Summer work parties can be a valuable and enjoyable part of work life, bringing people together, rewarding hard work and creating space for colleagues to connect outside the usual pressures of the working day.

Often taking place in relaxed environments where alcohol is served and workplace boundaries can feel less clear, they can also create risk. Behaviour that would be challenged quickly in the office may be harder to manage, particularly where clients, suppliers, guests or venue staff are also present.

For anyone planning a work summer social, the risk of sexual harassment needs careful consideration. Prevention should be considered, practical and embedded before the event takes place.

This was the subject of a recent Level Up webinar, Preventing Sexual Harassment in the Workplace, hosted by Amy White, Head of Training and Wellbeing at Loch, where she explained what the legal duties mean in practice, and how employers can move from compliance to real prevention.

Silence does not mean low risk

Sexual harassment remains a persistent issue in UK workplaces, and one of the biggest challenges is under reporting. Employees may not raise concerns formally, which can lead leaders to assume there is no issue simply because no complaint has reached HR. That is a risky assumption.

According to the Unite 2025 survey, 25% of respondents had been sexually assaulted at work, 56% have been the recipient of sexually offensive jokes, 55% had experienced unwanted flirting, gesturing or sexual remarks, 43% had been inappropriately touched and 28% had been shared or shown pornographic images by a manager, colleague or third party. Yet, 75% did not report these incidents to anyone.

The legal direction has also shifted. Since 26 October 2024, the Worker Protection (Amendment of Equality Act 2010) Act 2023 has required employers to take reasonable steps to prevent sexual harassment in the workplace. This includes work related events, so not only behaviour that happens at desks, in meetings or during contracted hours.

Why summer socials need careful planning

A summer party may feel informal, but it is still connected to work. Employees attend because of their employment relationship and managers, junior employees and senior leaders may all be in attendance. Power dynamics still exist, whether the setting is a garden party, rooftop drinks or team away day.

Risk can increase when boundaries become blurred. Alcohol may lower inhibitions, employees may feel pressure to drink, stay late or join in with behaviour they are uncomfortable with. A junior employee may feel unable to challenge inappropriate comments from someone senior. A manager may witness concerning behaviour but be unsure whether to intervene.

These are all foreseeable scenarios which should be considered as they can expose employers to claims, and leaders should  set expectations long before the first drink is served.

From “we have a policy” to “we have a plan”

A policy is important, but it is not enough on its own. The preventative duty requires employers to consider where risk may arise and what practical action could reduce it.

Before the event, leaders should ask: what could go wrong, who may be more exposed and what measure should be taken to remove those risks?

This might include consideration of the venue and location, travel arrangements, start and finish times, alcohol provided, manager responsibilities, third party attendance, and how employees can raise concerns during or after the event.

An event specific risk assessment can help evidence that foreseeable risks have been considered and reasonable steps taken.

Set expectations before the event

Employees should not have to guess what behaviour is acceptable at a work related social. A simple pre-event communication can go a long way. It should be friendly in tone but clear in message: this is a work related event, everyone is expected to treat others with respect, harassment will not be tolerated and support is available if anyone feels uncomfortable or needs to raise a concern.

Managers should also understand their role. They are not there to police every conversation, but they remain representatives of the organisation. They should be alert to behaviour that could cause harm, confident to step in early and clear on how to address or escalate concerns.

Training also really matters here. Generic awareness training may not prepare managers for the realities of a social event, such as a colleague who has had too much to drink, a senior employee making inappropriate comments, or a third party behaving badly towards a member of staff. Practical, scenario based training helps people make better decisions in real situations.

Alcohol, power dynamics and third party risk

Many summer parties involve alcohol and banning it is not always necessary or proportionate. However, leaders should be realistic about its role in increasing risk. Reasonable steps might include providing appealing non alcoholic options, making food available, using drink tokens or limits, and giving the event a clear end time.

Senior leaders should also model the expected behaviour. If leaders treat the event as a space where normal standards are suspended, that message will cascade. When they are inclusive and respectful, they make it easier for others to follow.

