Recent headlines around Peter Mandelson and renewed scrutiny of historic associations have reignited an uncomfortable but important conversation. This isn’t all about politics, but about judgment, due diligence and risk.

High-profile appointments inevitably attract scrutiny, but the underlying issues are not confined to public life. For employers, they raise familiar and increasingly important questions about recruitment decisions, organisational culture and how reputational risk is assessed and managed.

Appointments and promotions are never just about experience or technical competence. They are also about:

• reputation and perception

• trust and credibility

• the message sent internally to staff

• and the message sent externally to clients, stakeholders and the wider public.

In the workplace, appointing or promoting individuals without properly considering reputational and cultural risk can expose organisations to far more than adverse publicity. It can undermine confidence in leadership, damage morale and erode psychological safety.

These risks are particularly acute where issues of sexual misconduct or harassment arise. Even where matters are historic, unproven or indirect, their impact on workplace culture can be immediate and significant. Concerns may affect staff confidence, willingness to raise issues and perceptions of fairness, especially where senior individuals are involved. A recent survey showed that 1 in 4 women had been sexually harassed at work. 3 in 4 of these women did not report the harassment.

For employers, this highlights the importance of having robust systems in place, not only to prevent harassment, but to deal with concerns lawfully, consistently, and transparently when they arise, and ensuring that staff feel empowered to speak up, and management know how to prevent it and call it out.

This is why getting recruitment right at all levels matters, and why clear sexual harassment policies, effective training and trusted reporting mechanisms are no longer “nice to have”.

With the cap on unfair dismissal compensation due to be removed, and enhanced protections for those subjected to sexual harassment in the workplace on the horizon, the legal and financial exposure for employers is increasing. However, reputational damage and loss of trust can be even more difficult to repair.

Recent headlines are a reminder that decisions made at the top can have far-reaching consequences. Furthermore, the impending launch of the Fair Work Agency (April 2026) will bring together enforcement powers across key areas of employment law, with a particular emphasis on compliance, worker protection and employer accountability. Once operational, employers can expect greater scrutiny of workplace practices.

Employers should be asking themselves:

• Do our sexual harassment policies reflect the latest legal protections — and do staff understand them?

• Are managers trained to spot, handle and escalate concerns appropriately?

• Is there a safe, confidential way for concerns to be raised — particularly where senior individuals are involved?

• Are investigations handled consistently, lawfully and with appropriate independence?

Addressing these questions proactively can significantly reduce legal, cultural and reputational risk.

We can help and we regularly support employers with:

• Designing and delivering tailored sexual harassment and dignity at work training, including for senior leaders and boards

• Reviewing and updating sexual harassment, grievance and whistleblowing policies

• Advising on confidential reporting mechanisms, including the managing of independent helplines

• Supporting employers with workplace investigations, particularly where allegations involve senior staff

• Advising on recruitment and promotion risk to reduce legal and reputational exposure

If these issues are landing uncomfortably close to home, early advice can make a significant difference. Taking action proactively, rather than reactively, is now not only a legal obligation but is often the most effective way to protect both people and organisations.

Cover Image generated by AI (Nano Banana Pro)