In the context of the CIISA Standards, a safe working environment is one where:

1.1 – Individuals in the Creative Industries Workforce – regardless of their role, seniority or employment status – know what a safe working environment looks like and act accordingly. They understand the behaviours that are harmful and unacceptable in the working environment, including all forms of sexual misconduct and other forms of harassment and bullying, and ways in which to prevent them. They recognise that:

• It is everyone’s responsibility to look out for the welfare of others in the workforce, to respect each other’s dignity regardless of seniority, and to challenge harmful behaviour where possible.
• They can expect action to be taken to address harassing behaviour, even if it is unintentional, and to ensure it is not repeated. This action could include informal training, disciplinary action or termination of services (depending on employment status), or potential legal action by the victim.
• They are able to seek support for their mental health and wellbeing if they are affected by harmful behaviour, and to receive support in addressing such behaviour.
• They must comply with relevant UK legislation and understand their duty of care under health and safety, employment and other legislation.

1.2 – Senior Leaders set a culture where the welfare of the whole workforce, regardless of seniority or employment status, is protected and respected. They take measures to prevent harassment, including sexual harassment, bullying and other harmful behaviour, and to safeguard the wellbeing of their workforce. These measures include:

• Setting a good example by modelling the highest standards of behaviour.
• Ensuring Senior Leaders at the highest level take ultimate accountability for the welfare and behaviour of their workforce and prioritise risk mitigation in strategic planning.
• Taking responsibility to understand and mitigate risks to the welfare of the workforce and meet legal obligations, and regularly reviewing effectiveness of risk assessments.
• Clearly explaining to everyone they work with what harmful behaviour looks like, the consequences of such behaviour, and the expected standards of behaviour, as well as taking steps to inspire confidence in individuals to speak up where appropriate. This may be communicated through (but not exclusively) policies and procedures, contracts, service agreements, training and broader day-to-day engagement.
• Ensuring that individuals are not forced through legal mechanisms – such as the misuse of confidentiality clauses or non-disclosure agreements (NDAs) – to remain silent if they later experience or see harmful behaviour in their working environment.
• Prioritising the provision of training and resources to equip their workforce with the appropriate skills, competencies and means to support their own and others’ wellbeing. This includes training for Managers in people-management skills and how to address inadequate performance appropriately.
• Recruiting and recognising team members, Senior Leaders and Managers who promote and embed positive work cultures and display good people- management skills.
• Ensuring that their workforce has access (internally or through third parties) to individuals with enhanced responsibilities for supporting others, for example wellbeing facilitators, access co-ordinators, occupational health specialists and safeguarding and whistleblowing officers as appropriate. The access provided can be proportionate to the size of the organisation, production or project.

1.3 – Managers set the tone by promoting and embedding a culture where the welfare of the workforce is protected and respected. They do this by:

• Setting a good example by modelling the highest standards of behaviour, and are as transparent as possible in their dealings with their team.
• Developing their knowledge around recognising and addressing harmful behaviours, where it may be lacking.
• Taking responsibility for the behaviour of others in their team.
• Proactively supporting individuals with enhanced responsibilities for supporting others (where applicable) – such as wellbeing facilitators, acces co-ordinators, occupational health specialists and safeguarding and whistleblowing officers – to meet the responsibilities that come with the enhanced role.