\u003e\u003cli data-list-item-id=\"e29ea7be239832f1a163019842dbbee6c\"\u003e\u003cstrong\u003eDonât expect everyone to conform:\u003c/strong\u003e Sometimes the organisational culture needs to change so that everyone feels comfortable. People may not feel able to raise a concern; instead, it might seem easier and less risky for them to walk away, comply, or adapt to become a version of themselves they feel is more acceptable. If someone canât be authentic in the workplace, or spends energy masking, that can harm the individual. Instead, celebrate different ways of working, and encourage managers to be clear, consistent, responsive and adaptable.\u003c/li\u003e\u003cli data-list-item-id=\"e868d3e9457b165f38d9142098b14ee95\"\u003e\u003cstrong\u003eTransparent communication:\u003c/strong\u003e ensure that all project information is shared through official channels so that no one is left out of the loop.\u003c/li\u003e\u003cli data-list-item-id=\"e55c8185ef68238c901e85bdb1869c734\"\u003e\u003cstrong\u003eActive engagement:\u003c/strong\u003e during project meetings or reviews, ensure everyone can contribute. This prevents the 'loudest voice' dynamic, which can often mask underlying conduct issues. Some participants may benefit from pre-meeting briefings or post-meeting reviews.\u003c/li\u003e\u003cli data-list-item-id=\"e3ab3968d44d1dcc1d82c1ccb9462164d\"\u003e\u003cstrong\u003eCelebrating contribution:\u003c/strong\u003e acknowledge the technical and creative wins of the whole team, ensuring that credit is distributed fairly across all roles, including junior staff and freelancers.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e8.2 Class and background: the 'invisible' triggers: \u003c/strong\u003eIn the UK screen industries, class and socio-economic background are examples of common significant interpersonal triggers which may not be protected characteristics.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e3f06f7bdeaea7f860df468f83c17c836\"\u003e\u003cstrong\u003eStatus signalling\u003c/strong\u003e: be mindful that snobbery and referencing expensive tastes or experiences can alienate those from different backgrounds.\u003c/li\u003e\u003cli data-list-item-id=\"e34d2e56a9917d571d69228a7da2a3e40\"\u003e\u003cstrong\u003eProfessional relationships:\u003c/strong\u003e treat every person (regardless of their route into the industry) as a professional colleague, remembering that some people may require additional support. This mindset shift is essential for maintaining a stable and respectful project environment.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e8.3 Managing interpersonal triggers: \u003c/strong\u003eInterpersonal triggers are often early warning signs of a deteriorating culture. They are not always explicit acts of unacceptable conduct, but they create an environment in which unacceptable conduct becomes more likely.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e32c2e56860b583f81b9eb0430af7f07e\"\u003e\u003cstrong\u003e'In-group' dynamics:\u003c/strong\u003e tight-knit networks can inadvertently lead to 'cliquey' behaviour. When information or social invitations are only shared with a preferred group, it creates an environment of exclusion.\u
77003c/li\u003e\u003cli data-list-item-id=\"e7ce701e412ebe5681259190b7d243482\"\u003e\u003cstrong\u003eHarmful conduct:\u003c/strong\u003e might be subtle acts of exclusion, such as repeatedly mispronouncing a name, ignoring contributions in meetings, or using gendered or exclusionary language. Their cumulative effect undermines the 'safe-to-speak' culture.\u003c/li\u003e\u003cli data-list-item-id=\"eb5e8119702941d78cd56caa097b3b050\"\u003e\u003cstrong\u003eAssumptions about background:\u003c/strong\u003e avoid making assumptions about a colleagueâs experience or status based on their class, background, or accent. Professional respect must be the default.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e8.4 Practical steps to foster belonging\u003c/strong\u003e: Belonging cannot be mandated: it must be cultivated. It will occur when a person feels safe enough to be authentic, and feels genuinely valued for their unique perspective, not just tolerated.\u003c/p\u003e7a:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$c1\"}}],\"$Lc2\"]\n7b:[\"$\",\"div\",null,{\"className\":\"scroll-mt-[120px]\",\"id\":\"communication-and-the-teams-voice\"}]\n7c:[null,[[\"$\",\"div\",null,{\"className\":\"relative transition duration-700\",\"children\":[\"$\",\"$L29\",null,{\"fetchPriority\":\"$undefined\",\"src\":\"https://bfi-resourcehub.s3.amazonaws.com/assets/assets/Titles/09-COMMUNICATION-AND-THE-TEAM%E2%80%99S-VOICE.png\",\"alt\":\"\",\"width\":3213,\"height\":342,\"className\":\"h-full w-full\",\"style\":{\"objectPosition\":\"50% 50%\"},\"loading\":\"eager\",\"unoptimized\":\"$undefined\"}]}],null]]\n7d:[\"$\",\"$Lb4\",null,{\"data\":{\"typeHandle\":\"contentBuilderNote\",\"__typename\":\"contentBuilderNote_Entry\",\"uid\":\"dfd63213-b3dc-4066-94c4-ae9e7ece608a\",\"description\":\"\u003cp\u003eA safe-to-speak culture is maintained through continuous dialogue, not just an annual survey or a single induction briefing. Establish clear, reciprocal feedback loops. This ensures that everyone on the team has a structured way to voice concerns and offer suggestions.\u003c/p\u003e\"}
77,\"beigeBackground\":true,\"className\":\"\"}]\nc3:Tf9d,\u003cp\u003e\u003cstrong\u003e9.1 Feedback loops: \u003c/strong\u003eare an early warning system. They allow you to catch environmental stressors (such as budget friction or scheduling pressure) before they manifest as conduct issues. Be prepared to receive the feedback, and to explain what happens next.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e92d00d24c7c2ef5e625450be5d47b1da\"\u003e\u003cstrong\u003eCall for feedback\u003c/strong\u003e: use a variety of methods to signpost all internal and external reporting routes.\u003c/li\u003e\u003cli data-list-item-id=\"ed55a2e68afde21773aef22e78e91e509\"\u003e\u003cstrong\u003eThe 'temperature check':\u003c/strong\u003e Use brief, informal regular check-ins. These are not technical reviews, but a moment to ask: \"How is the pressure? Are the communication lines clear?\"\u003c/li\u003e\u003cli data-list-item-id=\"eefcceb5ce263aa7231836adce2b815ed\"\u003e\u003cstrong\u003eAnonymous reporting systems: \u003c/strong\u003eproviding an anonymous reporting system can help capture concerns that individuals may feel uncomfortable raising in person.\u003c/li\u003e\u003cli data-list-item-id=\"e8bc7f49792b8cf32db81cdc6ac0d482a\"\u003e\u003cstrong\u003eOpen-door hours:\u003c/strong\u003e establish specific times for 'no-agenda' chats. This reduces the friction of reporting and makes management feel accessible rather than isolated.\u003c/li\u003e\u003cli data-list-item-id=\"ebc13db18c3a559233cf09bb6266b5044\"\u003e\u003cstrong\u003eNeutral feedback:\u003c/strong\u003e Research shows that whistleblowers in the arts sector often experience harm. It is easy to feel defensive and to rely on a majority view when a challenge is raised. Care needs to be taken that any feedback is collected neutrally and assessed properly.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e9.2 The role of 'team representatives':\u003c/strong\u003e Appointing a department representative or recognising a Union can help bridge the gap between the workforce and senior management.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e051b20a60367f9aeedcb91ed8e727ff7\"\u003e\u003cstrong\u003ePeer-to-peer reporting:\u003c/strong\u003e people often feel more comfortable speaking to a peer than a manager. These representatives can gather collective feedback on workplace triggers and present them to the production team without identifying individuals.\u003c/li\u003e\u003cli data-list-item-id=\"e2436ee77708a8d88740e36448abf728a\"\u003e\u003cstrong\u003eCollaborative problem-solving:\u003c/strong\u003e involving the team in the solution increases psychological safety and reinforces a professional peerage mindset.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e9.3 Communication during high-pressure periods: \u003c/strong\u003eWhen a project hits a crunch time, communication is often the first thing to fail. Ironically, this is when it is most needed.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"ef002d681a4eac3bfa4cee8930dbaaddc\"\u003e\u003cstrong\u003eThe 'no-surprises' rule:\u003c/strong\u003e keep the team informed of changes as early as possible. Uncertainty is a major trigger.\u003c/li\u003e\u003cli data-list-item-id=\"e1bf67c4e2b2993fb56bb315231a69585\"\u003e\u003cstrong\u003eTransparent updates:\u003c/strong\u003e if a schedule must change or a budget is cut, explain the 'why'. While you may not be able to share every detail, providing context helps the team feel respected.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e9.4 Monitoring the 'silent' majority: \u003c/strong\u003eA lack of complaints is not always a sign of a healthy culture; it can sometimes indicate a 'culture of silence'.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e64981412a6d42043fb3dd142ae815e88\"\u003e\u003cstrong\u003eActive outreach:\u003c/strong\u003e do not wait for people to come to you. Making sure that the welfare facilitator is approachable and available, ready for check-ins without waiting for warning signs. If any of your welfare Key Performance Indicators start to rise, proactively use your feedback loops to investigate, rather than waiting for a concern to be raised.\u003c/li\u003e\u003cli data-list-item-id=\"e35e5a622adc20ff6928dc4f42a22a9b5\"\u003e\u003cstrong\u003eClosing the loop:\u003c/strong\u003e If the team raises a concern about a workplace trigger, you must communicate what action has been taken (or explain why action isn't possible). Silence is a quick way to destroy trust.\u003c/li\u003e\u003c/ol\u003e7e:[null,
