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U MEDIATION K JOURNAL ISSUE 16

10 years of advocating for mediation in the workplace

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Welcome to Issue 16

UK Mediation Journal & Conference Welcome to Issue 16 of the UK Mediation Journal. We are delighted to share this latest collection of insights with our valued subscribers, contributors, and sponsors. Your continued dedication to championing alternative dispute resolution (ADR) and its transformative power is the bedrock of this journal. Our commitment remains firm: to provide the highest quality content and essential contacts to professionals seeking to mediate and implement effective conflict resolution strategies. This issue explores vital areas of practice, from Caroline Sheridan’s advice on ‘preparing to mediate’ and Clive Bonny’s IP mediation case study, to Stuart Lawrence’s analysis of the shift to online mediation. We also delve into the human aspects of conflict, thanks to contributions from Marie Coombes and Mungi Ngomane of the Tutu Foundation UK, and welcome Dr. Renu Raj’s insights into global peace building by Radanks. We also welcome a summary of the latest Acas report on the prevalence of workplace conflict and introduce Joanna Nunn, Acas’s new Chief Conciliator. We sincerely hope you find the articles informative and practical. Thank you for your support and engagement.

Inside: 4.

Carrying Everyone’s Chaos: The Hidden Cost of the “People People”

Online Mediation: A Permanent Shift, Not a Pandemic Stopgap

Preparing to Mediate

12.

Radanks: Pioneering Mediation, Legal Tourism, and Global Peacebuilding

14.

How IP Mediation Saves Time And Cost CASE STUDY: Dispute Resolution in 2 hours

16.

Ubuntu in Practice: Meeting Workplace Conflict With Humanity

18.

Workplace Conflict in Great Britain 2025: Record Prevalence and Key Business Insights (Summary of report by Acas)

22.

The Advisory, Conciliation and Arbitration Service (Acas) has announced Joanna Nunn as its new Chief Conciliator

25.

Directory of Mediation & Training Providers

Craig Kelly, Publisher

Read all issues and subscribe:

Published by Iconic Media Solutions Ltd, 60B Westcote Road, London SW16 6BN t: +44 (0)20 3693 1944 e: info@iconicmediasolutions.co.uk w: www.iconicmediasolutions.co.uk Whilst every care has been taken in compiling this publication, and the statements contained herein are believed to be correct, the publishers do not accept any liability or responsibility for inaccuracies or omissions. Reproduction of any part of this publication is strictly forbidden. We do not endorse, nor is Iconic Media Solutions Ltd affiliated with any company or organisation listed within. It is advised before appointing a mediator or trainer that you carry out your own quality and competence checks.

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Carrying Everyone’s Chaos:

The Hidden Cost of the “People People” By Marie Coombes, CEO, We Restore Calm et’s be honest: HR professionals, mediators, coaches, mentors and other “people” professionals are the ones quietly holding the line while everyone else comes undone. We’re the organisational first responders, managing distress, conflict, redundancies and trauma while keeping a straight face and a calm tone. We’re expected to hold everyone else together, including those we work most closely with, yet rarely does anyone stop to ask who’s holding us.

The same empathy and emotional intelligence that make us good at what we do also make us vulnerable. Absorbing other people’s chaos day after day takes a toll leading to compassion fatigue, burnout, and a slow erosion of energy that doesn’t appear on a spreadsheet but quietly eats away at our effectiveness. The strain isn’t dramatic; it’s cumulative. It builds through the endless cycle of conversations, crises and compromises that drain your reserves one quiet interaction at a time. Compassion fatigue isn’t just tiredness or stress. It’s what happens when you’ve cared deeply for too long without enough recovery. The empathy that once came easily starts to thin out. You don’t stop caring; you just run out of space to feel it. Add in vicarious trauma; the quiet imprint left by other people’s distress, and the emotional residue begins to settle in. Slowly, you move from connection to detachment, empathy to cynicism, feeling everything to feeling nothing.

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Marie Coombes

Depending on your role, the emotional toll looks different. HR carries the organisation’s pain while being expected to stay compassionate yet compliant. Mediators hold hostility and grief that doesn’t belong to them but lingers long after the session ends. Coaches and mentors live with a quieter fatigue, watching potential stall or self-sabotage repeat. DE&I professionals carry a double load: fighting for fairness while often living the very inequities they’re trying to change, in a world that still treats equity as optional rather than essential. Even surrounded by people, many work in isolation with no option to debrief due to confidentiality. “Resilience” is worn like a badge of honour, as if coping quietly is something to be proud of, but it’s not true resilience; it’s survival. This is the hidden reality of the people professions: constant empathy without reciprocity, emotional exposure without supervision, and responsibility without relief. It’s little wonder compassion fatigue creeps in. So how do we protect those who protect everyone else? The SPARK™ model is a framework I developed through practice and research into the emotional impact of people-centred work. It’s designed to bring structure and sustainability to roles that deal in emotion every day, recognising that those who hold space for others also need systems that hold them. (© Marie Coombes / We Restore Calm, 2024. All rights reserved.)

