Video

When Conduct Crosses the Line: Alcohol, Sexual Behaviour and Public Sector Accountability

Work-related social functions are a long-standing feature of local government and public sector workplaces. End-of-year events, team celebrations and farewells are often encouraged as a way to build morale and recognise service.

However, when alcohol, poor judgement and inappropriate behaviour intersect, the consequences for councils and government agencies can be significant—not only for those involved, but for organisational culture, staff wellbeing, and public confidence.

Today, I want to revisit a case that highlights the risks, obligations and responsibilities of public sector employers when conduct at work-related functions crosses the line.

The Scenario

The matter arose from a combined Christmas and farewell function attended by a number of employees. The organisation contributed financially to the event, and several staff attended pre-event drinks at a nearby hotel.

After the function concluded, a group of employees returned to privately booked accommodation. What followed involved:

• excessive alcohol consumption
• highly inappropriate sexual behaviour between employees
• conduct that occurred in the presence of other staff who had not consented to witnessing it

The behaviour was described by witnesses as shocking, distressing and humiliating.

Several employees reported feeling:

• deeply uncomfortable
• distressed and unable to attend work
• concerned about the workplace culture and safety

One employee contacted a manager while in a state of acute distress.

The Complaint and Immediate Response

Once management became aware of the allegations, the organisation:

• confirmed initial details with witnesses
• suspended the employees directly involved
• commenced a formal investigation

This immediate response is particularly important in a public sector context, where employers have:

• a duty of care to employees
• a legal obligation to prevent sexual harassment
• a reputational obligation to maintain public trust

The Investigation

During the investigation:

• multiple witnesses corroborated the conduct
• several expressed regret they did not intervene earlier
• affected employees reported significant distress

One key participant initially:

• denied the conduct
• claimed memory loss due to alcohol
• later refused to answer direct questions

However, during proceedings she ultimately admitted to engaging in the conduct, stating she had been too embarrassed to tell the truth.

This raised two central issues for the employer:

1. Inappropriate and offensive conduct in the presence of colleagues

2. Dishonesty during a workplace investigation

Both are highly relevant in the public sector, where integrity and transparency are core employment expectations.

The Legal Proceedings

The matter progressed through the industrial relations system, where the following issues were considered:

• whether the conduct constituted sexual harassment
• whether the conduct was sufficiently connected to employment
• whether dishonesty during an investigation justified termination
• whether termination was harsh, unjust or unreasonable

The initial decision found the conduct:

• was only marginally sexual harassment
• occurred largely outside the workplace
• did not justify termination

However, this decision was overturned on appeal.

The final determination concluded that the termination of employment was not harsh, unjust or unreasonable.

Why This Matters for Councils and Government Agencies

Even though this case dates back to 2007, it is highly likely that today’s outcome would be even stronger, given:

• modern workplace behaviour standards
• strengthened sexual harassment laws
• heightened community expectations of public sector conduct
• the positive duty on employers to eliminate sexual harassment

For councils and government bodies, the risks extend beyond internal HR consequences. They include:

1. Public Confidence and Reputation

Public sector employees are expected to uphold standards that reflect community values. Misconduct can quickly become a reputational issue.

2. Workplace Safety Obligations

Under WHS legislation and anti-discrimination laws, employers must provide a safe workplace—including at work-related events.

3. Cultural Impact

Failure to respond appropriately can:

• erode trust in leadership
• discourage reporting of misconduct
• normalise inappropriate behaviour

4. Vicarious Liability

Employers can be held liable for employee behaviour at work-related events—even after hours—if there is a sufficient connection to employment.

Key Lessons for the Public Sector

This case reinforces several critical principles for councils and government agencies:

1. Work Functions Are an Extension of the Workplace

Clear behavioural expectations must apply before, during and after official functions.

2. Alcohol Is a Risk Multiplier

Employers should take active steps to manage alcohol consumption at work-related events.

3. Sexual Conduct in the Presence of Others Can Constitute Harassment

Even if not directed at a specific individual, such conduct can still create a hostile or offensive work environment.

4. Dishonesty During an Investigation Is Serious Misconduct

Integrity is a fundamental requirement in public service roles.

5. Procedural Fairness Is Critical

Employers must ensure:

• impartial investigations
• proper evidence gathering
• opportunities for response
• well-documented decision-making

Practical Steps for Councils and Government Employers

To minimise risk, public sector organisations should:

• Review and update Code of Conduct and Workplace Behaviour Policies
• Ensure policies clearly apply to work-related functions and travel
• Provide training on appropriate workplace behaviour and sexual harassment
• Set clear expectations regarding alcohol consumption
• Ensure managers understand their responsibilities at social events
• Act promptly and consistently when complaints are raised
• Maintain thorough and defensible investigation processes

Final Thoughts

Workplace culture is not defined by what happens during business hours alone—it is shaped by how employees behave whenever they are connected to their employment.

For councils and government agencies, the standard must always reflect:

• integrity
• accountability
• respect
• community expectations

When conduct falls short, organisations must be prepared to act decisively, fairly and transparently.

Takeaways

• Document investigation processes comprehensively
• Test all evidence—both supporting and contradicting
• Obtain formal witness statements
• Ensure procedural fairness at every stage
• Take proportionate but decisive action where misconduct is established

If your council or government agency requires assistance with:

• reviewing policies
• managing investigations
• or responding to allegations of workplace misconduct

professional, independent support can make all the difference in achieving a fair and defensible outcome.