When the ‘Kiss Cam’ Captures More Than Just a Moment: Romantic Relationships in the Workplace and the Legal Risks

Imagine this: A packed Coldplay concert. Tens of thousands of fans. Suddenly, the “kiss cam” camera pans to the crowd and lands on a man and woman sharing an affectionate embrace. They realise the camera is on them and duck to avoid being seen. The moment is broadcast across the stadium on the giant screen. The twist? That man happens to be the CEO of a major US tech company, Astronomer Inc. The woman, not his spouse, is his Chief People Officer. Within hours, the footage is trending online, sparking a flurry of speculation about an affair between two of the company’s most senior leaders.

What might have been a private matter quickly becomes a corporate dilemma. Questions swirl about the integrity of leadership, conflicts of interest, and whether company policies were followed. Employees and stakeholders are left wondering: is this relationship a breach of internal protocol, or worse, the beginning of a legal and reputational headache?

This real-life scenario, which occurred at a Coldplay concert on 16 July in Foxborough, Massachusetts, serves as a timely reminder to HR professionals and business leaders across the globe: workplace relationships, particularly those involving the executive team, must be carefully navigated.

Relationships Pose Legal and Practical Challenges

Romantic relationships between colleagues are nothing new, and often entirely consensual. In fact, 45% of respondents in a survey of UK office workers said that they have met a “substantial” romantic partner at work. However, when such relationships occur between individuals at different levels of seniority, the stakes rise significantly.

The Key Risks Employers Face:

• Conflicts of Interest – Senior executives involved in personal relationships may make, or appear to make, biased decisions affecting the other party’s role, pay, or progression.

The appearance of impropriety can be just as damaging as the reality, eroding trust and morale.

• Favouritism and Team Resentment – Even if there is no formal conflict, colleagues may perceive one or more parties are receiving preferential treatment, particularly where one person has influence over hiring, promotion, or performance evaluations.
• Risk of Harassment Allegations and exposure under the Equality Act 2010 – employers need to be mindful of the fact that relationships that begin consensually may sour. If a breakup results in unwanted contact or tension at work, the business may face claims of harassment or constructive dismissal. Employers are vicariously liable for acts of sexual harassment by employees unless they can demonstrate they took reasonable steps to prevent it. Further, a failure to take reasonable steps could result in an increase in any compensation award for discrimination by up to 25%. Compensation for discrimination claims is already unlimited, so this uplift could be significant.
• Corporate Reputation – In the age of social media, even private conduct can become public. A highly visible relationship between executives, if not properly managed, can damage both brand and investor confidence.

Legal and HR Best Practice: What Should Employers Do?

Introduce a Workplace Relationships Policy

• Make expectations around workplace conduct clear i.e. the relationship should not affect their work.
• Require disclosure of relationships – this is particularly important in those that involve direct reporting lines or power imbalance.
• Outline how conflicts will be mitigated (e.g. reassigning supervision duties)
• Any displays of affection should not be carried out in the work environment

Ensure Transparency in Leadership Conduct

• Executives and HR leaders should be held to the highest standards.
• Disclosures at this level may warrant board involvement or independent oversight.

Train Managers and Employees

• Regular, tailored training on harassment prevention and professional boundaries is essential.
• Include case studies relevant to your industry and workforce.

Review Governance Structures

• Ensure that any personal relationship does not undermine checks and balances, particularly in areas such as remuneration committees or performance reviews.

Foster a Speak-Up Culture

• Encourage employees to raise concerns without fear of retaliation.
• Investigate complaints thoroughly and sensitively, regardless of who is involved.
• Carry out risk assessments and prepare action plans to address risks

The Coldplay concert incident may seem sensational, but it highlights very real vulnerabilities in workplace governance. HR professionals and legal teams must work together to ensure that policies are not only in place but are also embedded in the organisation’s culture, especially when personal relationships intersect with professional obligations.

If you’re concerned about how your organisation manages workplace relationships or would like support drafting or updating your policies, our  employment lawyers. is here to help, please do not hesitate to get in touch.