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S P A R K

Self Awareness Physical Wellbeing Assessing & Managing the Process Resourcing Professional Development Keeping Boundaries

SPARK™ reframes self-care from indulgence to infrastructure, encouraging practitioners to notice when empathy starts to fade (Self-Awareness), to use the body as a barometer for stress (Physical Wellbeing), to build decompression time and reflective space into their work (Assessing & Managing the Process), to seek supervision and learning as standard practice (Resourcing Professional Development), and to protect the capacity to care through clear limits (Keeping Boundaries).

Mediation Conflict Resolution Creating Happier Workplaces Employee Relations Mediation Facilitation Conflict Resolution Training Mental Health & Well-Being Respect, & Inclusion ‘WorkingDiversity with individuals and

organisations to improve their workplaces and working relationships’

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The truth is, we can’t keep asking people professionals to hold the emotional infrastructure of organisations together while pretending they’re made of steel. Empathy has limits, and even the calmest heads have breaking points. The answer isn’t more resilience training, it’s redesigning the systems that rely on it. When we see wellbeing as professional integrity not a perk, compassion becomes renewable rather than depleting. That’s what SPARK™ does: it turns care into structure and gives the “people people” the same support they’ve always given everyone else.

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Online Mediation: A Permanent Shift, Not a Pandemic Stopgap

Stuart Lawrence

By Stuart Lawrence, Founder, Mediator Locator emember the kind of mediation that used to happen from time to time. With stale coffee, dry biscuits, sandwiches that had been out since breakfast and overheated breakout rooms where everyone was a little too tense. Messages passed between rooms, long silences, and that unmistakable late-afternoon fatigue. It usually worked. Mediation nearly always does. But it wasn’t always particularly comfortable.

Then the world changed. Overnight, mediators and parties alike found themselves logging into Zoom and Teams instead of gathering around a conference table. What began as an emergency workaround soon revealed something surprising, online mediation didn’t just function, it flourished.

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I’ve seen that transformation first-hand. What started as a stopgap has become a defining shift in how people resolve disputes. Online mediation isn’t a poor substitute. For many, it’s now the preferred option. Calmer, convenient, and far less intimidating. I once mediated a major works property dispute with thirty tenants on one side and three housing association representatives on the other. In person, that could have been a logistical nightmare. A sea of paper cups, insufficient chairs, and someone always disappearing just at the wrong moment. Online, it worked beautifully. Everyone joined from home, a lead tenant acted as spokesperson, every voice was heard. It was inclusive, efficient, and even, dare I say it, enjoyable.

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At one point, a tenant appeared on screen happily puffing on a joint. In person, that might have been awkward. Online, it simply made me chuckle and reminded me that mediation is about people, not process, and sometimes being in your own space helps you be your most authentic self. Online mediation has also opened the door to people who might otherwise have struggled to take part. It can work brilliantly for those who are neurodiverse, disabled, elderly, or juggling work and caring responsibilities. It has made mediation genuinely accessible, not just geographically but emotionally, and for those who can’t bear to be in the same room as the other party, whether separated spouses, feuding relatives, or business partners who have fallen out, it can provide enough distance to make dialogue more likely to flourish. That said, in-person mediation still has its place. When relationships need rebuilding or trust needs repairing, being in the same space can make all the difference. You can sense when someone is ready to move, when frustration turns to understanding, or when an apology is about to surface. Those small human cues, a pause, a look of understanding, a furtive glance, can’t always be captured through a screen. The great strength of mediation today is its adaptability. It no longer has to fit a fixed format. Some disputes benefit from the ease and privacy of online meetings, others call for the connection and nuance of face-toface conversation. Many people are now so confident with technology that new tools have become part of the landscape. At Mediator Locator, we’ve recently introduced Blind Bidding, a secure and confidential way for parties to settle financial disputes online. This innovation has been made possible by the same comfort with digital platforms that helped mediation thrive during the pandemic. What matters most is choice and shaping a process that fits the people and the problem, not the other way round.

