Before the party season begins . . .

As the festive season approaches and diaries fill with office parties, leaders and HR professionals need to be sure that their organisations are meeting their legal obligations.

Since 26 October 2024, the legal landscape has changed. The Worker Protection (Amendment of Equality Act 2010) Act 2023 requires employers to take “all reasonable steps” to prevent sexual harassment of their employees, not merely react once someone complains. Further reforms under the Employment Rights Act 2025 extend employer responsibility to harassment by third parties such as clients and suppliers.  This came into force on 30 October 2026.

Why do power dynamics matter?

The criminal proceedings against Russell Brand, who denied the allegations, but was found guilty, have culminated in a prison sentence of over 10 years.  This is not the place to comment on the case, once again it puts the role of power in the public eye. The allegations, first reported publicly in 2023, relate to a period when he was a prominent figure in broadcasting, and they have prompted questions that apply to any organisation, whatever the outcome in court. Could people working around a powerful individual raise a concern? Would they have expected to be believed? Was there a route for reporting that did not depend on people with an interest in protecting a star performer?  These are the same questions that Hafton HR asked about the Jimmy Savile case back in 2012: https://haftonconsultancy.com/would-your-organisation-stand-up-to-jimmy-savile/.

Harassment is more likely where individuals hold disproportionate influence, where reputations are protected, and where those affected fear that speaking up will cost them dearly. It is not confined to the entertainment industry. It can arise wherever one person controls another’s pay, progression or reputation. Even if you have complete trust in your leaders, social situations such as a client event, an office party or a team-building day that ends with an evening drink can lead managers and staff to overstep the mark, especially when alcohol is available.

So, what should employers do now?

• Assess the risks. Identify where power imbalances, lone working, alcohol, or customer contact create exposure, and record what you find and the action you take.
• Train everyone, and train managers differently. Managers need to recognise warning signs, receive disclosures well, and understand their own influence.
• Make reporting easy and safe. Offer more than one route, including options that bypass a line manager, and make clear that victimising anyone who raises a concern will be treated as a disciplinary matter.
• Act on concerns, whoever is involved. A policy that bends for high performers or senior leaders will not survive scrutiny, from staff or from a tribunal.
• Keep records. If you are ever asked what steps you took, you need evidence.

What practical steps can employers take regarding office parties?

A party, even off-site and out of hours, can be treated as an extension of the workplace, and employers can be held liable for harassment by their staff there unless they can show they took all reasonable steps to prevent it.

Before the event:

1. Send all attendees a short reminder that workplace standards of conduct apply.
2. Make sure senior staff understand they set the tone and carry extra responsibility.
3. Keep alcohol moderate, with good non-alcoholic options and food available.
4. Name a designated contact for concerns, and make sure that people can get home safely.
5. Be ready to act. Anything reported afterwards should be taken seriously and handled promptly.

The strongest protection is a culture where people trust that concerns will be heard and acted on without fear of consequences. Used well, the party season is a chance to show that your organisation means what its policies say.

In summary, now is the time to review your policies, brief your managers, and make sure every colleague knows where to report concerns.  If you would like to speak to Hafton HR for advice on protecting your organisation, please contact us at info@haftonconsultancy.com  giving your name, business and contact number.