James FlemingWhen the Worker Protection Act came into force last October, it was hailed as a pivotal moment for UK workplaces. For the first time, employers became legally obliged to take proactive steps to prevent sexual harassment.
Now, just over six months on, the question we should be asking isn’t just “Have we complied?” but rather, “Have we changed?”
At Brave, we work with organisations that want to be more than compliant. They want to be culturally courageous. They know that a line in the employee handbook won’t protect their people, but a shared sense of respect, empathy and accountability might. It’s this mindset shift, from compliance to culture, that I believe defines the future of workplace leadership.
The Act has undoubtedly achieved something meaningful: it’s reminded employers that preventing harm is not optional. It’s a core part of their responsibility. And many businesses have responded in good faith, reviewing policies, updating training and acknowledging their role in shaping safer environments.
But when the dust settles after policy reviews and risk assessments, a harder truth emerges: paperwork doesn’t change behaviour. Culture does.
This is where the Act’s true promise lies, not just in ticking legal boxes, but in using this moment as a cultural reset. If there’s one thing I have learned in over a decade of working with forward-thinking businesses, it’s this: respect can’t be mandated. It has to be modelled.
A workplace might be legally compliant, yet still feel unsafe or silencing. Policies don’t mean much if employees don’t feel they’ll be believed, or if managers don’t feel confident stepping in, or if teams have quietly normalised disrespect under the guise of “banter.”
That means building trust, encouraging honest conversations and giving people the language and confidence to call out poor behaviour early.
One of the biggest levers for change, yet still underused, is the role of line managers. Managers are culture carriers. They’re the first to notice when something feels off and the first person most employees will turn to. But too often, we give them compliance training and hope for the best.
If the Worker Protection Act is going to achieve what it set out to do, then empowering managers must be part of the plan, not just with processes, but with confidence and clarity. They need to know how to intervene, how to support their teams and how to uphold
respectful standards without fear of “getting it wrong.” When you invest in managers, you unlock everyday prevention, not just reactive damage control.
So, has the Worker Protection Act delivered on its promises? It depends on how you measure it.
If the aim was to reframe harassment prevention as an employer responsibility, then yes, it’s a win. If the aim was to instantly transform workplace culture, of course, no law can do that alone.
But what it has done is open the door. It’s given leaders the permission and the pressure to rethink what kind of workplace they’re really creating.
White Ribbon UK, the UK’s leading charity engaging men and boys to prevent violence against women and girls, has recently launched its ‘Right to Respect’ campaign that is helping to drive that next level of accountability. The campaign encourages organisations not just to meet the minimum legal requirements, but to embed prevention into the heart of workplace culture, through meaningful policies, clear reporting structures, upskilled managers and honest conversations.
Right to Respect isn’t just about awareness; it’s a practical, values-led roadmap. Their eight-step employer guide calls for a holistic approach: defining and communicating what harassment looks like, addressing power dynamics, tackling third-party risks, training all staff and constantly assessing and improving. It’s about shaping a workplace where allyship, gender equality and respect are the default, not the exception.
Ultimately, the next six months will be critical. Organisations that approach this as a one-and-done compliance exercise may find themselves back at square one when culture issues bubble up. But for those who embrace this as a long-term cultural shift, the rewards are far greater: stronger teams, greater trust and a workplace where everyone feels respected, safe and empowered.
If we want the Worker Protection Act to truly deliver, we must look beyond what’s required and commit to what’s right. Because respect isn’t just a legal duty. It’s a leadership decision.
James Fleming is founder and CEO at Brave