That said, despite the many advantages of online mediation, in-person sessions often remain the preference for many, as there’s something about being in the room that changes the dynamic. People are often more invested when they’ve made the effort to attend. They may engage more deeply, listen more carefully, and sense the subtle shifts that help move things forward. Sometimes, resolution needs that shared energy, the human connection that only happens face to face. So, if you ever find yourself attending an in-person session organised by Mediator Locator, rest assured, as we partner with quality law firms nationwide, the coffee will be fresh, the biscuits edible, and the sandwiches definitely not the ones that have been out since breakfast. Whichever way you prefer to mediate, just make sure it’s your first choice for resolution. The advantages are real, the outcomes better, and the process is far more human than people imagine. So come on the journey with us and join the Resolution Revolution. Written by Stuart Lawrence, Founder of Mediator Locator - a nationwide network of lawyer-mediators offering in-person, online, and hybrid mediations, including innovative tools (such as Blind Bidding) to make settlement simpler, more accessible and smarter for all. Visit: www.mediatorlocator.com

So no, mediation hasn’t lost its humanity. It has simply evolved. The same values of empathy, communication, and understanding remain at its heart. We just have more ways to make those values work in practice.

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Preparing to Mediate By Caroline Sheridan, CEO and Mediator, Sheridan Worldwide

ime in any mediation is often both limited and precious. Once it is underway there is little time for sorting out the preliminaries. In this article, I will summarise briefly the key steps which I recommend before the mediation process starts.

First contact Crucially, I will speak to each party in the days or weeks leading up to mediation in order to prepare them for the mediation itself. I then typically follow up to deal with any outstanding administrative matters, especially to check that the mediation agreement (see below) has been signed. In addition, I want to be sure that the parties will have full

Caroline Sheridan

authority to settle on the day if terms can be agreed – while there is nothing wrong with that authority being subject to a phone call to someone more senior, it is essential to ensure that that someone will be available if and when the need arises. Do they understand the ground rules about confidentiality, process, my neutrality and the outcome being in their hands, not mine? I will also use this prior contact to raise any questions I have about the arguments or current state of the case and to seek a brief synopsis of what the issues are and where each party stands (and thinks the other stands) in relation to settlement. Since much of the power of the mediation process is borne of the trust the parties must have in

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the mediator’s discretion and understanding of their position, I try when we speak to establish the beginnings of a rapport with them, to find some point of common interest with the party. This is particularly true with individuals as they are generally the least familiar with the process and building that rapport helps turn me from an external stranger into someone to whom they can open up and feel secure that their trust will not be betrayed.

The Mediation Agreement Though it does not happen in the ET, commercial mediators will want the parties to sign into some form of agreement. There are a multitude of these variations available online but in workplace and employment cases they all cover broadly the same ground. So what can you expect to be asked to sign up to? 1. First, a commitment that the mediation process represents a good faith attempt by each party to settle. Though this is just words and in that sense no more legally enforceable than an oral statement to the same effect, it is a representation which the mediator can more easily refer a party back to by virtue of its being in writing. It may also be of some reassurance to a party otherwise sceptical of the other’s intentions. 2. A promise that the attendees for each party have full authority to bind it by the terms of any settlement. 3. An express reiteration of the confidential and without prejudice “bubbles” around the process. 4. Some agreements provide that no settlement reached at the mediation will be legally binding until set out in writing and signed by the parties. This is not always adhered to, especially where the mediation moves into facilitation territory and a mutual clarification or clearing of the air may make the necessary difference without anything more formal than a handshake. However, if the mediation is to resolve a dispute where the employee has brought legal proceedings or is still in time to do so, then a settlement in the form of a statutory compromise or Acas COT3 agreement is most usual.

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Position papers Sometimes the parties to a mediation are asked to provide the mediator in advance with a “position paper”, most commonly where lawyers are already involved. This is a document of a few pages (as a rough rule of thumb, the equivalent of five minutes’ talking). It sets out in broad terms how the parties have got to where they are, how they feel about that and where they want to get to. From my perspective as mediator, a position paper can help make prior sense of a dispute where either there is very little documentation (for example a falling-out between colleagues), or it is voluminous or badly-organised. It can certainly be helpful during my preparatory work to have my attention drawn to particular key documents. A position paper can also help me assess in advance the intended approach of each party to the mediation. While the tone which each adopts is ultimately a matter for them, ignorance or anxiety can sometimes lead position papers to come across as particularly unrealistic, insulting or uncompromising. I cannot require them to change their paper, but in those circumstances I would tend to have an “Are you sure?” conversation with the party, just on the basis that its continuing that approach in the mediation itself might increase the risk that the other would walk away. The preparation of a position paper can also help the parties themselves. The process of reducing their thoughts and aspirations to paper can help bring order and a strengthened degree of realism to their thinking. All that said, I would never insist on such a paper if I thought that the mere process of writing it would be off-putting to a party. They might have limited writing skills or fear (quite unjustifiably) that their paper will somehow be “trumped” in my eyes by a more polished product from a professional representative. They may just feel happier to talking to me than writing, and that could make any requirement for such a paper an obstacle in their mind to the mediation itself. Under those circumstances, although they are routinely ordered in judicial mediations regardless, I would not ask either to produce one.