77null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$c3\"}}],\"$Lc4\"]\n7f:[\"$\",\"div\",null,{\"className\":\"scroll-mt-[120px]\",\"id\":\"training-and-awareness\"}]\n80:[null,[[\"$\",\"div\",null,{\"className\":\"relative transition duration-700\",\"children\":[\"$\",\"$L29\",null,{\"fetchPriority\":\"$undefined\",\"src\":\"https://bfi-resourcehub.s3.amazonaws.com/assets/assets/Titles/10-Training-and-Awareness.png\",\"alt\":\"\",\"width\":3213,\"height\":342,\"className\":\"h-full w-full\",\"style\":{\"objectPosition\":\"50% 50%\"},\"loading\":\"eager\",\"unoptimized\":\"$undefined\"}]}],null]]\n81:[\"$\",\"$Lb4\",null,{\"data\":{\"typeHandle\":\"contentBuilderNote\",\"__typename\":\"contentBuilderNote_Entry\",\"uid\":\"6900f8c8-f00a-4ee9-acab-f289b7a7dc5d\",\"description\":\"\u003cp\u003eTraining is the mechanism that turns a policy into a lived culture. Training must be agile, accessible, and continuous.\u003c/p\u003e\"}
77,\"beigeBackground\":true,\"className\":\"\"}]\nc5:T111b,\u003cp\u003e\u003cstrong\u003e10.1 Making training accessible: \u003c/strong\u003eIn the screen industries, time is a premium commodity. To be effective, training neednât be a day-long lecture that disrupts production or development.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e4aaa6ee190ce9619d17bde81db87f52d\"\u003e\u003cstrong\u003eMicro-learning:\u003c/strong\u003e use short briefings, discussions or sector-specific digital modules that can be completed during gaps in the schedule or as part of the onboarding process. Be aware that not all people find online sessions easy, and some find in person events difficult.\u003c/li\u003e\u003cli data-list-item-id=\"e24b81278b3b9fc6d22cb6dc8293bb975\"\u003e\u003cstrong\u003eRefresher sessions:\u003c/strong\u003e facilitate brief 'refreshers' on specific triggers.\u003c/li\u003e\u003cli data-list-item-id=\"e35a2ac54701d4f7a3c6978d6b992af71\"\u003e\u003cstrong\u003eIndustry resources:\u003c/strong\u003e utilise established programmes or support forums to ensure your training is consistent with wider industry standards.\u003c/li\u003e\u003cli data-list-item-id=\"e6b93bd69ec6f51ab4fd793bd57434070\"\u003e\u003cstrong\u003ePeer-to-peer support:\u003c/strong\u003e even if it is not appropriate to provide training to contractors or freelancers (who are responsible for their own training), you can insist that everyone in your supply chain has some form of continuing professional development, and everyone can take part in peer-to-peer support.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e10.2 Bystander intervention: the 'active' observer: \u003c/strong\u003eA safe culture relies on the majority, not just the management. Bystander intervention training gives team members the confidence to challenge unacceptable conduct safely and professionally.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e9bca7e65e122f0717d07a9a801729e84\"\u003e\u003cstrong\u003eThe '5 Ds of Bystander Intervention' framework\u003c/strong\u003e (Direct, Distract, Delegate, Delay, and Document): this framework provides a practical toolkit for anyone to support a colleague without escalating a situation unnecessarily.\u003c/li\u003e\u003cli data-list-item-id=\"e4cf0039e2ac357b08bb91349d543c6c6\"\u003e\u003cstrong\u003eNormalising the 'check-in':\u003c/strong\u003e encourage a culture where asking 'Are you okay?' or 'Is this pressure manageable?' is seen as a professional courtesy rather than an intrusion. This is a primary tool for managing workplace triggers before they manifest as conduct issues.\u003c/li\u003e\u003cli data-list-item-id=\"e6bf6894b5e5eb0402b2ffb51791d6060\"\u003e\u003cstrong\u003eReinforcement:\u003c/strong\u003e Regularly highlight the signposts to your Dignity at Work Policy and sources of support for a constant, low-barrier reminder of the conduct expectations and reporting routes established during the initial briefing to reinforce when interventions would be helpful.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e10.3 Specialist support and roles: \u003c/strong\u003eSome environments require more than basic awareness. In addition to welfare facilitators, lawyers and HR professionals, you may need to budget for specialist support to meet your duty of care:\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e31e89a19cc5e75619f0611c962dc8c0b\"\u003e\u003cstrong\u003eAccess coordinators\u003c/strong\u003e: identify barriers to access, and can act as a point of contact.\u003c/li\u003e\u003cli data-list-item-id=\"ec942bf6748a8931d535409b2d4c6196a\"\u003e\u003cstrong\u003eChaperones\u003c/strong\u003e: regulated under child employment legislation to safeguard children, ensuring child licensing compliance and protecting vulnerable members of the team.\u003c/li\u003e\u003cli data-list-item-id=\"eee89c56cf40e36f81e999d8ebb2779c5\"\u003e\u003cstrong\u003eIntimacy coordinators:\u003c/strong\u003e essential for any production involving simulated sex or nudity to ensure consent and boundaries are maintained.\u003c/li\u003e\u003cli data-list-item-id=\"eca91a4be5f18216bd9b28eb07c526f51\"\u003e\u003cstrong\u003eMental health first aiders:\u003c/strong\u003e provide immediate support for those experiencing stress or burnout caused by w
77orkplace triggers.\u003c/li\u003e\u003cli data-list-item-id=\"edf8db7bebd820c27a3364b8efbe1a0e3\"\u003e\u003cstrong\u003eWelfare producers or cultural consultants:\u003c/strong\u003e can help teams adopt good working practices, management techniques, feedback processes and handling conflict.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e10.4 A collective professional standard: \u003c/strong\u003eTraining is not just about legal compliance; it is about professional development. By investing in skills, you improve the resilience of your workforce. Relevant accreditations, training, or equivalent industry credentials demonstrate a commitment to a professional, modern screen sector.\u003c/p\u003e82:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$c5\"}}],\"$Lc6\"]\n83:[\"$\",\"div\",null,{\"className\":\"scroll-mt-[120px]\",\"id\":\"training-is-the-mechanism-that-turns-a-policy-into-a-lived-culture-training-must-be-agile-accessible-and-continuous-rather-than-a-one-off-event-10-1-making-training-accessible-in-the-screen-industries-time-is-a-premium-commodity-to-be-effective\"}]\n84:[null,[[\"$\",\"div\",null,{\"className\":\"relative transition duration-700\",\"children\":[\"$\",\"$L29\",null,{\"fetchPriority\":\"$undefined\",\"src\":\"https://bfi-resourcehub.s3.amazonaws.com/assets/assets/Titles/11-Production-and-Performance.png\",\"alt\":\"\",\"width\":3213,\"height\":342,\"className\":\"h-full w-full\",\"style\":{\"objectPosition\":\"50% 50%\"},\"loading\":\"eager\",\"unoptimized\":\"$undefined\"}]}],null]]\n85:[\"$\",\"$Lb4\",null,{\"data\":{\"typeHandle\":\"contentBuilderNote\",\"__typename\":\"contentBuilderNote_Entry\",\"uid\":\"08e56833-3217-4973-a97e-cbd4ba6403e9\",\"description\":\"\u003cp\u003eFrom the intensity of a live set to the technical precision of a VFX pipeline, workplaces require physical and psychological safety to function effectively. When someone is distracted by unacceptable conduct or overwhelmed by unmanaged workplace triggers, they will suffer harm.\u003c/p\u003e\"}
77,\"beigeBackground\":true,\"className\":\"\"}]\nc7:Td40,\u003cp\u003e\u003cstrong\u003e11.1 The cost of poor conduct: \u003c/strong\u003eUnacceptable conduct causes harm. It is a direct threat to the wellbeing of your team and your businessâs bottom line. Research across the creative industries shows that environments where unacceptable conduct is tolerated suffer from specific commercial drains:\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e57e9f19d309f559c3c8a097fa8c89808\"\u003e\u003cstrong\u003eCognitive depletion:\u003c/strong\u003e when a colleague is focused on navigating toxic dynamics, they have less mental energy for creative problem-solving or technical accuracy.\u003c/li\u003e\u003cli data-list-item-id=\"e9067a88e07ca4a35b777d8b07200cb56\"\u003e\u003cstrong\u003eIncreased turnover:\u003c/strong\u003e losing skilled freelancers mid-project leads to recruitment delays and the loss of 'institutional memory' on the production.\u003c/li\u003e\u003cli data-list-item-id=\"e6bedc4fd8cda549c95f7d415569546d1\"\u003e\u003cstrong\u003eAbsenteeism and 'presenteeism':\u003c/strong\u003e team members being physically present but mentally disengaged due to stress or burnout caused by workplace triggers.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e11.2 Monitoring triggers: \u003c/strong\u003eWorkplace culture can be a key performance indicator (KPI). By monitoring certain data points, you can identify 'hot spots' before they lead to unacceptable conduct, harm to an individual, a full production shutdown or a legal claim:\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e71fff318bb08e417563470356d8b9670\"\u003e\u003cstrong\u003eThe 'wrap' or 'sprint' debrief:\u003c/strong\u003e report on team morale and pressure levels after major milestones.\u003c/li\u003e\u003cli data-list-item-id=\"e80e57a83ec6dad0fd3bb6d5c642e1546\"\u003e\u003cstrong\u003eOvertime patterns:\u003c/strong\u003e excessive reliance on overtime is often a primary trigger for the fatigue that leads to conduct issues.\u003c/li\u003e\u003cli data-list-item-id=\"e55b40974f95367537fac00c9f8ed6abd\"\u003e\u003cstrong\u003eSickness/absence rates\u003c/strong\u003e can, in some situations, indicate workplace issues.\u003c/li\u003e\u003cli data-list-item-id=\"ed89a0ebf798c989b1e0692b58cfb7760\"\u003e\u003cstrong\u003eQuality control:\u003c/strong\u003e if the accuracy of someoneâs work is lower than expected, that could also be an indication of workplace issues.