Anti-Bullying & Harassment Policy UK (2026 Guide)

What this document is

An anti-bullying and harassment policy is an internal document that sets out how an employer defines unacceptable behaviour, how staff can raise concerns, and how the business will investigate and respond. It typically sits alongside a grievance procedure, an equal opportunities policy, and a disciplinary policy.

The policy is not a legal requirement in the sense that the law names it specifically, but having one is widely treated as good practice and can form part of an employer's defence if a harassment claim is brought under the Equality Act 2010. Courts and tribunals tend to look at whether the employer took reasonable steps to prevent the behaviour, and a clear, communicated, and enforced policy is a strong part of that picture.

A good policy covers the scope of what counts as bullying and harassment, gives examples, explains informal and formal routes to raise issues, sets out confidentiality expectations, and makes clear that retaliation against anyone who complains will itself be treated as misconduct.

How to use this document

1. Define the behaviour clearly. Spell out what bullying and harassment look like in practical terms, with examples covering verbal, written, physical, and online conduct. Make clear the policy applies to all staff, contractors, clients, and anyone acting on behalf of the business, and that it covers conduct at work, off-site events, and work-related communications outside office hours. 2. Set out the legal framework. Reference the Equality Act 2010 and the protected characteristics it covers, along with the employer's duty of care and obligations under health and safety legislation. Staff should understand that harassment linked to race, sex, age, disability, religion, sexual orientation, gender reassignment, marriage, or pregnancy is unlawful discrimination, not just a breach of internal rules. 3. Explain how to raise a concern. Offer both informal and formal routes. An informal route might involve speaking to a line manager or HR; a formal route should tie into the written grievance procedure. Name the people or roles a staff member can approach, and include an alternative contact in case the concern involves their direct manager. 4. Describe the investigation process. Set out how complaints will be handled, who will investigate, timescales where possible, and how confidentiality will be managed. Make clear that both the person raising the concern and the person it is about will be treated fairly, and that support such as time off or access to an employee assistance programme may be available. 5. Communicate, train, and review. A policy on a shared drive that nobody reads is not much use. Induct new starters on it, refresh training for managers regularly, and review the policy periodically to keep it aligned with current law and case developments. Record what you have done, because that evidence matters if a claim is ever brought.