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How to solve workplace conflict?

Everyone can resolve conflicts when they are empowered to create their own solutions. Sheridan Worldwide works globally to help people and organisations communicate effectively and strengthen working relationships by:

Focusing on team dynamics through honest and candid conversation coaching

Providing strategic consulting to support a shift to a resolution culture

The provision of expert workplace and employment mediators

Conflict resolution and mediation skills for managers and leaders

“Sheridan Worldwide had a hugely positive impact on our organisation and on the parties who engaged in mediation following a relationship breakdown.” Hannah Coulson, Chief Human Resources Officer, Callastone

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Radanks: Pioneering Mediation, Legal Tourism, and Global Peacebuilding

Dr. Renu Raj

By Dr. Renu Raj, SRA Registered Foreign Lawyer, CEO & Founder, Radanks Limited In a world where disputes often escalate into costly litigation and fractured relationships, Radanks Limited is redefining the landscape of conflict resolution. Headquartered in London, Radanks has emerged as a trailblazer in mediation services, international training, and legal tourism— placing peaceful dialogue at the very heart of justice.

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Mediation as the First Step At the core of Radanks’ mission is a simple yet transformative belief: mediation must be the first step in dispute resolution, not the last resort. This philosophy drives Radanks’ work across sectors, from family and workplace disputes to high-value commercial and cross-border cases. Their upcoming

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Radanks Mediation Conference (6–9 November 2025, London) will spotlight this global movement, gathering thought leaders, practitioners, academics, and policymakers to explore how mediation can serve as a cornerstone of progress and peace.

Training Tomorrow’s Peacemakers Radanks is equally committed to shaping the next generation of mediators. Through its Mediation Foundation Graduation Programme, Radanks delivers internationally accredited training in partnership with universities across Asia. Memoranda of Understanding (MoUs) with leading institutions have enabled hundreds of students and professionals to gain Civil Mediation Council (CMC)–certified qualifications, bridging cultures and equipping future leaders with tools of dialogue, empathy, and problem-solving. Radanks’ include: • • • • •

sector-specific

training

programmes

Commercial & Corporate Mediation for businesses seeking efficient dispute management. Family & Community Mediation to support emotional wellbeing and rebuild relationships. Workplace Mediation for employers and employees navigating conflict. International Arbitration & Negotiation for complex cross-border disputes. Legal Tourism Initiatives offering international professionals exposure to UK legal culture, courts, and mediation practices.

The Visionary Behind Radanks At the heart of Radanks is Dr. Renu Raj, an internationally accredited mediator, arbitrator, and advocate. A committee member for India’s Mediation Bill Amendment team, she has played a pivotal role in shaping modern dispute resolution policy. She is also a mentor to new students as an alumna of Birkbeck, University of London, offering professional guidance to aspiring mediators worldwide.

Club, and advises institutions such as the Suryadutta Group Institute, Pune. Through her company Dynamic Silence Ltd, she further champions emotional empowerment and resilience in society.

Looking Ahead As Radanks prepares to host its November 2025 conference, its message is clear: mediation is not just a process—it is a pathway to human dignity, progress, and peace. With legal tourism, pioneering training programmes, and sector-leading services, Radanks continues to place the UK at the global forefront of conflict resolution.

Dr. Raj’s dedication has earned her numerous national and international recognitions, including the Dr. Sarojini Naidu International Award for Working Women (2024) and the International Jury Award in London (2024). She serves on the boards of the West London Chambers of Commerce, Southall Football

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How IP Mediation Saves Time And Cost

CASE STUDY: Dispute Resolution in 2 hours

Clive Bonny

By Clive Bonny, Strategic Management Partners - www.consult-smp.com SITUATION: Digital Marketing agency Creative Bloom’s trademark was registered by Clive Bonny in 2019 with an online monitoring service to identify any future potential infringements. The total fees for an intellectual property review, a trademark search, an application to register and monitor were less than £500. Over the next 5 years Stuart Davies at Creative Bloom grew their digital marketing services across the region with many sectors and widened their portfolio of services to include a free IP review for their clients to mitigate infringement risks. PROBLEM: In 2024 Clive’s monitoring service identified another digital marketing service applying to register a similar trademark. Clive advised Stuart of the likely infringement and contacted the third party personally

