In recent years, the media industry has faced increasing scrutiny over workplace conduct and the protection of employees, particularly in environments characterized by power imbalances and high-stakes productions. The case involving Gregg Wallace, a prominent television presenter formerly associated with the BBC’s MasterChef program, exemplifies these challenges. An independent investigation commissioned by production company Banijay UK substantiated numerous allegations of inappropriate behaviour, including sexual harassment and misconduct spanning nearly two decades. This incident not only led to Wallace’s removal from the program but also prompted widespread calls for systemic reforms in safeguarding practices.
The allegations against Wallace, detailed in a report by law firm Lewis Silkin released on July 14, 2025, included 45 substantiated claims from 41 complainants between 2005 and 2024. These primarily involved inappropriate sexual language and one instance of unwelcome physical contact, underscoring failures in complaint handling and oversight by both Banijay and the BBC. In response, the BBC announced it would cease collaborations with Wallace, acknowledging that earlier opportunities to address the issues had been missed.
Wallace issued a statement expressing that he is “deeply sorry for any distress” caused.
This development has amplified demands from parliamentary committees, trade unions such as Bectu, and whistleblower organizations for enhanced protections, including robust complaints mechanisms, support for the Creative Industries Independent Standards Authority (CIISA), and safeguards for vulnerable freelancers.
While the Wallace case highlights deficiencies in large-scale broadcasters and production firms, its implications extend far beyond corporate giants like the BBC and Banijay. All media organizations, including community media projects, must prioritize safeguarding to foster safe, equitable workplaces. Community initiatives, often operating with limited resources and volunteer-based structures, are particularly susceptible to similar risks due to informal hierarchies and reliance on passionate but untrained contributors. Without formalized policies, these groups may inadvertently perpetuate environments where misconduct goes unreported or unaddressed, eroding trust and participation.
Central to effective safeguarding is clear leadership at the organizational apex. Senior executives must champion these initiatives, embedding them into core governance rather than delegating them to lower-tier functions. This involves appointing dedicated roles with authority to enforce policies, conduct training, and oversee investigations. Notably, the BBC itself lacks a Safeguarding Lead on its senior leadership board, known as the Executive Committee. Current members include Tim Davie (Director-General), Kerris Bright, John Curbishley, Alan Dickson, Storm Fagan, Tom Fussell, Alice Macandrew, and Kate Phillips, none of whom hold a title explicitly focused on safeguarding.
Although the BBC maintains a Safeguarding Team for governance and assurance, the absence of such expertise at the board level signals a potential gap in strategic oversight.
This structure contrasts with best practices that advocate for board-level accountability to ensure safeguarding is proactive and integrated.
To generalise these lessons, media organisations of all sizes should adopt comprehensive frameworks that include:
- Robust Reporting Systems: Confidential channels for complaints, distinct from general HR processes, to encourage disclosures without fear of reprisal.
- Training and Cultural Shifts: Mandatory programs on harassment prevention, tailored to address power dynamics in creative settings.
- Independent Oversight: Alignment with bodies like CIISA for standardized investigations and support.
- Protections for All Workers: Extending safeguards to freelancers and volunteers, who often lack contractual security in community projects.
By implementing these measures with unequivocal commitment from top leadership, media entities can mitigate risks and cultivate environments of respect and professionalism. The Gregg Wallace scandal serves as a stark reminder that inaction perpetuates harm; proactive reforms, however, can rebuild confidence and safeguard the industry’s future. Stakeholders must act decisively to ensure that safeguarding is not an afterthought but a foundational principle.