\u003c/li\u003e\u003cli data-list-item-id=\"e8df9272af87718d9490c880e24f1f381\"\u003e\u003cstrong\u003eTurnover rates:\u003c/strong\u003e monitor if specific teams are losing more members than others (as this is often an early warning sign of poor leadership or a toxic sub-culture).\u003c/li\u003e\u003c/ol\u003e\u003cp style=\"margin-left:40px;\"\u003eThe workplace culture KPI can be used to set thresholds when a near-miss should be recorded or action taken to address the hot spot.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e11.3 Creative Licence: \u003c/strong\u003eMake boundaries clear, to allow all artists and technicians to take creative risks without fear of personal belittlement or other unacceptable conduct.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e11.4 Integrating conduct into project reviews:\u003c/strong\u003e Conduct and culture should be a standing item in your post-project reviews.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e62e1f228846f487312029cc12cc2fbcd\"\u003e\u003cstrong\u003eThe 'what went well' check:\u003c/strong\u003e did the reporting systems work? Were appropriate steps taken when an issue arose?\u003c/li\u003e\u003cli data-list-item-id=\"e919e7cc53ba7081e792f920dd03fff42\"\u003e\u003cstrong\u003eThe 'trigger' audit:\u003c/strong\u003e which workplace triggers (e.g. night shoots, technical failures, or budget constraints) caused the most friction, and how can they be better managed in the next phase or project?\u003c/li\u003e\u003c/ol\u003e86:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$c7\"}}],\"$Lc8\"]\n87:[\"$\",\"div\",null,{\"className\":\"scroll-mt-[120px]\",\"id\":\"digital-and-remote-working\"}]\n88:[null,[[\"$\",\"div\",null,{\"className\":\"relative transition duration-700\",\"children\":[\"$\",\"$L29\",null,{\"fetchPriority\":\"$undefined\",\"src\":\"https://bfi-resourcehub.s3.amazonaws.com/assets/assets/Titles/12-DIGITAL-AND-REMOTE-WORKING.png\",\"alt\":\"\",\"width\":3213,\"height\"
77:342,\"className\":\"h-full w-full\",\"style\":{\"objectPosition\":\"50% 50%\"},\"loading\":\"eager\",\"unoptimized\":\"$undefined\"}]}],null]]\n89:[\"$\",\"$Lb4\",null,{\"data\":{\"typeHandle\":\"contentBuilderNote\",\"__typename\":\"contentBuilderNote_Entry\",\"uid\":\"bf7a4497-f33f-49fb-9f5e-fc00ebf70552\",\"description\":\"\u003cp\u003eThe digital workspace is just as real as the physical studio floor. In sectors like VFX, animation, and games (where remote or hybrid working is often the standard), the lack of physical presence does not remove the risk of unacceptable conduct. In fact, digital environments can introduce new workplace triggers related to isolation, surveillance, and the blurring of home and work boundaries.\u003c/p\u003e\"},\"beigeBackground\":true,\"className\":\"\"}]\nc9:Tf96,\u003cp\u003e\u003cstrong\u003e12.1 Redefining the workplace: \u003c/strong\u003eConduct standards must apply to every digital platform used by your project.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e7f377b0ae673215fb1be951e4cfeca5b\"\u003e\u003cstrong\u003eThe 'public' vs 'private' boundary:\u003c/strong\u003e Remind all team members that 'private' channels or direct messages on business platforms are still part of the professional environment. Conduct that would be unacceptable in person (such as exclusionary jokes) remains unacceptable in digital form.\u003c/li\u003e\u003cli data-list-item-id=\"e753e9027ce98c469cf9e7b87cad3f9e5\"\u003e\u003cstrong\u003eTone and intent:\u003c/strong\u003e Digital communication requires additional care because a personâs tone may not be obvious. It is tempting to send a message in haste, but something that is ill-phrased could cause harm. Encourage a culture of clarity and professional empathy in written communications to prevent unnecessary friction.\u003c/li\u003e\u003cli data-list-item-id=\"eebfb8b40bfddf12ac2e8d9f31b96d145\"\u003e\u003cstrong\u003e'Camera-on' online meetings\u003c/strong\u003e: should not be the default, since engagement can be maintained with chat or other means. A camera feed doesnât ensure that someone is fully engaged in a meeting, and may create barriers for colleagues with sensory sensitivities, who are kinetic learners, who need reasonable adjustments for mental health needs or who work in difficult environments.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e12.2 Managing the 'always-on' trigger: \u003c/strong\u003eThe primary workplace trigger in remote environments is the erosion of rest periods. When the workplace is in someoneâs home, the pressure to be constantly available can lead to rapid burnout.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e2a98012635522c0cf99b670ce9b29859\"\u003e\u003cstrong\u003eAllow everyone to disconnect:\u003c/strong\u003e Establish clear 'core hours' and respect them. Avoid sending non-urgent messages or requests for updates late at night or over weekends.\u003c/li\u003e\u003cli data-list-item-id=\"e0b166cf016637cac4c8f29de1eb9a1f8\"\u003e\u003cstrong\u003eDigital 'crunch' fatigue:\u003c/strong\u003e in VFX and gaming 'sprints', remote workers are often more susceptible to overwork because their fatigue is less visible to management. HODs can schedule regular digital 'check-ins' to monitor workload and morale.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e12.3 Remote oversight and trust: \u003c/strong\u003eThe use of surveillance or time-tracking software (while common in technical delivery) can be a significant trigger for stress and a breakdown in trust.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e791837eb83070cbbd2bb9badb9ee16cd\"\u003e\u003cstrong\u003eTransparency:\u003c/strong\u003e if tracking software is used, its purpose and scope must be clearly communicated. It should never be used as a management tool or as a substitute for active leadership.\u003c/li\u003e\u003cli data-list-item-id=\"ef720ce31d7f48e51e81f7ca521525f50\"\u003e\u003cstrong\u003ePrivacy in the home:\u003c/strong\u003e respect that remote workers are inviting the project into their private space. No one should be penalised for domestic interruptions (such as caring commitments or postal deliveries).\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e12.4 Virtual third-party harassment: \u003c/strong\u003eFor those working in community management, live-ops, or public-facing digital roles, the risk of harassment from the public (fans, players, or trolls) is high.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e0b26a8989ac27123a4927e6ce0f8204a\"\u003e\u003cstrong\u003eThe digital shield:\u003c/strong\u003e Ensure your project has a clear policy for handling external digital abuse. Colleagues should know that the business will support them and intervene if they are targeted by outsiders in the course of their work.\u003c/li\u003e\u003cli data-list-item-id=\"e0daba56a09081b
7716738b18fa0e962f68\"\u003e\u003cstrong\u003eCookies, privacy policies, and data protection:\u003c/strong\u003e All of these can promote transparency and protect your team from harm, but can also be a\u003cstrong\u003e \u003c/strong\u003esource of frustration or disquiet, especially if the policies are not practical, enforced, and kept up to date.\u003c/li\u003e\u003c/ol\u003e8a:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$c9\"}}],\"$Lca\"]\n8b:[\"$\",\"div\",null,{\"className\":\"scroll-mt-[120px]\",\"id\":\"other-workspaces\"}]\n8c:[null,[[\"$\",\"div\",null,{\"className\":\"relative transition duration-700\",\"children\":[\"$\",\"$L29\",null,{\"fetchPriority\":\"$undefined\",\"src\":\"https://bfi-resourcehub.s3.amazonaws.com/assets/assets/Titles/13-other-WORKSPACES.png\",\"alt\":\"\",\"width\":3213,\"height\":342,\"className\":\"h-full w-full\",\"style\":{\"objectPosition\":\"50% 50%\"},\"loading\":\"eager\",\"unoptimized\":\"$undefined\"}]}],null]]\n8d:[\"$\",\"$Lb4\",null,{\"data\":{\"typeHandle\":\"contentBuilderNote\",\"__typename\":\"contentBuilderNote_Entry\",\"uid\":\"6ea7c2ee-3a0b-4569-86ac-06ae88386392\",\"description\":\"\u003cp\u003eTo fulfil your preventative duty, safety protocols must extend to every space where your team is required to work. Some environments move the project away from the controlled setting of the home office or studio, introducing specific workplace triggers such as unfamiliar surroundings, communal travel, and interaction with individuals outside the immediate team.\u003c/p\u003e\"}