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and directly to ensure they were aware of the likely reputational damage of an infringement claim against their own brand and potential misdirection of client enquiries. Clive provided the third party with information on similar cases, the relevant legislation protecting trademark owners and his professional credentials as a certified IP advisor and accredited mediator visible on my public linkedin profile https://www.linkedin.com/ in/clive-bonny-2644a16/, recommending a mediation process. His website provided additional clarifications https://consult-smp.com/archive/category/mediation with free video education accessible at https://consultsmp.com/ip-infringement SOLUTION: After just two interactions with the third party the third party agreed to withdraw their

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trademark application and ensure no future likely infringements. Clive confirmed the cost-savings for the third party including £500 in costs from the Intellectual Property Office, and a minimum £5000 charge from an IP attorney. Mediation avoided a potential adversarial legal settlement time of several months with extra court costs. Clive’s total billed time to Stuart was less than £250 with no costs billed to the infringing third party as they had agreed to forfeit their previously paid IPO application fees. OUTCOME: Total settlement time from start to finish was less than 10 days. This enabled both parties to avoid distractions to continue to develop their own businesses without unfair or illegal competition. Mediation ensured all parties quickly reached an amicable outcome. Client feedback is shown below https://maps.app.goo.gl/aWP76XGXVkGLc5Ns8 Stuart Davies commented “Clive diligently spotted a trademark infringement for us and got it sorted for

in amicable way with the other party without any hoohar. Highly rated to protect your brand name!” Response from the owner Thank you Stuart for approving the mediation route instead of taking formal adversarial legal processes. Our mediation reached a friendly agreement after just 2 hours without issuing cease and desist letter notices. Too often lawyers are too quick to attack infringements with a hammer when a light touch is a faster more cost effective solution. It is also vital to undertake a search of IP registers before any trademark application. This avoids wasting costs on a failed application. A qualified advisor can undertake a full search of registered and unregistered trademarks in about one hour for less than £300 Published with permission by Stuart Davies, Director www.CreativeBloomRocks.com Source Clive Bonny, Strategic Management Partners www.consult-smp.com

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Ubuntu in Practice: Meeting Workplace Conflict With Humanity

Mungi Ngomane

By Mungi Ngomane, Interim Chair, TUTU Foundation UK orkplace conflict is often spoken about as something to be minimised, managed, or moved out of the way. But conflict is simply part of being human. We experience pressure, we misread one another, we carry unspoken frustrations, and sometimes we get things wrong. What matters is not that conflict exists, but how we choose to meet each other in those moments.

At the Tutu Foundation UK, our work is shaped by Ubuntu — the understanding that our humanity is bound together. This philosophy is not abstract. It is something we practise daily, especially when relationships are strained or conversations feel difficult. Ubuntu invites us to approach conflict not

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as a failure, but as an opportunity to reconnect, listen more deeply, and restore dignity on all sides. In workplaces across the UK, HR professionals and leaders are facing environments that are more pressured and more complex than ever. Hybrid working has reshaped team dynamics. Employees are carrying heavier emotional loads. Misunderstandings escalate quickly when people feel stretched or unseen. Mediation, when done with care and humanity, offers a path through these challenges, one that supports both wellbeing and organisational resilience. What mediation makes possible is a space where people can speak honestly, be heard without

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judgement, and rediscover the intentions behind each other’s actions. When we enter these conversations with humility rather than defensiveness, it becomes easier to acknowledge harm, clarify expectations, and move forward with greater clarity and respect. This is conflict transformation rather than simple dispute resolution: not just solving a problem, but strengthening the relationships that make a workplace function. Through our work with communities and institutions, we see this truth again and again: people want to be treated with dignity. When that happens, even longstanding tensions can shift. People become more willing to listen, to be accountable, and to rebuild trust. None of this requires perfection, only a willingness to show up with compassion and curiosity. As a Foundation, we are entering a new chapter of strengthening our capacity so that we can stand alongside more organisations navigating these relational challenges. Our approach draws on decades of peacebuilding, intergenerational dialogue, and community mediation. Whether in youth programmes, neighbourhood dialogues, or boardrooms, the principles remain the same: every person deserves to be seen; every story deserves space; every conflict carries the possibility of transformation. To continue offering this kind of meaningful, values-based mediation and dialogue work, we are strengthening our internal infrastructure, with the support of partners who share our ethos, so the Foundation can meet the growing demand for dignified conflict transformation. Any investment in this phase directly supports the people and communities we serve, allowing us to sustain this work with integrity and depth. This moment, for many workplaces, is one of reevaluation. People are asking what healthy culture truly looks like, and how to build it in ways that are inclusive and sustainable. Mediation has a vital role to play here. When organisations choose to invest in dignified dialogue, they are not only resolving current issues; they are modelling a way of working that strengthens trust and psychological safety in the long term.

