While you may think you’ve had an awful week at work, spare a thought for those at the BBC. The Radio 2 team at Broadcasting House were blindsided on Monday (30 April) when it was announced that long-time presenter Scott Mills had been suddenly – and quietly – fired last week after almost three decades at the Beeb.
It was later reported that Mills had been questioned by police in 2018 over historical allegations of serious sexual offences. While the Crown Prosecution Service deemed there was insufficient evidence to bring charges the follow year, the BBC reportedly terminated his contract at the weekend after discovering the alleged victim was under 16.
With the scandals around Huw Edwards, Gregg Wallace and other disgraced presenters having chipped away at the BBC’s reputation, the broadcaster would have been under immense pressure to act quickly. Crisis management expert Neil McLeod has told The Independent that BBC bosses would have tried to uncover all the facts surrounding the allegations as soon as they were brought to their attention – being given very little time to react.
“The key objective is obviously to protect the reputation of the organisation and that very often means reporting to the CEO, usually the head of communications and more often than not, now their in-house legal team or general counsel,” said McLeod, who is the Corporate Divisional Managing Director at public relations firm the PHA Group.
“At a very early stage, you need to have receipt of all the facts and everything you can get in front of you in terms of what the situation is, who’s involved and importantly, who knows about it and how long they’ve known.”
When there’s a crisis that could potentially lead to the downfall of an organisation, bosses “need all of those facts as quickly” as possible.
However, with the age of social media upon us, organisations often don’t have long before word of a scandal gets out – which is why it’s vital that there are “proper communications and a management plan” in place.
“It can’t be something you make up on the spot,” he said. “Where lots of corporate organisations go wrong is they just don’t feel it’s going to happen to them – and it invariably does on differing levels. Clearly this situation is hugely significant; it’s a big radio personality and it’s the BBC.
“They should have that plan so they’re not playing catch-up – you should have who’s saying what, who’s involved in the formation of the plan, the kinds of thing you’re going to say but also people need to be aligned with the values of the company.”
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He added that organisations no longer have days to respond to crises. “We often say you used to have a golden hour to react and respond – and now it’s probably minutes. So the planning is so important and key.
“The important thing is to get ahead of the public exposé, to make sure the wheels are in motion and you’re dealing with things before people come to you and accuse you of not doing anything about it.”
After the BBC announced on Monday that Mills had been fired over claims “about his personal conduct”, various outlets began reporting that his exit related to historic allegations of serious sexual offences relating to someone under the age of 16.
The BBC later apologised for not looking into a separate allegation of “inappropriate communications” involving the presenter, which were reported by a journalist last year, and on Wednesday, the BBC confirmed that it obtained “new information” relating to Mills and “acted decisively” to terminate his employment.
Later that day, Mills issued his first statement on his exit, confirming that he was investigated over the allegation and that it was closed by police seven years ago.
Mills’ exit is the latest scandal to plague the BBC, with newsreader Huw Edwards pleading guilty to making indecent images of children in 2024 and Gregg Wallace’s firing from MasterChef after a report upheld 45 allegations of misconduct made against him.
In light of its previous crises, the BBC should have a detailed plan in place, McLeod said.
“This is why it’s responded how it has [to the Scott Mills scandal] because it’s not the first time. There’s a litany of issues that it’s been dealing with involving high profile, well-paid individuals,” he said.
“The one that people throw up – and not to in any way relate this to the Scott Mills situation, which is clearly entirely different – but Jimmy Savile clearly changed the game for the BBC on how it should respond. It’s history dictates its future crisis management.”
Shortly after the death of BBC presenter Jimmy Savile in 2011, hundreds of sexual abuse and child sexual abuse allegations were made against him – leading police to determine that he was one of the UK’s most prolific offenders.
With a new Director-General taking over at the BBC, McLeod said that incoming boss Matt Brittin should review how Mills’ exit was dealt with by the broadcaster.
“He should look at how the BBC processes are functioning and that responsibility within the organisation to deal with things as and when they happen,” he said.
“I think it’s been a big problem for the BBC where they’ve let opportunity to act pass them by, which causes major issues down the line.”
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