Code of Conduct

[ The text is] aimed at people of all gender identities, regardless of the personal designations used


  • We respect the individual personal space of our team, our partners and guests
  • We make sure to use gender-neutral language in our communication at our events and in our working groups.
  • We take a firm stand against all forms of racism, anti-Semitism and anti-muslim discrimination and against all forms of discrimination.
  • We do not accept insults, defamation or bullying and prohibit the dissemination of inaccurate information or rumours.
  • We do not accept the use of vulgar, obscene or offensive language.

Our values


Mutual trust arises from value-based behavior. We actively implement our values and create binding rules and structures. In this way, we promote trust and openness at all levels and strengthen trust in our network.

How do we realise this value?

  • Reliability
    We make clear and binding agreements and stick to them. We expect the same treatment from our partners and our team.
  • Credibility
    We make sure that our statements and actions are consistent.
  • Responsibility
    We have established clear chains of responsibility so that we can respond quickly and reliably in the event of a breach of our values.
  • Mindfulness
    We make our partners, committee representatives and members aware of the values on which our Code of Conduct is based.
  • Consistency
    We commit our team and project managers to the values on which our Code of Conduct is based. We ensure that they are adhered to and enforced.


We create a climate of accountability across the entire structure of our network. To this end, we translate our values into structures that provide all those involved with a transparent, clear and binding framework for action on our values and the ways in which they can be implemented. We take responsibility in all projects and networks in which we participate as partners. 

How do we realise this value?

  • Standards & resources
  • To ensure that our values and standards can be implemented in a concrete and realistic manner, we create binding workflows, resources and minimum standards. We provide modular and easy-to-implement concepts and solutions.
  • Team and project managers
    Committees, team members and project managers receive briefings from us that set out the key framework conditions and standards for our projects, events and networking activities.
  • Head office
    The head office ensures that the committees, the team and project managers have the resources to comply with our values and standards
  • Employment and fee contracts
    We make our values an integral part of all employment contracts and fee-paying agreements.
  • Partnerships and co-operations
    We work actively in co-operations and partnerships to ensure that our values are implemented in an appropriate form.
  • Together we endeavour…
    to find solutions together with our partners. We are not dogmatic, but look for mediation, balance and compromise in order to reach a solution. We take people with us on our journey.

Appreciative communication

We value our partners very highly. It is important to us to treat them with respect and appreciation. We communicate in an appreciative manner and create the basis for open and trusting communication. 

How do we realise this value?

  • Sensitive language
    We use respectful and gender-appropriate language.
  • Response times
    We respond to enquiries promptly.
  • Respect
    We respect different perspectives, experiences and opinions.
  • Consent
    We undertake not to violate any personal rights. This includes, for example, publishing private information or photos without consent. We draw up guidelines on how to proceed for the entire team.
  • Transparency
    We clearly indicate at our events when recordings are made that we would like to publish as part of our network.
  • Everyone on an equal eye-level
    We create a framework that enables all parties involved to talk on an equal footing.

Equal opportunities

We are aware that resources such as budgets, knowledge, network access and power are unequally distributed in our society. We are actively working to reduce these differences. Our aim is to increase the visibility, participation and representation of people from all dimensions of diversity in order to make our contribution to sustainable change towards a society with equal opportunities for all.

How do we realise this value?

  • Representation
    We increase the visibility of stakeholders in the music industry and their projects and companies by filling committees, juries and teams with suitable experts from various diversity dimensions. In doing so, we are guided by the Keychange Pledge we have signed and regularly review it for completeness.
  • Access
    We offer training opportunities for people from our network. The content is curated by us. This includes, for example, the music industry consultation hour as well as access points that support the development of your own companies and projects.
  • Access to our network
    We endeavour to create low-threshold access to our network and its events for people with limited resources:
  • For example, we have the option of reducing the annual membership fee to the minimum fee on request.
  • Every year since 2022, we have invited up to 80 people, particularly from disadvantaged groups in the music industry, to take part in the MW:M Convention free of charge.
  • Mentors
    We are looking for representatives from our network who actively approach various communities of music industry players to give them the opportunity to get involved in the BMC network and help shape it.
  • Remuneration
    We base our wages and fees on the public sector pay scale (TV-L). We take into account the work situation of self-employed and salaried employees accordingly.
  • We are committed to creating a family- and parent-friendly music industry.
    At our office, we create a family and parent-friendly atmosphere and identify fields of action that help to reconcile parenthood and the world of work. We seek dialogue with stakeholders who are specifically concerned with this goal (e.g. Parenthood in Music) and work on collaborations.
  • Promotion opportunities, further training & qualification
    We prefer to offer our team opportunities for advancement as well as extensive further training and qualification programmes.
  • Referrals and recommendations
    We support our team and people from the Berlin Music Commission eG network in their further career steps through recommendations and referrals based on their qualifications and experience.