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We welcome conversations with HR teams, mediators, and leaders who are exploring new ways to build connection and understanding in their workplaces. Our hope is to support organisations in fostering cultures where conflict can be approached with openness rather than fear, and where relationships, even difficult ones, are treated as something worth tending to. Ubuntu reminds us that we become our best selves through one another. In times of tension, that reminder is especially needed. If we can meet each other with humanity, even in conflict, then we create workplaces where people not only work together, but grow together.

“Ubuntu in Action: Building Respectful Dialogue Where It’s Needed Most.”

Ubuntu Round Tables Leadership Workshops Mediation Skills Training Train-the-Trainer Ubuntu Connection Groups Scan to donate to the Tutu Foundation UK

www.tutufoundationuk.org

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Workplace Conflict in Great Britain 2025: Record Prevalence and Key Business Insights (Summary of report by Acas) 2025 marks a significant milestone for Acas 50 years as a statutory service under the Employment Protection Act 1975, building on a legacy of resolving workplace conflict dating back to the Conciliation Act 1896. To mark this anniversary and address the evolving nature of work-related disputes, Acas commissioned the National Centre for Social Research to conduct the largest-ever study of individual workplace conflict in Great Britain. The findings, published in the report How prevalent is individual conflict at work in Great Britain in 2025?, reveal a record high level of conflict, offering critical insights for employers, managers and policy makers navigating the modern workplace. Conducted between August and September 2025, the survey engaged 4,556 working-age adults (achieving a 50% response rate) who had undertaken work in

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the previous 12 months. Its robust methodology— drawing on the NatCen Opinion Panel with probability-based sampling and weighting to ensure representativeness—delivers statistically significant findings that highlight the scale, nature and impact of workplace conflict. For businesses, the report is more than a data collection; it is a roadmap for fostering healthier employment relations, a core pillar of Acas’s 2025–2030 strategy alongside better conflict management and timely dispute resolution.

Record Conflict Prevalence: Key Demographic and Organisational Trends The survey’s headline finding is unprecedented: 44% of working-age adults in Great Britain experienced workplace conflict in the last 12 months. Defined as disagreements, disputes or difficult relationships with colleagues, managers, direct reports, customers

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or external partners (either as isolated incidents or ongoing issues), this figure exceeds all previous estimates (which ranged from 25% to 38%) and confirms individual conflict as a pervasive challenge in contemporary workplaces. Organisation size plays a modest role in conflict rates. Small and medium enterprises (SMEs) reported a slightly higher prevalence (46%) compared to large organisations (42%), with no significant variations across more granular size bands. This suggests that while resources may differ, conflict risks are present across all business scales. Industry variations are far more pronounced. Wholesale and retail trade leads with 50% of workers experiencing conflict, closely followed by accommodation and food service activities (49%) and arts, entertainment and recreation (49%). At the other end of the spectrum, four sectors fall below the national average: administrative and support service activities (33%), and education, professional scientific and technical activities, and financial and insurance activities (all 36%). These differences likely reflect variations in customer interaction intensity, work pressure and team dynamics across sectors. Demographic patterns offer further nuance. Regionally, most areas report conflict rates between 39% and 47%, but the North East stands out with a notably higher figure (60%). Age is another differentiator: the 55–65 age group experiences the lowest conflict (32%), while the 25–34 age group has the highest (49%), with 35–44 (46%) and 45–54 (45%) close behind. Gender differences are minimal (43% for men, 45% for women), but disability status emerges as a critical factor: 68% of people whose disability has a major impact on daily life experienced conflict, compared to 49% with a minor impact, 43% with a disability that does not affect daily life, and 41% without a disability. Ethnicity also shows variation: Black or Black British people report lower conflict rates (34%) than the national average, while other ethnic groups experience similar prevalence. Notably, conflict rates are not linked to income or qualifications, suggesting that workplace conflict cuts across socioeconomic boundaries.

