Codes of Conduct for Australia and New Zealand
A code of conduct is one of the most important workplace documents an organisation can give to its people.
It explains how employees, contractors, volunteers, directors, managers, councillors, public officials and other workplace participants are expected to behave. It also helps the organisation set standards around safety, respect, honesty, privacy, conflicts of interest, gifts, public comments, use of resources, reporting and professional judgement.
In Australia and New Zealand, a code of conduct should not be treated as a decorative policy that sits unread in a handbook.
It should connect with real workplace obligations, including work health and safety, anti-discrimination, bullying and harassment prevention, privacy, employment duties, public sector integrity, disciplinary processes and good-faith workplace relationships.
This becomes even more important when people work in government roles, city councils, state offices, federal agencies, public authorities or publicly funded organisations.
Government employees and officials do not only represent their employer. They also represent public trust. Their decisions may affect permits, grants, procurement, planning, community services, inspections, enforcement, public funds, public records, confidential information and access to essential services.
A strong code is practical.
It tells people what is expected, why it matters, what behaviour is not acceptable, how concerns should be reported and what may happen if the code is breached. A structured online induction process can help organisations present the code clearly, collect acknowledgements, test understanding and keep records that the document was communicated.
What is a code of conduct?
A code of conduct is a written set of standards that explains how people are expected to behave when they are connected with the organisation.
It may apply to employees, managers, executives, contractors, labour hire workers, volunteers, board members, elected councillors, committee members, suppliers, visitors or anyone representing the organisation.
The document should explain values, standards and practical rules.
A code of conduct may include expectations about respectful behaviour, confidentiality, conflicts of interest, gifts, workplace safety, customer interaction, social media, discrimination, bullying, harassment, reporting obligations and use of company resources.
In government and public sector environments, the code may also cover impartiality, use of authority, stewardship of public resources, community trust, public records, procurement integrity, political neutrality, gifts and benefits, decision-making fairness and conflicts between private interests and public duties.
A useful code does not need to sound like a legal document.
It should be written in plain language so people can understand it during induction, refer to it later and apply it during everyday work.
Why codes of conduct matter
A code of conduct gives the organisation a clear behavioural standard.
Without one, managers may rely on personal judgement or inconsistent habits. One supervisor may tolerate behaviour that another treats as serious misconduct. A worker may not understand where the line sits between informal conversation, disrespectful conduct and reportable behaviour.
A clear code reduces uncertainty.
It also supports fairness. If the organisation expects people to follow certain standards, those standards should be communicated before discipline, complaints or disputes occur.
The code can also support a stronger safety culture because behaviour, communication and trust all affect how safe people feel at work.
For example, workers are more likely to report hazards when they trust that concerns will be taken seriously. They are less likely to speak up when bullying, intimidation or retaliation is tolerated.
In public sector workplaces, the code has an additional purpose.
It helps protect public confidence. When a person works for a council, government department, regulator, public authority or agency, the community expects decisions to be fair, transparent and made for proper purposes.
Australia and New Zealand: similar purpose, different legal settings
Codes of conduct are useful in both Australia and New Zealand, but businesses should remember that each country has its own legal framework.
In Australia, conduct standards may connect with the Fair Work Act, work health and safety laws, anti-discrimination laws, privacy obligations, workplace sexual harassment protections, public sector legislation, local government rules and state or territory requirements.
In New Zealand, a code may connect with employment agreements, workplace policies, the duty of good faith, the Health and Safety at Work Act, the Privacy Act 2020, human rights laws, fair disciplinary processes and public service integrity requirements.
Government employees and officials may also be covered by specific public sector codes, local government codes, agency policies, ministerial staff standards, council procedures or statutory obligations.
This article gives general guidance only.
Employers should check current legal requirements and obtain advice before relying on a code of conduct for disciplinary action, investigations, termination, contractor controls, councillor matters, public sector complaints or regulatory compliance.
A code is an important tool, but it does not replace proper legal, HR, governance or WHS advice.
Why government codes of conduct need extra care
A code of conduct in a government workplace carries a heavier responsibility.
Private employers need clear behaviour standards. Government bodies need that too, but they also need standards that protect community trust, fair decision-making and the proper use of public power.