77,\"beigeBackground\":true,\"className\":\"\"}]\ncb:T112a,\u003cp\u003eTo fulfil your preventative duty, safety protocols must extend to every space where your team is required to work. Some environments move the project away from the controlled setting of the home office or studio, introducing specific workplace triggers such as unfamiliar surroundings, communal travel, and interaction with individuals outside the immediate team.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e13.1 Professional visits: client and partner premises: \u003c/strong\u003eVisiting a clientâs studio (or hosting a partner at yours) changes the physical environment and the power dynamic. Even in a professional office, conduct risks can arise.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e7d31a4f391fe3ec935331f4cf4659dbf\"\u003e\u003cstrong\u003ePower imbalances:\u003c/strong\u003e Being a guest in another businessâs space can make people feel they have less agency to challenge unacceptable conduct. Ensure that everyone on the team knows the Dignity at Work Policy still applies; they are protected by your standards regardless of whose building they are in.\u003c/li\u003e\u003cli data-list-item-id=\"e493f724684d89d521b361fa7e72b80b7\"\u003e\u003cstrong\u003ePre-visit briefings:\u003c/strong\u003e if a team is visiting a third-party site, brief them on who to contact if they encounter issues with host staff or other contractors.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e13.2 Markets, festivals, trade shows and other large venues: \u003c/strong\u003eIndustry events (where networking, socialising, and business are intertwined) are high-risk areas for 'blurred boundaries'.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"ea26b8ef285bc0ea9f175a4a9528bafdd\"\u003e\u003cstrong\u003eThe 'always-on' trigger:\u003c/strong\u003e the pressure to network late into the evening can lead to exhaustion and a lack of professional inhibition.\u003c/li\u003e\u003cli data-list-item-id=\"e7baf46157c623be80937ca874227db65\"\u003e\u003cstrong\u003eAlcohol and conduct:\u003c/strong\u003e While socialising is part of the sector, the timing, venue and nature of social events can exclude colleagues who may not wish to take part (for any reason). A mix of events encourages a broader engagement and ensures that alcohol isnât the default social activity. Being drunk does not grant a 'free pass' for poor behaviour. Managers should set clear expectations before events and ensure that 'after-hours' interactions remain respectful.\u003c/li\u003e\u003cli data-list-item-id=\"eb4b44e157a9f6ff99ae3916488f0d274\"\u003e\u003cstrong\u003eAny public premises or events with a capacity of over 200 people in England, Scotland and Wales:\u003c/strong\u003e Martynâs Law will require everyone responsible for larger-scale events to be trained and prepared for security and terrorist threats (expected Spring 2027). Similar regulations apply to events in Northern Ireland.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e13.3 The 'location bubble' and communal living: \u003c/strong\u003eWhen a team is required to stay away from home (whether for a film shoot or a multi-day conference), the erosion of private time can lead to lapses in conduct.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"ea7946ba69a782aaa602443e3c38239cc\"\u003e\u003cstrong\u003eAccommodation standards:\u003c/strong\u003e Ensure that accommodation is safe, calm and private, and that it meets accessibility and inclusion standards. Shared rooms are not appropriate. They are a major trigger for discomfort, and everyone should have access to a private space. Seek feedback to keep accommodation lists up to date.\u003c/li\u003e\u003cli data-list-item-id=\"e22d628179fbd58a89d7511054a0ac85e\"\u003e\u003cstrong\u003eIsolation and lone working:\u003c/strong\u003e avoid situations where any person (particularly a junior colleague or freelancer) is sent to a remote site or a client meeting alone without a 'check-in' protocol and access to funds.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e13.4 Third-party harassment: clients and the public. \u003c/strong\u003eYour duty to provide a safe environment includes protecting everyone from harassment by third parties (including fans, clients, residents, or venue staff).\u003c/p\u003e\u003col\u003e\u003cli data-list-item-id=\"e6306c4e868f444f292dbd6e4f56c7f6f\"\u003e\u003cstrong\u003eThe 'safe haven':\u003c/strong\u003e on any off-site project, there should be a designated contact or a physical 'safe space' where individuals can go if they feel threatened or over
77whelmed.\u003c/li\u003e\u003cli data-list-item-id=\"ed678eb869b024acf7a7856e019217696\"\u003e\u003cstrong\u003eIntervention protocols:\u003c/strong\u003e ensure the team knows that the business will support them if they choose to walk away from an interaction with an abusive client or member of the public.\u003c/li\u003e\u003c/ol\u003e8e:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$cb\"}}],\"$Lcc\"]\n8f:[\"$\",\"div\",null,{\"className\":\"scroll-mt-[120px]\",\"id\":\"reporting-incidents-and-finding-resolution\"}]\n90:[null,[[\"$\",\"div\",null,{\"className\":\"relative transition duration-700\",\"children\":[\"$\",\"$L29\",null,{\"fetchPriority\":\"$undefined\",\"src\":\"https://bfi-resourcehub.s3.amazonaws.com/assets/assets/Titles/13-Reporting-INCIDENTS-and-FINDING-resolution.png\",\"alt\":\"\",\"width\":3213,\"height\":582,\"className\":\"h-full w-full\",\"style\":{\"objectPosition\":\"50% 50%\"},\"loading\":\"eager\",\"unoptimized\":\"$undefined\"}]}],null]]\ncd:T161e,\u003cp\u003eA properly implemented policy is only as effective as the reporting culture that supports it.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e14.1 Creating different ways to make a report: \u003c/strong\u003eFor a reporting system to be trusted, it must be accessible. This is especially vital for people who may feel they lack the job security to speak up. By making multiple routes for reporting a concern available, it will be easier for neurodivergent team members, or those who may find a written or formal route harder to navigate. An oral process (recorded with consent and transcribed) could well be the easiest to access for the majority of the workforce, but some may prefer an anonymous system. Consider:\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e8b55dfc764477d9764288a31621d871b\"\u003e\u003cstrong\u003eWelfare facilitators:\u003c/strong\u003e As a first point of contact, they can provide confidential support and help an individual navigate their options.\u003c/li\u003e\u003cli data-list-item-id=\"ed83ac0136b565c7a6e29847ca6d9c3f5\"\u003e\u003cstrong\u003eHeads of department:\u003c/strong\u003e HODs should be trained to handle concerns before they get worse.\u003c/li\u003e\u003cli data-list-item-id=\"e0884e0d3f5bb2018a501bdbd50a7d46c\"\u003e\u003cstrong\u003eInternal HR or management:\u003c/strong\u003e For studio-based businesses or larger productions, a direct line to a senior manager or HR representative must remain open.\u003c/li\u003e\u003cli data-list-item-id=\"e95020afc0dcead86ed8998324c030d74\"\u003e\u003cstrong\u003eExternal bodies:\u003c/strong\u003e For those who feel an internal route is not appropriate (or if the business is too small to ensure impartiality), team members should be signposted to an appropriate external body, such as an online anonymous reporting tool.\u003c/li\u003e\u003cli data-list-item-id=\"e11d322ef734cf797a99fdbd2ad5de835\"\u003e\u003cstrong\u003eAnonymous reporting processes\u003c/strong\u003e: Implement a well-publicised secure, independent channel (such as a third-party digital platform or an external telephone hotline) that allows everyone to flag misconduct without revealing their identity. Crucially, the process should incorporate a secure, encrypted two-way messaging functionality, enabling the investigator to ask follow-up questions and provide progress updates to the anonymous reporter, which builds trust while robustly protecting the business from legal and operational risk.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e14.2 Informal and formal resolution: \u003c/strong\u003eNot every issue requires a full-scale investigation. A well-managed project adopts a layered approach to resolution:\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e18329f44055eddde99c65f708983c758\"\u003e\u003cstrong\u003eInformal resolution:\u003c/strong\u003e This often involves a facilitated conversation, a simple apology, or a change in working arrangements (such as adjusting a schedule or moving a desk). This is often the most effective way to resolve issues related to workplace triggers and minor lapses in conduct.\u003c/li\u003e\u003cli data-list-item-id=\"ed927acdec12ac4308a2391eea0b1dd17\"\u003e\u003cstrong\u003eFormal resolution:\u003c/strong\u003e This is required for serious allegations of unacceptable conduct. It involves a structured investigation, usually led by a trained individual. In smaller organisations, this may require bringing in an external investigator to ensure fairness.\u003c/li\u003e\u003cli data-list-item-id=\"ec0a59f425ee6f427f15ceef0a72f9731\"\u003e\u003cstrong\u003eCareful implementation:\u003c/strong\u003e All resolutions will benef
77it from active listening and keeping records that are neutral, without interpretive language, and avoiding assumptions. Otherwise, there is a risk that the listenerâs own background could affect what they hear and how they record a concern or complaint. For many, the reporting process can itself be a source of unacceptable conduct.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e14.3 Who should resolve a concern or complaint\u003c/strong\u003e: The identity of those responsible for resolving a dispute could affect whether a report is made and whether the concern will be successfully addressed. The wrong person dealing with a report could cause distrust or even harm. A report handler must be neutral, trained, and preferably independent. If there is a significant identity or power imbalance (for example, a woman raising a concern in a room full of men, or a Black person with an all-white panel), consider whether an alternative might be better, or if the person making the report should be offered support. Consider the linguistic preferences of the complainant (especially in Wales, where English and Welsh have equal status).\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e14.4 Confidentiality and the use of Non-Disclosure Agreements (NDAs): \u003c/strong\u003eTrust in the system relies on privacy. While absolute anonymity cannot always be guaranteed (specifically if there is a legal requirement to act), the privacy of all parties must be prioritised to prevent gossip or reputational harm. Non-disclosure agreements (NDAs) must never be used to silence victims or prevent the reporting of unacceptable conduct to the police or regulators. Neither should they be used mid-process, since that becomes coercive by nature. Settlement agreements should explicitly state that a worker is not prevented from making a 'protected disclosure' (whistleblowing) or discussing their experience with support services.