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Understanding what people conflict about and with whom is vital for targeted intervention. The most common topic of conflict is “capability and performance” (38%), reflecting disputes over job competence and delivery. This is followed by personal disagreements and relationship issues (33%), bullying, discrimination and harassment (24%), and employment terms and conditions (17%). The least frequent topics are sickness absence (7%) and health and safety (8%), indicating that these areas are generally better managed or less prone to dispute. Managers and non-managers share similar conflict priorities, with both ranking capability and performance (40% and 36% respectively) and personal disagreements (34% each) as top concerns. However, non-managers are more likely to report bullying, discrimination and harassment (26% versus 21% for managers), while managers in conflict with direct reports (32% of all managers) face overwhelmingly capability and performance issues (94%), followed by personal disagreements (80%). Demographic differences in conflict topics are striking. Men are more likely than women to cite capability and performance (44% versus 32%), while women are more prone to report bullying, discrimination and harassment (26% versus 21%). For people with a disability that significantly impacts daily life, conflict rates are higher across multiple areas: bullying, discrimination and harassment (40% versus the national average of 22%), sickness absence (26% versus 6%), employment terms and conditions (26% versus 16%), and misconduct (21% versus 13%). This aligns with Acas’s 2024 research, which found a mismatch between employers’ perceptions (focused on performance/absence) and claimants’ views (linking disputes to disability). Industry also shapes conflict topics. Manufacturing workers are less likely to report capability and performance issues (28% versus 38%), while wholesale and retail workers face more bullying, discrimination and harassment (32% versus 24%) but fewer personal disagreements (26% versus 33%). Professional, scientific and technical activities see notably higher personal disagreements (56% versus

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33%), reflecting the collaborative, dependent nature of the sector.

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Regionally, most areas prioritise capability and performance, but the East Midlands, West Midlands and Scotland report personal disagreements as the top conflict topic. Scotland and the East Midlands also have lower rates of conflict over employment terms and conditions (10% versus 17%), while Wales sees less bullying, discrimination and harassment (13% versus 24%). When it comes to conflict partners, colleagues within the same organisation (34%) and line managers (32%) are the most common. Direct reports (15%), customers/clients (12%) and external colleagues (5%) follow. Around 27% of workers experience conflict with multiple people, with line managers being the primary party in 45% of these cases. For managers specifically, conflict with colleagues (48%) is most common, followed by their own line manager (33%) and direct reports (32%). Demographics influence these partnerships too. The 55–65 age group is more likely to conflict with colleagues (31% versus 25% for other age groups). Men are more prone to conflict with colleagues (41% versus 36%) or direct reports (12% versus 9%), while women are more likely to conflict with line managers (35% versus 29%). Disabled people report higher conflict with line managers (38% versus 29% for non-disabled people) but lower rates with colleagues (36% versus 41%) and direct reports (9% versus 12%). SME workers are more likely to conflict with customers/clients (17% versus 11% for large organisations), reflecting their often more direct customer-facing roles.

Resolution Strategies: Informal Action and Outcomes The survey highlights a clear preference for informal conflict resolution. The most common action is a discussion with one’s manager (45%), followed by an informal conversation with the other party (30%). These methods align with Acas’s emphasis on early, direct engagement to prevent escalation. Formal processes are far less common: only 9% of respondents filed a formal grievance or complaint, 6% engaged in formal capability or disciplinary

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procedures, and fewer than 0.5% submitted an employment tribunal claim. Other actions include discussions with HR (13%), leaving the organisation (9%), consulting a union representative (8%) and workplace mediation (2%). Notably, 19% of respondents took no action—this was more common among those who reported no impact from the conflict (32%) and SME workers (23% versus 15% in large organisations). For managers, inaction is particularly prevalent in conflicts with direct reports: 35% took no action, exceeding both the overall worker average (19%) and managers’ inaction in other conflicts (14%). Acas’s previous research links this to low managerial confidence in handling such disputes. Resolution outcomes are mixed. Half of respondents reported their conflict was largely or fully resolved (27% fully, 23% largely), while 19% said it was partly resolved. A third (31%) reported the conflict was mainly or completely unresolved (14% mainly, 17% not at all). For those who used informal discussion with the other party, 52% cited this as the most important factor in resolving the conflict, underscoring the value of direct communication. Managers and non-managers follow similar resolution patterns but with key differences. Managers are more likely to engage their own manager (53% versus 41%) or use informal discussion (41% versus 27%), and less likely to take no action (14% versus 23%). They are also more likely to involve HR (19% versus 10%) or issue disciplinary sanctions (10% versus 4%). For conflicts with direct reports, 98% of managers used informal discussion and 49% involved HR—higher rates than for other conflict types—indicating a recognition of the need for structured handling of subordinate disputes.

The Impact of Conflict: Mental Health and Organisational Costs The human and business costs of conflict are substantial. The most common impact is mental health-related: 57% of respondents reported stress, anxiety or depression. This aligns with broader national trends: Office for National Statistics data shows economic inactivity due to long-term sickness is at a record high (over 2.5 million people, 31% of all

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Second, building managerial capability is essential. Managers’ low confidence in handling conflict— evidenced by the 35% who took no action with direct reports—undermines resolution efforts. Acas’s Skilled Managers programme, which emphasises proactive conflict management, offers a model for upskilling leaders to identify and address disputes early.

economically inactive individuals), with 53% of this attributed to depression or anxiety in 2023. Other significant impacts include a drop in motivation or commitment (49%), reduced productivity (25%), sickness absence (10%) and resignation (10%). Only 17% reported no impact. For businesses, these outcomes translate to tangible costs: Acas’s previous research estimated the annual cost of workplace conflict at £28.5 billion, with stress-related productivity losses alone ranging from £590 million to £2.3 billion. For managers, conflict also demands time: 55% spent a week or less managing their main conflict, with 57% of these spending a day or less. However, 7% spent more than a month on conflict management over the 12-month period, representing a significant drain on leadership resources.

