\n Claire Bradbury, who worked as chief operating officer for rugby team Salford Red Devils, resigned last week, highlighting “misogynistic, inappropriate language” at the club.
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Bradbury joined the Salford Red Devils in October 2024 after more than three years working at the Premiership rugby union team <\/a>Sale Sharks.\u00a0\u00a0<\/p>\n Shortly after resigning the role, Bradbury shared a\u00a0LinkedIn post<\/a> on Friday (15 August) that stated: “It is important to share something more personal, as a senior woman in business. Misogynistic, inappropriate language<\/a> from the ownership suggesting I sleep with an individual at the [Rugby Football League] RFL to ‘smooth things over’ is not acceptable.”<\/p>\n She explained that at the time of the alleged comment, she stayed quiet because she wanted the club to succeed: \u201cI’m disappointed in myself that I didn’t stand up to it then, so I’m voicing it now as it should be heard for the integrity and evolution of rugby league and for all\u00a0women <\/a>who work in sport.”<\/p>\n Bradbury later described her Salford Red Devils colleagues to HR magazine as “good, decent, kind, loyal, hardworking people”.<\/p>\n According to Sharon Peake, founder CEO of gender equity consultancy Shape Talent, too many workplaces treat misogyny as a \u2018bad apple\u2019 issue, something to be managed quietly, case-by-case. In comments to HR magazine, Peake added that recent scandals show misogyny is symptom of deeper cultural dysfunction.<\/p>\n Read more: Former executive wins tribunal over boss’ sexist remarks<\/a><\/p>\n Peake told HR magazine: \u201cThis case is appalling. It is extremely sad that these behaviours still go on in this age. The reality is that misogyny thrives where poor leadership and cultural complacency go unchallenged.\u201d<\/p>\n In a statement issued to Sky Sports <\/a>News, leaders of Salford Red Devils said: “It has been alleged by a former member of the Salford Red Devils staff, who departed the club on 12 August 2025, that she was subjected to inappropriate verbal conduct by the owners of the club.\u201d<\/p>\n The club \u201ccondemns any and all forms of inappropriate language and behaviour\u201d and treats \u201callegations with the utmost seriousness\u201d. Leaders are due to conduct a \u201cthorough internal investigation\u201d and have pledged to take \u201cnecessary action to address the situation\u201d.\u00a0<\/p>\n Speaking to\u00a0HR magazine, Debbie Bayntun-Lees, professor of organisational development at Hult International Business School, explained that misogyny thrives when bad behaviour is ignored or the target is quietly moved on. In such cases, HR professionals must act decisively, investigate quickly, hold people accountable<\/a> at every level, and make consequences visible, said Bayntun-Lees.\u00a0<\/p>\n She told HR magazine: \u201cTo truly change culture<\/a>, leadership appraisals must measure not just business results, but relational and integrity-based outcomes. Leaders should be rewarded for building trust, respect, and psychological safety, and penalised for tolerating toxicity.\u201d\u00a0<\/p>\n Read more: Workplace discrimination against young women reaches three-year high<\/a><\/p>\n Any response to allegations of misogyny must be systemic, which means actively equipping leaders to role-model inclusive behaviour, embedding psychological safety, and holding people to account when standards slip, added Peake. \u00a0<\/p>\n She continued by saying that one-off training isn\u2019t enough: \u201cHR must lead culture change, such as clear policies on acceptable standards, robust bystander intervention training, clear\u00a0whistleblowing<\/a> channels and real-time monitoring and addressing of complaints, to help create safety. HR needs to intervene early, act decisively, and challenge harmful dynamics.\u201d<\/p>\n Speaking to HR magazine, Geeta Nargund, chair of gender parity consultancy The Pipeline, added: \u201cHR is not a passive function, it’s a powerful lever for\u00a0cultural change.<\/a> Its role in tackling misogyny, whether in a sports club or a corporate business, is a non-negotiable.<\/p>\n \u201cWhether overt or subtle, HR must be clear about its zero-tolerance for gender-based discrimination at every stage of the employee lifecycle, right through from hiring to exit interviews. The \u2018boys-will-be-boys\u2019 mentality that is all too common in business and sport isn\u2019t harmless. It mustn\u2019t be downplayed or brushed under the rug; we simply cannot allow it to fester.\u201d<\/p>\n