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e14.5 Personal Data:\u003c/strong\u003e Remember that your records are likely to contain personal data which you may be disclosed to the subject, and kept in accordance with data protection policies.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e14.6 Protecting the 'Safe-to-Speak' culture: \u003c/strong\u003eFollowing a report, ensure that no victimisation occurs. This means monitoring the working environment to ensure the person who raised the concern (and any witnesses) does not suffer any professional detriment or social exclusion.\u003c/p\u003e91:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$cd\"}}],\"$Lce\"]\n92:[\"$\",\"div\",null,{\"className\":\"scroll-mt-[120px]\",\"id\":\"resolving-issues-informally\"}]\n93:[null,[[\"$\",\"div\",null,{\"className\":\"relative transition duration-700\",\"children\":[\"$\",\"$L29\",null,{\"fetchPriority\":\"$undefined\",\"src\":\"https://bfi-resourcehub.s3.amazonaws.com/assets/assets/Titles/15-Resolving-issues-informally.png\",\"alt\":\"\",\"width\":3213,\"height\":342,\"className\":\"h-full w-full\",\"style\":{\"objectPosition\":\"50% 50%\"},\"loading\":\"eager\",\"unoptimized\":\"$undefined\"}]}],null]]\n94:[\"$\",\"$Lb4\",null,{\"data\":{\"typeHandle\":\"contentBuilderNote\",\"__typename\":\"contentBuilderNote_Entry\",\"uid\":\"8481ca1b-5101-4dc1-8784-91ef4c115001\",\"description\":\"\u003cp\u003eMost workplace friction is not born of malice, but of ignorance, pressure, fatigue, or poor communication. Some are rooted in structural bias that is present, regardless of intent. Addressing these issues early and informally is the most effective way to maintain project momentum and fulfil your preventative duty.\u003c/p\u003e\"}
77,\"beigeBackground\":true,\"className\":\"\"}]\ncf:T12ef,\u003cp\u003e\u003cstrong\u003e15.1 Be aware that it is easier for someone to change if they are made aware of the need for change: \u003c/strong\u003eEveryone must know that concerns will be heard and action taken. If not, incidents will occur, nothing will be said, and the cycle will continue without challenge.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e15.2 Identification and the 'quiet word': \u003c/strong\u003eThe moment unacceptable conduct is identified, it should be addressed.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e192eb4a261e0b142eb5980266ca4cc95\"\u003e\u003cstrong\u003ePrepare\u003c/strong\u003e: before taking action, double-check if there really has been a breach of conduct, or if there has been a way of communicating that may have been misunderstood. If there is a possibility of bias, then consult before taking further action.\u003c/li\u003e\u003cli data-list-item-id=\"e58ea8760893c6470623fded63e82f0cb\"\u003e\u003cstrong\u003eThe setting:\u003c/strong\u003e find a private, neutral space away from the rest of the crew or the studio floor to have a brief, informal conversation.\u003c/li\u003e\u003cli data-list-item-id=\"e418235bbd98c5cdb842709fe4a819129\"\u003e\u003cstrong\u003eThe approach:\u003c/strong\u003e use 'I' statements to describe the behaviour rather than the person (e.g. 'I noticed that the tone in the production meeting earlier felt quite aggressive' rather than 'You were being aggressive').\u003c/li\u003e\u003cli data-list-item-id=\"ed76b536f6abadb4c50dd0ba755341d35\"\u003e\u003cstrong\u003eThe goal:\u003c/strong\u003e seek to understand if a workplace trigger (such as an unrealistic deadline or lack of resources) contributed to the behaviour. Treat this as a ânear missâ, keeping an appropriate record so that it is easier to tell if a pattern is emerging.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e15.3 The facilitated conversation: \u003c/strong\u003eIf an issue involves a friction between two team members, a manager or welfare facilitator can act as a neutral facilitator.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e42740b8ab89be3cf0d8a2b225f160551\"\u003e\u003cstrong\u003eGround rules:\u003c/strong\u003e both parties must agree to listen without interrupting and focus on a resolution.\u003c/li\u003e\u003cli data-list-item-id=\"efa1c152a5622822571ac8811f03ff2d8\"\u003e\u003cstrong\u003eThe 'purpose or effect' test:\u003c/strong\u003e allows the individual who raised the concern to explain the impact the behaviour had on their work or wellbeing.\u003c/li\u003e\u003cli data-list-item-id=\"e896381d7977729d89feb3b888831070a\"\u003e\u003cstrong\u003eThe resolution:\u003c/strong\u003e a sincere acknowledgement of the impact and a commitment to change is sometimes enough to restore the working relationship and prevent future incidents.\u003c/li\u003e\u003cli data-list-item-id=\"e14f28d3875e5c924e29777221a9bfa44\"\u003e\u003cstrong\u003eIf change is needed but doesnât take place,\u003c/strong\u003e there will be times when an incident is too serious for an informal intervention, or when someone refuses to change or does not wish to find a resolution. Be ready to take formal action when the need arises.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e15.4 Environmental adjustment: \u003c/strong\u003eSometimes the resolution is not about an individual, but about the 'triggers' in the project design. Consider if a structural change is required:\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"ef11b5f0712ca3c2eddf70d021e8b72f8\"\u003e\u003cstrong\u003eScheduling:\u003c/strong\u003e (e.g. adding a rest day or moving a delivery deadline to reduce 'crunch' pressure).\u003c/li\u003e\u003cli data-list-item-id=\"eb7d1fbc2bb230e11937ef9548f99e590\"\u003e\u003cstrong\u003eWorkspace:\u003c/strong\u003e (e.g. adjusting a studio layout or seating plan to reduce friction).\u003c/li\u003e\u003cli data-list-item-id=\"e1ac072ae17dc3acc92762bd770f9ff1b\"\u003e\u003cstrong\u003eSupervision:\u003c/strong\u003e (e.g. increasing HOD presence during high-risk periods).\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e15.5 The 'check-in' and record-keeping: \u003c/strong\u003eEven if an issue is resolved
77informally, closing the loop is essential for fulfilling the preventative duty.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e1f2aed4858f48af3e7167806eab66c59\"\u003e\u003cstrong\u003eCommunication\u003c/strong\u003e: Consider how best to communicate at every stage of the relevant process. Be prepared to discuss the resolution, or the reasons why a resolution hasnât been possible.\u003c/li\u003e\u003cli data-list-item-id=\"eed3ea4ff35793549fc0795ed3289780e\"\u003e\u003cstrong\u003eThe follow-up:\u003c/strong\u003e check back in with the parties after a suitable time period to ensure the resolution is holding and that no victimisation is occurring.\u003c/li\u003e\u003cli data-list-item-id=\"e6271653f4fee18e61832c9ed9d4bb70a\"\u003e\u003cstrong\u003eThe informal log:\u003c/strong\u003e keep a brief, confidential note of the conversation and the outcome as part of your near-miss log. This is not a disciplinary record, but it provides essential evidence that the business is taking 'all reasonable steps' to manage the workplace and prevent unacceptable conduct. Any log must comply with data protection rules, including the right for a subject to receive copies of their personal data and your obligations to only retain records for as long as necessary.\u003c/li\u003e\u003c/ol\u003e95:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$cf\"}}],\"$Ld0\"]\n96:[\"$\",\"div\",null,{\"className\":\"scroll-mt-[120px]\",\"id\":\"we-all-make-mistakes-when-a-serious-incident-occurs-or-a-report-of-unacceptable-conduct-is-made-you-should-follow-a-structured-and-transparent-process-to-resolve-the-issue-if-all-parties-are-treated-fairly-the-relevant-duty-of-care-is-more-likely-to\"}]\n97:[null,[[\"$\",\"div\",null,{\"className\":\"relative transition duration-700\",\"children\":[\"$\",\"$L29\",null,{\"fetchPriority\":\"$undefined\",\"src\":\"https://bfi-resourcehub.s3.amazonaws.com/assets/assets/Titles/16-MANAGING-SERIOUS-INCIDENTS.png\",\"alt\":\"\",\"width\":3213,\"height\":342,\"className\":\"h-full w-full\",\"style\":{\"objectPosition\":\"50% 50%\"},\"loading\":\"eager\",\"unoptimized\":\"$undefined\"}]}],null]]\n98:[\"$\",\"$Lb4\",null,{\"data\":{\"typeHandle\":\"contentBuilderNote\",\"__typename\":\"contentBuilderNote_Entry\",\"uid\":\"dc193451-7272-470d-8fd3-7ac241713a6f\",\"description\":\"\u003cp\u003eWe all make mistakes. When a serious incident occurs, or a report of unacceptable conduct is made, you should follow a structured and transparent process to resolve the issue. If all parties are treated fairly, the relevant duty of care is more likely to be fulfilled.\u003c/p\u003e\"}
