Creating Respectful, Safe and Inclusive Workplace Cultures

Yesterday’s conviction of Russell Brand for rape and sexual assaults should prompt some serious reflection, not just about individual behaviour, but about the workplace cultures that allow harassment, intimidation and abuses of power to go unchallenged.

For years, behaviour that made people uncomfortable was too often dismissed as banter, eccentricity, flirting or simply part of someone’s personality.

And when the person involved was influential, successful or considered indispensable, challenging that behaviour could come at a considerable personal or professional cost.

How often have organisations protected reputations rather than people?

This is particularly relevant given recent changes to UK employment legislation.

Since October 2024, employers have had a proactive duty under the Equality Act 2010 to take reasonable steps to prevent sexual harassment.

From 30 October 2026, the Employment Rights Act 2025 strengthened that duty. Employers must now take all reasonable steps to prevent sexual harassment and take all reasonable steps to prevent harassment by third parties, including clients, customers and others encountered through work.

The emphasis is increasingly on prevention, not simply responding once harm has occurred.

But legislation alone won’t change workplace culture.

That requires leaders and colleagues who are prepared to challenge inappropriate behaviour, recognise power imbalances, listen when concerns are raised and ensure that speaking up doesn’t come at a personal cost.

It also means recognising that harassment doesn’t always begin with an obvious incident. Sometimes it develops in environments where boundaries are repeatedly crossed, concerns are minimised and silence becomes the safest option.

So, how can I help your organisation respond to these changes?

Through my interactive workshop, Anti-Bullying & Anti-Harassment: Creating Respectful, Safe and Inclusive Workplace Cultures, I support organisations to move beyond policies and compliance towards meaningful, preventative action.

Using practical scenarios, discussion and my Behaviour Continuum ©, we explore:

● Recognising inappropriate behaviour: Understanding where banter ends and bullying, harassment or sexual harassment may begin.

● Understanding power and workplace culture: Exploring why certain behaviours become normalised and why people may feel unable to speak up.

● Identifying risks before harm occurs: Considering situations involving work travel, conferences, social events, digital communication and third parties.

● Building confidence to intervene: Helping colleagues and managers challenge inappropriate behaviour early, safely and constructively.

● Responding effectively to concerns: Strengthening psychological safety, reporting, accountability and organisational learning.

The session helps colleagues understand their responsibilities while giving managers and leaders greater confidence to put prevention into everyday practice.

Because legislative compliance without the confidence and capability to act leaves a significant gap.

In my work supporting organisations, I regularly emphasise that what we tolerate becomes part of our culture.

The Russell Brand case is a stark reminder of the consequences of abuses of power. While his convictions concern criminal offences, the wider questions about organisational responsibility and accountability are ones every employer should be asking.

What are we overlooking?

Who feels unable to speak up?

And whose behaviour are we still making excuses for?

If your organisation is reviewing its approach to bullying, harassment and sexual harassment in light of the strengthened legal duties, I’d welcome a conversation about how I can support you.

The real measure of workplace culture isn’t what we say we stand for. It’s what we’re prepared to challenge.

Find out more about the workshop:

https://www.inclusionconsultant.co.uk/anti-bullying---anti-harassment

David E. Hull-Watters

People & Culture Partner | Inclusion & Wellbeing Specialist