We communicate and act as transparently and openly as possible in our projects, structures, goals and plans, using plain language.

How do we realise this value?

  • Transparent structures
    We communicate both internally and externally in a clear, transparent and open manner about our structures, work processes and goals. We establish comprehensible work processes and structures.
  • Communication
    We communicate regularly about the activities and plans of the network and the office so that as many people as possible can participate and get actively involved.
  • Advertisements
    We endeavour to advertise vacant positions and roles with sufficient advance notice and by stating the criteria for the appointment, where this is compatible with the criteria of economic efficiency and sustainability.
  • Remuneration criteria
    We define standard market remuneration structures and criteria for all activities and projects, based on the experience and expertise we draw on. When we advertise positions subject to social insurance contributions, we communicate the remuneration transparently.
  • Decision-making structures
    In tenders for the use of public funds, we communicate transparently how and by whom decisions are made.

Learning organisation

We promote a positive error culture. We recognise that each and every one of us can make mistakes. Mistakes are part of the individual as well as the structural learning process of the organisation. It is important to us to talk openly about wrong decisions and developments within our structure. We believe that transparent and respectful communication is crucial when it comes to rectifying and preventing mistakes.

How do we realise this value?

  • Open working atmosphere
  • We all take responsibility for our actions. We create space and a climate that makes it possible to speak openly and honestly about mistakes.
  • Ability to learn
    We strive to be a learning organisation. We actively support the identification of errors and promote a feedback culture that enables us to continuously improve and optimise the way we work.
  • Instruments for regular feedback
    Regular surveys of members and participants in our events using suitable instruments such as personal interviews, questionnaires and events. We also want to facilitate anonymous feedback and comments and take them seriously.
  • Skills development
    In order to promote personal critical faculties, we endeavour to provide regular training for all team members to improve our skills such as practising constructive criticism, active listening and non-violent communication
  • Trust
    By fostering a positive error culture, we strengthen the trust of our employees, visitors and partners. In this way, we promote an environment in which innovation and creativity can flourish.
  • Constructive criticism

We always see constructive criticism as an asset, not as a personal attack. We value the trust that employees and members place in us and welcome criticism. Criticism is part of our learning process. No one who voices criticism need fear negative consequences.

  • Dealing with errors 

Mistakes are unavoidable, but it is important for us how we deal with them, because mistakes can lead to harm. If we make mistakes, we offer a personal dialogue to clarify the situation. During the discussion, we agree on how we can contribute to the healing process. Based on the specific situation, we develop measures to learn from the mistakes and avoid them in future. If we lack the knowledge or capacity to do this, we create it. 

What do we do in the event of a conflict?

  • Attitude
    We show attitude. We take responsibility when boundaries are crossed.
  • Feedback culture
    We live and promote a culture of error and error-friendliness in combination with responsibility.
  • Direct personal contact
    We address offences promptly in a personal meeting and point out opportunities for correction
  • Conflict management
    We establish a feedback culture and efficient conflict management.
  • Contact person

We appoint a contact person for awareness for every event at which we act as organiser or partner. This person can be contacted by phone, Telegram, Signal and WhatsApp during the event. Outside of our events, affected persons can contact us at the email address and anonymously via the contact form.

Where can I go if I have experienced or observed a situation that violates this Code of Conduct?

We provide a form which can be used to contact us anonymously in the event of a violation or conflict with the Code of Conduct. Please access the form here

A fixed mobile number is regularly communicated at our events, which can be reached throughout the event. 

Outside of events, please contact us at
and tell us the communication channel you would like to use to describe the situation. We will respond within two working days.