77,\"beigeBackground\":true,\"className\":\"\"}]\nd1:Td91,\u003cp\u003e\u003cstrong\u003e16.1 Immediate response and triage: \u003c/strong\u003eThe priority following a report is the safety and wellbeing of the individuals involved.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"ec984968994b3a394883bd9473a39ac9a\"\u003e\u003cstrong\u003eSafety first:\u003c/strong\u003e assess whether there is an immediate risk of harm. If necessary, implement temporary working arrangements while the matter is investigated.\u003c/li\u003e\u003cli data-list-item-id=\"e17fa8b1f3850dd4b2a9fbe7f939ad468\"\u003e\u003cstrong\u003eConfidentiality:\u003c/strong\u003e ensure that information is shared only with those who strictly need to know, and follow all data protection policies. Remind all parties that gossiping about the incident can be considered a breach of conduct.\u003c/li\u003e\u003cli data-list-item-id=\"ea2cb796fa8ab83c3c79004da89d54230\"\u003e\u003cstrong\u003eSupport:\u003c/strong\u003e offer immediate access to support services (such as the Film \u0026amp; TV Charity support line or welfare facilitators) to the person making the report and the person being reported.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e16.2 The formal investigation process: \u003c/strong\u003eIf an informal resolution is not appropriate or possible, a formal investigation should be conducted to establish the facts.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e7645d43a0b16c2a1841859c30af683bc\"\u003e\u003cstrong\u003eImpartiality:\u003c/strong\u003e appoint an investigator who is not involved in the incident, has no conflict of interest, and ideally has some specialist knowledge and/or lived experience of the matter in question. In some cases, this may require an external professional to ensure the process is robust.\u003c/li\u003e\u003cli data-list-item-id=\"eb50a047a619590c075514e2d4fd17e03\"\u003e\u003cstrong\u003eFact-finding:\u003c/strong\u003e the investigator should collect evidence (including written statements, digital records, and witness accounts). The goal is to establish a clear and objective timeline of events.\u003c/li\u003e\u003cli data-list-item-id=\"ebb0719e47041c530fd78218889ac5223\"\u003e\u003cstrong\u003eRight to respond:\u003c/strong\u003e the person who has been reported must be given a fair opportunity to hear the allegations and provide their own account of the situation.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e16.3 Skills and training for incident management: \u003c/strong\u003eTo manage an incident effectively, the people involved must have the appropriate skills. Training should not be a one-off event but a rolling commitment to professional development across the whole team. Encourage completion of training to prevent unacceptable conduct to ensure a baseline level of awareness for everyone on the project.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e16.4 The role and impact of an apology: \u003c/strong\u003eMany leaders hesitate to apologise for fear that it might expose them to an uncomfortable level of risk or criticism, or even amount to a formal admission of legal liability. In the UK, this is largely a misconception.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"ed0d008a74c5f3bd6778ede34c518ad1a\"\u003e\u003cstrong\u003eDe-escalation\u003c/strong\u003e: a sincere expression of regret for the impact of an action can often prevent a low-level friction from escalating into a formal Incident or legal claim.\u003c/li\u003e\u003cli data-list-item-id=\"e974285037a914866be2aa3586df6f58d\"\u003e\u003cstrong\u003eThe effective apology\u003c/strong\u003e: focus on acknowledging the impact (\"I am sorry that my tone caused you distress\") rather than simply defending the intent. This validates the other personâs experience and can begin the process of repairing the working relationship without prejudice to a formal investigation.\u003c/li\u003e\u003c/ol\u003e99:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$d1\"}}],\"$Ld2\"]\n9a:[\"$\",\"div\",null,{\"className\":\"scroll-mt-[120px]\",\"id\":\"responding-to-an-incident\"}]\n9b:[null,[[\"$\",\"div\",null,{\"className\":\"relative transition duration-700\",\"children\":[\"$\",\"$L29\",null,{\"fetchPriority\":\"$undefined\",\"src\":\"https://bfi-resourcehub.s3.amazonaws.com/assets/assets/Titles/17-Responding-to-an-Incident.png\",\"alt\":\"\",\"width\":3213,\"height\"
77:342,\"className\":\"h-full w-full\",\"style\":{\"objectPosition\":\"50% 50%\"},\"loading\":\"eager\",\"unoptimized\":\"$undefined\"}]}],null]]\n9c:[\"$\",\"$Lb4\",null,{\"data\":{\"typeHandle\":\"contentBuilderNote\",\"__typename\":\"contentBuilderNote_Entry\",\"uid\":\"a11600b3-303c-46de-b3da-940735e231e8\",\"description\":\"\u003cp\u003eEffective resolution and accountability are the final stages of the incident response process. While many matters can be resolved through internal investigation, complex situations or persistent interpersonal conflict may require the use of alternative dispute resolution (ADR) or external oversight.\u003c/p\u003e\"},\"beigeBackground\":true,\"className\":\"\"}]\nd3:Tfb1,\u003cp\u003e\u003cstrong\u003e17.1 Outcomes and resolution: \u003c/strong\u003eOnce the investigation is complete, you must decide on the appropriate outcome based on the findings.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"efc93fa1eaa217273fc017a12aa953b6a\"\u003e\u003cstrong\u003eFor employees:\u003c/strong\u003e if the allegations are upheld, the organisation should follow its established disciplinary procedures. This can range from a formal warning to the termination of a contract or engagement. Any employee with a continuous service period of at least two years must not be unfairly dismissed (a threshold due to be reduced to six months in 2027). The current cap for compensatory awards is also due to be removed in 2027.\u003c/li\u003e\u003cli data-list-item-id=\"e9fcae64aa12670541f40cc1c49506ce0\"\u003e\u003cstrong\u003eFor freelancers and contractors:\u003c/strong\u003e because disciplinary policies may not apply to a contract for services, outcomes are governed by the terms of the engagement. Upheld allegations may result in a formal notice of breach, the immediate termination of the contract (if provided for in the 'conduct' clauses), or a decision not to engage the individual for future projects.\u003c/li\u003e\u003cli data-list-item-id=\"e85ded703479482d5bd72ac4dd077968e\"\u003e\u003cstrong\u003eCommunication:\u003c/strong\u003e both the person who reported the incident and the person reported should be informed of the outcome in a timely manner (within the bounds of privacy laws and confidentiality).\u003c/li\u003e\u003cli data-list-item-id=\"e90294110087243201f8106ac3bd8c00e\"\u003e\u003cstrong\u003eTiming:\u003c/strong\u003e Using the imminent end of a contract as a reason to avoid a difficult conversation is not acceptable, it just passes the problem onto the next project.\u003c/li\u003e\u003cli data-list-item-id=\"e563ba3077d129d5c0c4f5d27809325b7\"\u003e\u003cstrong\u003eRight to appeal:\u003c/strong\u003e provide a clear process for either party to appeal the decision if they believe the process was flawed or the outcome was unfair.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e17.2 Alternative Dispute Resolution (ADR) and external resolution: \u003c/strong\u003eWhen internal processes are exhausted or inappropriate (particularly in cases of complex interpersonal conflict or a lack of trust in the internal hierarchy), external resolution routes should be considered.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e1a826953f66162863e09dfd3fefa622d\"\u003e\u003cstrong\u003eMediation and conciliation\u003c/strong\u003e are voluntary processes in which an impartial third party helps individuals reach a mutually acceptable resolution. This is particularly effective for preserving working relationships among freelancers who may need to collaborate again on future projects. For matters involving employees that may lead to an employment tribunal, Acas or LRA early conciliation is a mandatory step to try to settle a dispute without litigation.\u003c/li\u003e\u003cli data-list-item-id=\"e0055b6cc3dc9bcb0cbcd9ac0233119cd\"\u003e\u003cstrong\u003eArbitration\u003c/strong\u003e: is a formal method of alternative dispute resolution (ADR) where an independent, neutral third party (the Arbitrator) reviews the arguments and evidence from both
77sides of a workplace conflict to make a binding decision (the Award) to resolve the issue.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e17.3 Remediation and organisational learning: \u003c/strong\u003eAn incident often signals underlying workplace stressors or cultural gaps. Use the resolution of an incident as a prompt for improvement.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"eb1c3a767ce48832fd25d1c0baa6bb2f5\"\u003e\u003cstrong\u003eRoot cause analysis:\u003c/strong\u003e evaluate whether specific environmental factors (such as excessive workloads or lack of clarity in roles) contributed to the situation.\u003c/li\u003e\u003cli data-list-item-id=\"e2c15199abf2901c12fca8a9ea19a6382\"\u003e\u003cstrong\u003ePolicy review:\u003c/strong\u003e determine if existing policies or training need to be updated to prevent a recurrence of the incident.\u003c/li\u003e\u003cli data-list-item-id=\"e910334bb2c33e8c2e121548b8abc92be\"\u003e\u003cstrong\u003eReintegration:\u003c/strong\u003e if parties are to continue working together, consider using professional mediation to repair the working relationship.\u003c/li\u003e\u003c/ol\u003e9d:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$d3\"}}],\"$Ld4\"]\n9e:[\"$\",\"div\",null,{\"className\":\"scroll-mt-[120px]\",\"id\":\"monitoring-and-evaluation\"}]\n9f:[null,[[\"$\",\"div\",null,{\"className\":\"relative transition duration-700\",\"children\":[\"$\",\"$L29\",null,{\"fetchPriority\":\"$undefined\",\"src\":\"https://bfi-resourcehub.s3.amazonaws.com/assets/assets/Titles/18-Monitoring-and-evaluation.png\",\"alt\":\"\",\"width\":3213,\"height\":342,\"className\":\"h-full w-full\",\"style\":{\"objectPosition\":\"50% 50%\"},\"loading\":\"eager\",\"unoptimized\":\"$undefined\"}]}],null]]\na0:[\"$\",\"$Lb4\",null,{\"data\":{\"typeHandle\":\"contentBuilderNote\",\"__typename\":\"contentBuilderNote_Entry\",\"uid\":\"7736047d-549c-4cfd-96ae-b65df6ab0279\",\"description\":\"\u003cp\u003eMonitoring is not just about counting incidents; it is about measuring the health of the projectâs culture. To satisfy the preventative duty (and to provide a robust defence in the event of a legal claim), you must be able to demonstrate that you are actively tracking the effectiveness of your policies.\u003c/p\u003e\"}