Third party risk should not be overlooked. If clients, suppliers or external guests are attending, employees still need protection from inappropriate behaviour. Staff should know who to speak to if an issue arises, and managers should understand that concerns involving third parties must be taken seriously.

Make reporting safe and credible

As already highlighted, under reporting remains an issue. Employees may worry they will not be believed, that raising a concern will affect their career, or that the behaviour was “not serious enough” to report. Social events can intensify this uncertainty, especially where a concern involves someone senior.

Before and after the event, reporting routes should be clear. Employees should have more than one option, not simply “speak to your line manager”. They should also be reassured that concerns will be handled fairly, sensitively and promptly.

If a concern is raised, the organisation’s response becomes part of its prevention culture. A fair, proportionate investigation process should be ready before it is needed.  

Use the event as a learning opportunity

Effective prevention does not end when the last guest leaves. Leaders should ask what worked, were concerns were raised, did managers feel confident and should anything change for future events.

Feedback loops such as pulse surveys, manager debriefs, HR insights and employee listening channels, can help identify patterns before they become formal complaints. Documenting what has been considered and improved also shows that prevention is active, not theoretical.

Looking ahead…

The standard is set to tighten again. Under the Employment Rights Act 2025, from October 2026 employers will need to take “all reasonable steps” to prevent sexual harassment in the workplace, raising the expected standard of prevention.

Prevention of Sexual Harassment Support Packages:

If you’re looking to strengthen your organisation’s culture and compliance, take a look at our Prevention of Sexual Harassment Support Packages, covering HR guidance and legal advice.

Tier One: Compliance Foundations to Meet Minimum Legal Requirements: Price from £950 + VAT

  • HR Consultant and Solicitor to complete a risk assessment for your business
  • Report identifying risks and how to address them
  • Policy templates compliant with the latest legislation on bullying and harassment, equal opportunities, disciplinary and grievance
  • Compliance record template to evidence steps taken
  • Six-month and 12-month check-ins to assess need to update and introduce relevant policies

Tier Two: Processes in Practice: Price from £1,950 + VAT 

Everything in tier one, plus:

  • Training video for employees – raising awareness with the existing team and also for use in induction training for new starters, introducing the legal duty and associated expectations
  • Line manager training video – to support your managers to improve their knowledge, understand what is expected of them, covering receiving and responding to sensitive disclosures, and supporting with resolution

Tier Three: Ongoing Support to Achieve Accountability: Price from £3,450 + VAT 

Everything in tiers one and two, plus:

  • Assisting with the introduction of effective reporting mechanisms for sexual harassment and bullying
  • Providing recommendations and support to maintain a high level of visibility and awareness
  • Guidance on how to handle a complaint – legal input to advise on EQA, unfair dismissals, criminal aspects, and the risks of ignoring  
  • Supporting with analysing reporting data to identify patterns and areas of concern, with recommendations on how to address concerns

Additional bolt-on options:

  • Sexual harassment specific staff surveys to obtain an accurate picture of the occurrence of sexual harassment in the workplace
  • Facilitating staff listening sessions (either in-person or online) to gather information and insight in connection with the risk of sexual harassment occurring and the steps that could be taken to overcome the same, including producing a recommendations report at the conclusion of the exercise
  • Bespoke training sessions introducing the organisational culture and explaining associated expectations for employees and managers, either in-person or online
  • Bespoke training session for employee ‘Champions’, either in-person or online, to upskill key members of your team to create a safe space for employees to disclose concerns, to know how to respond in the moment, to provide advice and support in connection with resolution and to support organisationally with keeping an open dialogue and a high level of awareness
  • Facilitating ‘Lessons Learned’ sessions once a sexual harassment complaint has concluded or been resolved
  • Employment Tribunal Insurance – click here to learn more

Loch supports employers with practical, tailored guidance on preventing sexual harassment, including risk assessments, policy review, advising on reporting routes, staff and manager training, investigation support and our Prevention of Sexual Harassment Support Packages. Get in touch if you’d like to discuss how we can support you and your organisation.