Conclusions and Business Implications The 2025 survey delivers a clear message: workplace conflict is more prevalent than ever, but its costs are not inevitable. For British businesses, the findings highlight three key priorities. First, fostering informal resolution is critical. With 75% of respondents using informal methods (discussion with manager or direct conversation) and these approaches proving effective, investing in communication skills and a culture of open dialogue can prevent escalation to costly formal processes. Acas’s early conciliation service already demonstrates this value, with 69% of cases resolved without progressing to tribunal in 2024.

Third, creating inclusive workplaces is nonnegotiable. The high conflict rates among people with disabilities that significantly impact daily life demand targeted action to prevent discrimination and support reasonable adjustments. Businesses must align their performance management and dispute resolution processes with inclusive practices to address the mismatch between employer and disabled employee perspectives. For Acas, the survey is a foundation for further action. The organisation plans to deepen analysis of the dataset to explore unresolved questions: how to better support disabled workers, why Black and Black British people report lower conflict rates, and how conflict dynamics vary by gender, industry and region. It will also update its 2021 cost of conflict report in 2026 using the 2025 prevalence data. As Acas enters its next 50 years, the 2025 survey reinforces its role as a vital partner for British businesses. Disagreements in the workplace may be inevitable, but the survey shows that “disagreeing well”—through informal resolution, managerial confidence and inclusive practices—can reduce harm to individuals and costs to organisations. For businesses committed to productivity, wellbeing and retention, addressing workplace conflict is not just a legal or ethical obligation; it is a strategic imperative. In an era of evolving work patterns and increasing focus on employee wellbeing, the 2025 workplace conflict survey is more than a report—it is a call to action for businesses to prioritise healthy employment relations, equip managers with the tools to resolve disputes, and build workplaces where conflict is managed effectively rather than avoided. The costs of inaction are clear; the solutions, as outlined in Acas’s strategy, are within reach.

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The Advisory, Conciliation and Arbitration Service (Acas) has announced Joanna Nunn as its new Chief Conciliator n accomplished mediator and conciliator, Joanna brings 19 years of experience at Acas and a strong reputation as an expert in dispute resolution, facilitation and mediation. Since joining Acas in 2006, she has worked extensively with employers, trade unions and employees to foster constructive dialogue, resolve complex workplace issues and promote positive employment relations.

Over nearly two decades, Joanna has held a wide range of roles across the organisation, including

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helpline advisor, individual conciliator and mediator, internal trainer of conciliators and mediators, senior advisor, collective conciliator and, most recently, Assistant Chief Conciliator. Jo officially took up the position of Chief Conciliator on Monday 3rd November 2025. The Chief Conciliator leads the team that helps unions and employers resolve disputes at work through Acas’s free, impartial and trusted collective conciliation service.

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Niall Mackenzie, Acas Chief Executive, said: “I am delighted to confirm Jo’s appointment as Chief Conciliator, following a very competitive open process.

“Acas’s collective conciliation service is hugely successful at helping people find common ground and work through their differences.

“Jo has a huge amount of experience resolving conflicts and has brought her conciliation skills to bear on many high-profile disputes in recent years.

“As the government rolls out a major package of employment law reform, the knowledge and skill of Acas’s collective conciliators is going to be more vital than ever.”

“This year marks Acas’s 50th anniversary in its current form, but its roots go back to 1896. That means we have been helping resolve workplace disputes for nearly 130 years.

Joanna replaces previous Chief Conciliator Marina Glasgow, who held the position from May 2023 and was Acas’s first female Chief Conciliator.

“Against the backdrop of major employment reform, Jo’s expertise and leadership will be crucial to helping resolve disputes at work and continuing our long tradition of excellent service to both employers and workers.” Joanna

Nunn,

Acas

Chief

Conciliator,

In 2024 to 2025, Acas’s collective conciliation team facilitated confidential talks in over 522 disputes, resolving or supporting progress toward settlement in 93% of cases. Pay was the leading cause of disputes, and cases are down from 618 the previous year.

said:

“I am pleased to take up the role of Chief Conciliator and lead a team of experts that handles over 500 disputes each year.

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