77,\"beigeBackground\":true,\"className\":\"\"}]\nd5:T1000,\u003cp\u003e\u003cstrong\u003e18.1 Culture audits: \u003c/strong\u003eA culture audit is a regular check designed to identify emerging workplace triggers before they lead to unacceptable conduct.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e19933ab57ce42411cddb26fe425965e2\"\u003e\u003cstrong\u003eFrequency:\u003c/strong\u003e For fast-moving productions or high-intensity development sprints, this could be a weekly or monthly exercise. For longer-term studio environments, a quarterly review may be appropriate.\u003c/li\u003e\u003cli data-list-item-id=\"ee407830d58c5f437186f95039512043d\"\u003e\u003cstrong\u003eScope:\u003c/strong\u003e The audit should look beyond formal grievances and complaints. It should assess team morale, the visibility of welfare facilitators, and the effectiveness of the communication loops.\u003c/li\u003e\u003cli data-list-item-id=\"e7326d7483d338380d822cf03274322e9\"\u003e\u003cstrong\u003eInclusivity:\u003c/strong\u003e Ensure that freelancers are included in the audit process. Their perspective is often the most revealing, as they may have experienced different cultures across the sector.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e18.2 Key performance indicators (KPIs) for culture: \u003c/strong\u003eYour records will provide the evidence that your preventative measures are working. Track the following metrics to build a clear picture of your projectâs health:\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"ee398af85f77cf01a26266a0dc0969cec\"\u003e\u003cstrong\u003eTurnover and early exits:\u003c/strong\u003e High turnover in a specific team may be an indicator of a toxic subculture or unmanaged workplace triggers. Track patterns of absence that correlate with crunch periods or high-pressure milestones, as these often suggest burnout.\u003c/li\u003e\u003cli data-list-item-id=\"e3647620d97f6525079ffd8c4dc7d10dd\"\u003e\u003cstrong\u003eReporting rates:\u003c/strong\u003e A healthy, safe culture often sees a higher volume of low-level reports. This indicates that everyone on the team trusts the system enough to use it. A 'zero reports' environment can be a sign of a culture of silence. A change in reporting rates might indicate that a specific issue or workplace trigger has been introduced or addressed.\u003c/li\u003e\u003cli data-list-item-id=\"eae94a5448043b150736b71810a739028\"\u003e\u003cstrong\u003eTraining completion:\u003c/strong\u003e monitor the percentage of those completing relevant training.\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003e18.3 The near-miss log:\u003c/strong\u003e By logging instances where unacceptable conduct or harm could have taken place, specific factors can be identified, enabling structural fixes before someone is harmed.\u003c/p\u003e\u003cp\u003e\u003cstrong\u003e18.4 Reporting to leadership: \u003c/strong\u003eMonitoring data must lead to action. Audits and KPI tracking should be presented to senior management, studio heads, or project leads to inform strategic decisions.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"ea84eba8d065eaa036821366efcef11b2\"\u003e\u003cstrong\u003eTrend analysis:\u003c/strong\u003e (looking for patterns over time). Is the culture improving as the project progresses, or is the pressure of the delivery date beginning to erode professional standards?\u003c/li\u003e\u003cli data-list-item-id=\"e9d5aceefb85398bd0d526a9564ea5ea2\"\u003e\u003cstrong\u003eAccountability:\u003c/strong\u003e use data to hold managers accountable for the culture in their specific areas, ensuring that relevant standards are applied consistently.\u003c/li\u003e\u003cli data-list-item-id=\"e17e3c2b2e827711ea9588a8d2d017a51\"\u003e\u003cstrong\u003eFeedback:\u003c/strong\u003e be ready to let everyone know that reports lead to change (or explain why you are not making any changes). Itâs important that you are clear and consistent, so that the quality of the response isnât diminished if the number of concerns increases. Remind everyone what they can do if they are not satisfied with the action taken to address identified concerns.\u003c/li\u003e\u003cli data-list-item-id=\"ecd3ca957e5f29a41bbb9876
775e1769ccc\"\u003e\u003cstrong\u003eWrap Reviews:\u003c/strong\u003e make time to carefully prepare for feedback at the end of a personâs involvement with the project. Exit interviews, questionnaires, or offboarding processes that focus on the project rather than the personâs experience of it may fail to capture important information that could help ensure the same mistakes are not repeated.\u003c/li\u003e\u003c/ol\u003ea1:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$d5\"}}],\"$Ld6\"]\na2:[\"$\",\"div\",null,{\"className\":\"scroll-mt-[120px]\",\"id\":\"templates-and-scripts\"}]\na3:[null,[[\"$\",\"div\",null,{\"className\":\"relative transition duration-700\",\"children\":[\"$\",\"$L29\",null,{\"fetchPriority\":\"$undefined\",\"src\":\"https://bfi-resourcehub.s3.amazonaws.com/assets/assets/Titles/19-Templates-and-scripts.png\",\"alt\":\"\",\"width\":3213,\"height\":342,\"className\":\"h-full w-full\",\"style\":{\"objectPosition\":\"50% 50%\"},\"loading\":\"eager\",\"unoptimized\":\"$undefined\"}]}],null]]\na4:[\"$\",\"$Lb4\",null,{\"data\":{\"typeHandle\":\"contentBuilderNote\",\"__typename\":\"contentBuilderNote_Entry\",\"uid\":\"818db835-3eb8-4096-a6f2-24360c246869\",\"description\":\"\u003cp\u003eTo be effective, industry standards must be integrated into the project's daily vocabulary. These templates provide a consistent way to communicate expectations and gather feedback (ensuring that the preventative duty is documented and measurable). Use these scripts and forms to bridge the gap between high-level policy and practical delivery.\u003c/p\u003e\"}
77,\"beigeBackground\":true,\"className\":\"\"}]\nd7:T51c,\u003cp\u003e\u003cstrong\u003e19.1 The 'first hour' briefing script (the toolbox talk): \u003c/strong\u003eThis script is designed as a professional standard-setting exercise that should be integrated into the technical or safety briefing for every person joining the team.\u003cbr /\u003e\u003cbr /\u003eIt is great to have you on the team. Before we start, I want to be clear about how we work here. Our goal is to deliver a world-class project, and we can only do that if every person feels respected and safe. We follow our Dignity at Work Policy and [the BFI/BAFTA Principles]. This means we will always address unacceptable conduct (including bullying, harassment, or prejudice). We also align with [\u003cstrong\u003einsert\u003c/strong\u003e]. This means we prioritise work planning and workload management to protect the team's wellbeing. If you feel the schedule is becoming a source of stress, or if you notice something that does not feel right, please speak up. You can come to me, or you can talk to our welfare facilitators, [Name] and [Name]. If you prefer, the \u003cstrong\u003e[insert]\u003c/strong\u003e independent reporting route is also available. Reporting a concern will never be seen as a risk to your future work. If you have access requirements or need us to make reasonable adjustments to help you do your best work, please let me know. We are here to support you.\u003c/p\u003ea5:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$d7\"}}],[\"$\",\"div\",null,{\"className\":\"mt-4 flex gap-3\",\"children\":[[\"$\",\"div\",null,{\"className\":\"flex gap-4\",\"children\":[]}],[\"$\",\"$L44\",null,{\"downloads\":[]}]]}]]\nd8:Tbcb,\u003cp\u003e\u003cstrong\u003e19.2 The 'quiet word' talking points for HODs: \u003c/strong\u003eWhen an HOD needs to address harmful conduct or an interpersonal trigger, they should use this structure to ensure the conversation is constructive and professional:\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e312a9577537eeaa132df1d5c5ce0c646\"\u003e\u003cstrong\u003eOpening:\u003c/strong\u003e \"Iâd like to have a brief, private chat about something I noticed earlier.\"\u003c/li\u003e\u003cli data-list-item-id=\"e546c40a405d733050dd4241ab94f4ffe\"\u003e\u003cstrong\u003eObservation:\u003c/strong\u003e Use neutral descriptions. \"I noticed that the tone during the review meeting was quite dismissive of [Name]âs input.\"\u003c/li\u003e\u003cli data-list-item-id=\"e7859400cb9ef0863c774cb2084bad487\"\u003e\u003cstrong\u003ePolicy link:\u003c/strong\u003e \"As you know, our Dignity at Work Policy requires us to maintain a professional attitude where every contribution is respected.\"\u003c/li\u003e\u003cli data-list-item-id=\"eeef8408b1d69b10002820dacf97f97fb\"\u003e\u003cstrong\u003eEnquiry:\u003c/strong\u003e \"Is there a specific trigger (such as the current delivery pressure) that is causing friction at the moment?\"\u003c/li\u003e\u003cli data-list-item-id=\"e80e670946e270c637a0f80c13864b4a1\"\u003e\u003cstrong\u003eResolution:\u003c/strong\u003e \"How can we adjust our communication moving forward to ensure we stay aligned with the project standards?\"\u003c/li\u003e\u003c/ol\u003e\u003cp\u003e\u003cstrong\u003eScript for receiving an initial disclosure: \u003c/strong\u003eThis script is for managers or welfare facilitators when a person first comes forward with a concern. The goal is to listen and document without reaching immediate conclusions.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e8e7b8553945a518bc63148d8dbfe180c\"\u003e\"Thank you for coming to talk to me. I want to start by saying that we take all concerns seriously (and that your decision to speak up is respected). My role right now is to listen and ensure we have an accurate record of what you are sharing.\u003c/li\u003e\u003cli data-list-item-id=\"eef675bbd7f699fdd2e1d1bd547b43a95\"\u003ePlease take your time to tell me what has happened. I will be taking some notes to ensure I don't miss any details. I will need to share my notes with [name/role of senior lead] s
