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-Islamism 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. 


Sustainability is a core concern of the Berlin Music Commission. The transformation of the German music industry into a sustainable sector is one of our strategic goals. When it comes to sustainability, the music industry can act as a role model for music audiences and other sectors. We understand sustainability as a holistic concept that encompasses the social, ecological and economic spheres. That is why we are guided by the 17 UN Sustainable Development Goals

How do we realise this value?

  • Sustainable resources and working structures
    We have initiated a process to make the BMC office and its projects sustainable step by step. 
  • Focus on sustainability 2024
  • BMC sustainable management for 2024

By funding the “Sustainable Knowledge Hub” project, we can develop best practice and guidelines together with the ak:n content stakeholders and other music industry players from Berlin, which we will make available to other music companies as a resource.

  • Sustainability working group
    The BMC’s sustainability working group has been in existence since 2019. The focus is on networking sustainable players in the music industry and those who want to incorporate sustainability measures into their work. We facilitate contacts, communicate sustainability and climate protection in the music industry and share our knowledge at conferences, festivals and other events such as the music conference Most Wanted: Music in Berlin. On our website, we collect handouts, tips and examples of good practice for a sustainable music and event industry. ak:n is committed to encouraging both large and small music events and players in the music industry to rethink and implement sustainability measures.
  • MWM certification
    In 2022, we drew up a carbon footprint for the MWM for the first time, in which we collected data on the travel routes of MW:M visitors and speakers, among other things. We have continued to do this since then, with the support of a sustainability expert at the BMC office since 2023. We are aiming for ISO certification of the MWM in accordance with ISO20121 in 2025.

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.

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.

Focus on sustainability 2024

We have adopted the following commitments from the UN Department of Economic and Social Affairs Sustainable Development goals:

Health and well-being
We endeavour to create the best possible working atmosphere in our office and in our networks that promotes both emotional and physical well-being. We want to promote a healthy work-life balance and a healthy diet. To this end, we offer workshops and consultation hours, among other things, and endeavour to achieve more favourable conditions with providers of sports programmes through framework agreements.

  • High-quality education (4)
    Informal knowledge plays a key role in the music industry. We create structures to enable the transfer of up-to-date and high-quality knowledge for the development of one’s own business field, regardless of origin, religion, sexual orientation, etc. We offer our own formats for this purpose and also endeavour to reduce costs for individual participants with the help of bundled group offers and discounts.

Gender equality (5)
We pursue an intersectional approach in the area of gender equality. We recognise that existing social systems and structures discriminate against people on the basis of ethnic origin, social situation, ability, gender, sexual identity and other characteristics. Different forms of unequal treatment often interact and exacerbate each other. We incorporate this awareness into the further development of our projects and processes, such as the filling of positions and the awarding of contracts and funding. We also support networks with an intersectional approach by providing institutional monitoring and support with the aim of achieving long-term, stable funding situations for such networks.

  • Affordable and clean energy (7)
    The BMC supports the use of renewable energy and motivates the members of the network to book corresponding energy suppliers where possible.
  • Industry, innovation and infrastructure (9)
    We endeavour to promote innovation and sustainable development and support the introduction of new sustainable infrastructure wherever possible. Our central annual event, the Most Wanted: Music Convention, strives to be a think tank for the future viability and sustainability of the music industry and to provide impetus from and into the industry through the exchange and sharing of knowledge and the development of new models for action. 
  • Reduce inequalities (10)
    We strive to use our work and projects to help minimise inequalities and promote a fairer and more inclusive atmosphere not only in our office, but also in the Berlin music industry. This is part of our core values, our vision and our mission.
  • Sustainable cities and communities (11)
    The BMC is actively working to support the sustainable development of Berlin’s music industry. Our sustainability working group brings together representatives from the fields of business, events and education to pursue the topic of sustainability in the long term. The focus is on the networking of sustainable players in the music industry and those who want to anchor sustainability measures in their work. 

In addition, the BMC regularly organises sustainability talks with experts and has many projects and ideas to facilitate and promote environmental, social and economic sustainability.

  • Sustainable consumption and production (12)
    The Berlin Music Commission has initiated a transformation process towards social, economic and ecological sustainability. We are not only reviewing our structures and processes, but also aspects related to the production of events and consumption. By integrating digital tools, we are striving for a more efficient and environmentally friendly way of working. 

The BMC actively contributes to raising awareness of sustainable best practices through its sustainability working group and is constantly mindful in its use of resources. When producing our events, we pay particular attention to awareness to ensure that they are not only accessible but also safe.

We are developing guidelines for our events and project managers to make our projects and events increasingly climate-neutral and more sustainable in line with our definition.

  • Climate protection measures (13)
    The Sustainability Working Group of the Berlin Music Commission (BMC), its members and network partners are actively committed to environmentally friendly practices. With the integration of a sustainability manager into the team, the BMC is striving for a fundamental and sustainable optimisation of its processes. In addition, we are working hard to implement more sustainable practices at our events and to raise participants’ awareness of these issues through our programme and initiatives.
  • Partnerships to achieve the goals (17)
    The Berlin Music Commission eG maintains various working groups, initiatives and partnerships to promote and achieve ecological, social and economic sustainability. It is particularly committed to supporting the sustainability working group and the experts involved in it. The aim is to effectively implement the content developed on the various sustainability dimensions both internally and externally.

We encourage our employees to actively network with other networks at relevant congresses and workshops, to share best practices and knowledge and to develop them further.

  • Mobility 

We prefer to attend and organise regional meetings in order to avoid long journeys. We utilise and offer digital access to our formats where possible and appropriate. Business trips are preferably carried out by train. We recommend that our regional, national and international guests use environmentally friendly modes of transport. We encourage and support our employees to use public transport and bicycles for the majority of their work and business appointments