Not just another document on the intranet
The code of conduct may soon be legally required, but the real question is: what will your organization actually do with it?
Because anyone who has been involved with social safety for a while knows that a code of conduct is no magic solution. Too often, it’s a PDF full of polished phrases that ended up in a binder — or in a folder on the intranet that no one ever opened. Too vague, too abstract, too far removed from daily reality.
A code of conduct only gains real value when people recognize it, understand it, and can actually use it.
What must be included according to the legislative proposal?
According to the law, the code of conduct must include at least the following:
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A clear description of what constitutes unwanted behavior.
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Concrete and understandable examples (such as bullying, aggression, intimidation, work pressure).
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Information about what support is available for both employees and employers.
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Measures and sanctions in case of violations.
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The role of the person who can be approached with questions or concerns (often the confidential advisor).
But it’s about more than just content. It’s about impact.
Only effective if you put it to use
A code of conduct is only effective when it becomes embedded in daily work. That requires active communication, relatable language, memorable education, and above all: a safe space for conversation.
People need to recognize themselves in it. The examples shouldn’t feel like they’re from a policy manual, but from their own workplace. And the conversation about behavior shouldn’t only happen after something goes wrong — but especially before boundaries are crossed.
That demands something from managers, from HR — but certainly also from confidential advisors.
The confidential advisor as a driver of culture
With this legislative proposal, the focus shifts from reporting to prevention. And that is exactly where the strength of the proactive confidential advisor lies — not stepping in afterward, but being involved from the very beginning.
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When drafting the code of conduct: Is the language clear? Are the examples relatable? Does it reflect the real day-to-day practice?
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During implementation: Is it being discussed on the work floor? Are people truly being heard?
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In everyday work: Do you recognize signals? Can concerns be discussed without immediately becoming a formal report?
You are a source of knowledge, experience, and a feel for the undercurrents. Your role is essential to ensure this code of conduct doesn’t become just another box-ticking exercise.
So yes, mandatory. But above all: full of potential
This legislative change is an opportunity to truly make behavior a topic of open conversation — not as an afterthought following an incident, but as a starting point for a healthy work environment.
And it begins with one simple question for every organization: Do you dare to let the code come to life?
The proactive confidential advisor is not a reporting desk, but a strategic partner.
If your organization wants to go beyond simply complying with the law, it’s time to invest in the role of the confidential advisor as a driving force behind a healthy workplace culture.
The code of conduct may require something on paper — but real behavioral change takes human effort.