77o we can decide on the best way forward. We will only share this information with those who strictly need to know, and it will be stored and deleted in accordance with our data protection policy.\u003c/li\u003e\u003cli data-list-item-id=\"ea9925174319500dd76f20fdaa424b2ca\"\u003e[Listen and take notes without interruption]\u003c/li\u003e\u003cli data-list-item-id=\"e1b7293d2e994e6ecee3c760417e7ba48\"\u003eI want to make sure Iâve understood correctly. What I have noted is... [summarise back]. Is there anything Iâve missed?\u003c/li\u003e\u003cli data-list-item-id=\"e5f05b3d18dae3e16b5dcc241e03812af\"\u003eDo you have any immediate concerns about your safety or your current working arrangements? Are there any accessibility adjustments or support I can implement to make you feel more comfortable while the matter is investigated?\u003c/li\u003e\u003cli data-list-item-id=\"e0d2db0a0b8fa01391e2772548394d221\"\u003eI will get back to you by [time/date] to explain the next steps.\"\u003c/li\u003e\u003c/ol\u003ea6:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$d8\"}}],[\"$\",\"div\",null,{\"className\":\"mt-4 flex gap-3\",\"children\":[\"$Ld9\",\"$Lda\"]}]]\ndb:T52f,\u003cp\u003e\u003cstrong\u003e19.3 Template for a file note (documenting a conduct conversation) \u003c/strong\u003eto be used by the manager immediately following any 'quiet word' or disclosure meeting.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e91e8d9c51e8596e9eb17f40e5515c2c9\"\u003e\u003cstrong\u003eDate and time of conversation\u003c/strong\u003e:\u003c/li\u003e\u003cli data-list-item-id=\"ed87750b9223afe80c0bde229ed3142f8\"\u003e\u003cstrong\u003eParticipants\u003c/strong\u003e:\u003c/li\u003e\u003cli data-list-item-id=\"e97787f958231821b26db1bb23bb7e380\"\u003e\u003cstrong\u003eNature of the discussion:\u003c/strong\u003e (e.g. initial disclosure, quiet word, follow-up).\u003c/li\u003e\u003cli data-list-item-id=\"e001a0d5b1834f4e32e3a6e4a07f044c5\"\u003e\u003cstrong\u003eSpecific facts shared:\u003c/strong\u003e (describe the behaviours, dates, and locations reported).\u003c/li\u003e\u003cli data-list-item-id=\"e39d6eee62ca17adfc5299270be705607\"\u003e\u003cstrong\u003eImpact described:\u003c/strong\u003e (how the person stated the behaviour affected them).\u003c/li\u003e\u003cli data-list-item-id=\"e6b62d8fc03ce395d104449f65d22abf1\"\u003e\u003cstrong\u003eImmediate actions taken:\u003c/strong\u003e (e.g. separated parties, signposted to support, informed senior lead).\u003c/li\u003e\u003cli data-list-item-id=\"e83f60204500519dbf25fc56caadb956e\"\u003e\u003cstrong\u003eAgreed next steps:\u003c/strong\u003e (e.g. follow-up meeting scheduled for [date]).\u003c/li\u003e\u003cli data-list-item-id=\"e1a1247e509276e78058d1679048941bd\"\u003e\u003cstrong\u003eSignature and date\u003c/strong\u003e: (manager name).\u003c/li\u003e\u003c/ol\u003ea7:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$db\"}}],[\"$\",\"div\",null,{\"className\":\"mt-4 flex gap-3\",\"children\":[[\"$\",\"div\",null,{\"className\":\"flex gap-4\",\"children\":[]}],[\"$\",\"$L44\",null,{\"downloads\":[]}]]}]]\ndc:T4f3,\u003cp\u003e\u003cstrong\u003e19.4 The end-of-project review (offboarding): \u003c/strong\u003eThis form should be completed by \u003cstrong\u003eevery person\u003c/strong\u003e (including freelancers and contractors) before they leave the project. It provides the data needed for the monthly audit.\u003c/p\u003e\u003col style=\"list-style-type:lower-latin;\"\u003e\u003cli data-list-item-id=\"e591349dbad54b53929910119148a7e8b\"\u003e\u003cstrong\u003eCulture:\u003c/strong\u003e Did you feel the project was inclusive and that your contribution was valued? (Yes/no; please provide details).\u003c/li\u003e\u003cli data-list-item-id=\"e56d47038e9e2c438e5f9ec1e32a92f08\"\u003e\u003cstrong\u003eTriggers:\u003c/strong\u003e Were there specific 'workplace triggers' (such as workload, working patterns, or communication failures) that you felt impacted your wellbeing or performance?\u
77003c/li\u003e\u003cli data-list-item-id=\"e7c55e7137f026c150251a07bb2a075f4\"\u003e\u003cstrong\u003eSafety:\u003c/strong\u003e Did you feel safe to speak up about concerns? If not, what were the barriers?\u003c/li\u003e\u003cli data-list-item-id=\"eaaa1f0d4a3e7081ffff0b9d49b0240ad\"\u003e\u003cstrong\u003eConduct:\u003c/strong\u003e Did you experience or witness any unacceptable conduct? (If yes, was it resolved to your satisfaction?).\u003c/li\u003e\u003cli data-list-item-id=\"e7600c5f103406ee51713d6a1f768b190\"\u003e\u003cstrong\u003eLeadership:\u003c/strong\u003e Did your line manager adhere to the project's professional standards?\u003c/li\u003e\u003c/ol\u003ea8:[null,null,[\"$\",\"div\",null,{\"className\":\"prose prose-li:m-0 mt-4 max-w-full leading-tight last-of-type:mb-0 sm:text-lg sm:leading-6 prose prose-ul:list-disc prose-ol:list-decimal\",\"dangerouslySetInnerHTML\":{\"__html\":\"$dc\"}}],[\"$\",\"div\",null,{\"className\":\"mt-4 flex gap-3\",\"children\":[[\"$\",\"div\",null,{\"className\":\"flex gap-4\",\"children\":[]}],[\"$\",\"$L44\",null,{\"downloads\":[]}]]}]]\na9:null\naa:[\"$\",\"div\",null,{\"className\":\"scroll-mt-[120px]\",\"id\":\"taking-urgent-steps\"}]\nab:[null,[[\"$\",\"div\",null,{\"className\":\"relative transition duration-700\",\"children\":[\"$\",\"$L29\",null,{\"fetchPriority\":\"$undefined\",\"src\":\"https://bfi-resourcehub.s3.amazonaws.com/assets/assets/Titles/20-Taking-urgent-steps.png\",\"alt\":\"\",\"width\":3213,\"height\":342,\"className\":\"h-full w-full\",\"style\":{\"objectPosition\":\"50% 50%\"},\"loading\":\"eager\",\"unoptimized\":\"$undefined\"}]}],null]]\nac:[\"$\",\"$Lb4\",null,{\"data\":{\"typeHandle\":\"contentBuilderNote\",\"__typename\":\"contentBuilderNote_Entry\",\"uid\":\"93ca22be-9607-4aa7-b49c-60cf948c2a7f\",\"description\":\"\u003cp\u003eA disclosure of serious misconduct could indicate that someone has been harmed. Here is how you can manage high-risk situations while fulfilling legal duties and protecting the organisation.\u003c/p\u003e\"}
77,\"beigeBackground\":true,\"className\":\"\"}]\ndd:Td6e,\u003cp\u003e\u003cstrong\u003eImmediate action: containment and triage: \u003c/strong\u003eWhen a high-risk incident is reported, the priority is to stabilise the situation without making premature judgments.\u003c/p\u003e\u003cul\u003e\u003cli data-list-item-id=\"e2e5b182059672ef4b91695dc2b47f14c\"\u003e\u003cstrong\u003eNeutralise the environment:\u003c/strong\u003e Assess whether an immediate separation of parties is required. For senior roles, this may involve a 'neutral' period of paid leave or a temporary change in reporting lines while the facts are established.\u003c/li\u003e\u003cli data-list-item-id=\"ed954fc24a53becf48b65156ea6049ce9\"\u003e\u003cstrong\u003eIdentify the decision-making unit:\u003c/strong\u003e Form a small, confidential response team. Avoid wider internal discussion to protect the integrity of any future investigation.\u003c/li\u003e\u003cli data-list-item-id=\"e64434c7bdeaf3610eceadd2adafca8d4\"\u003e\u003cstrong\u003eDocument the initial report:\u003c/strong\u003e ensure the exact nature of the disclosure is recorded immediately.\u003c/li\u003e\u003c/ul\u003e\u003cp\u003e\u003cstrong\u003eThe 24-hour risk assessment: \u003c/strong\u003eLook beyond the incident to the broader impact on the project.\u003c/p\u003e\u003cul\u003e\u003cli data-list-item-id=\"e1a177d785c68994f78a72499c1a45eaa\"\u003e\u003cstrong\u003eLegal and statutory risk\u003c/strong\u003e: Decide if the report triggers mandatory reporting requirements to the EHRC , ICO, or other regulatory bodies.\u003c/li\u003e\u003cli data-list-item-id=\"eec47b61803ef6b3e64880ad1fd6d9d9d\"\u003e\u003cstrong\u003eContractual risk\u003c/strong\u003e: review disciplinary processes and 'conduct' clauses of those involved (specifically looking for the right to suspend engagement pending investigation).\u003c/li\u003e\u003cli data-list-item-id=\"e292973e7a68516294ca79163da5d1ab8\"\u003e\u003cstrong\u003eReputational and stakeholder risk\u003c/strong\u003e: prepare a 'holding statement' for internal and external use. The message should be: \"We are aware of a concern, we are following our professional standards protocol, and we are taking the matter seriously.\"\u003c/li\u003e\u003c/ul\u003e\u003cp\u003e\u003cstrong\u003eStrategic resolution routes: \u003c/strong\u003eChoose the path that best ensures a robust and fair outcome.\u003c/p\u003e\u003cul\u003e\u003cli data-list-item-id=\"e5383b24b31bc659cb982340958e9cc91\"\u003e\u003cstrong\u003eInternal fact-finding\u003c/strong\u003e: appropriate for low-to-medium risk issues where the internal hierarchy is not conflicted.\u003c/li\u003e\u003cli data-list-item-id=\"eaa11387e31028fc671e633ae3cc2c7c1\"\u003e\u003cstrong\u003eIndependent external investigation\u003c/strong\u003e: essential for high-profile allegations or where senior leadership is involved. Using an external investigator (such as a specialist solicitor or HR consultant) provides an objective 'firewall' that protects against accusations of bias.\u003c/li\u003e\u003cli data-list-item-id=\"ea6ba056955387ccefac70693a3404892\"\u003e\u003cstrong\u003eAlternative dispute resolution (ADR)\u003c/strong\u003e: where the goal is to resolve a conflict between high-value team members, consider a facilitated professional dialogue.\u003c/li\u003e\u003c/ul\u003e\u003cp\u003e\u003cstrong\u003eBalancing production needs with conduct standards: \u003c/strong\u003eThe hardest executive decision is often whether to pause production.\u003c/p\u003e\u003cul\u003e\u003cli data-list-item-id=\"e8c93d148c0f6ffff18a606a3b5b7ed1d\"\u003e\u003cstrong\u003eThe 'reasonable' test\u003c/strong\u003e: Would a reasonable person think the environment is safe if production continues without a resolution? 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