This applies to:
- city councils
- shire councils
- state government departments
- federal government agencies
- local government authorities
- statutory authorities
- public hospitals
- public education providers
- regulators
- public works agencies
- government-owned entities
- public boards and committees
- elected councillors and appointed officials
- contractors working inside government environments
People in these settings may make or influence decisions about public funds, permits, services, enforcement, procurement, planning, access, funding and community programs.
A weak code can create serious problems.
It can lead to conflicts of interest, unfair decisions, misuse of confidential information, procurement concerns, favouritism, gifts and benefits issues, poor treatment of the public, misuse of position or loss of confidence in the organisation.
A strong code helps public officials understand that their decisions must be made for proper purposes, not private gain.
City councils and local government conduct
City councils and local government bodies need codes of conduct because they sit close to the community.
Council staff, councillors, contractors and committee members may deal with planning permits, building matters, local laws, rates, waste services, community grants, public facilities, tenders, infrastructure, enforcement, complaints and local events.
These decisions can affect residents, businesses, developers, community groups and suppliers.
A city council code of conduct should be clear about:
- impartial decision-making
- respectful public interaction
- conflicts of interest
- gifts and benefits
- use of council resources
- access to confidential information
- procurement and tender fairness
- interactions between councillors and staff
- social media and public comment
- complaints and investigation processes
- treatment of residents and ratepayers
- use of delegated authority
- community trust and transparency
Council conduct issues can be complex because elected representatives, council employees and contractors may have different roles.
A councillor may be involved in policy direction and community representation. Staff may manage operations, advice and implementation. Contractors may deliver works or services. The code should make those boundaries clear.
For councils using online onboarding and contractor workflows, city council inductions can support induction planning for council staff, contractors, visitors and volunteers.
State and Federal offices
State and Federal government offices need codes of conduct that reflect public service responsibilities.
People working in these environments may handle policy advice, grants, public money, sensitive records, ministerial correspondence, public enquiries, procurement, regulatory matters, complaints, investigations or access to government systems.
The code should explain how officials are expected to behave when carrying out public functions.
Important topics may include:
- integrity in decision-making
- impartiality and political neutrality where required
- proper use of authority
- confidentiality and official information
- record keeping
- respectful service to the public
- conflicts of interest
- outside employment
- gifts and hospitality
- procurement and grants
- public comments and media enquiries
- use of government property
- reporting misconduct
- cooperation with investigations
Public servants may face pressure that is not always obvious in private workplaces.
Public servants may be asked for favours. Lobbying approaches can also create pressure. Personal connections to applicants, suppliers or community organisations may affect judgement if they are not disclosed. In some roles, staff may also see confidential decisions before public release.
A practical code helps people recognise those risks early.
Public trust is the central issue
For government roles, the code of conduct is not only about avoiding misconduct.
It is about maintaining public trust.
A decision may technically follow a process but still damage confidence if the conduct looks biased, secretive, careless or self-interested.
Public trust depends on both actual integrity and perceived integrity.
This is why conflicts of interest, gifts, private relationships, social media comments and use of authority must be handled carefully.
For example, a council officer involved in a procurement process should not appear to favour a supplier connected to a personal relationship. Public servants should not use inside information to help a friend or private business. Councillors should not use their position to pressure staff for an improper purpose. The code should explain that perception matters.
People need to ask not only, “Is this allowed?” but also, “Would this look fair and proper to the public if it became known?”
Conflicts of interest in public roles
Conflicts of interest are one of the most important topics for government and public sector codes.
A conflict may be actual, potential or perceived.
An actual conflict exists where private interests directly conflict with official duties. A potential conflict may arise in the future. A perceived conflict exists where a reasonable person could think private interests might influence the decision.
Public sector codes should explain all three.
Examples may include:
- assessing a grant application involving a friend
- joining a tender panel involving a former employer
- handling a planning matter near personal property
- making decisions involving relatives
- receiving gifts from suppliers
- using inside information for private gain
- holding outside employment connected to official duties
- participating in a committee while having a financial interest
The code should explain how conflicts are disclosed, recorded and managed.
Disclosure alone may not be enough. Some conflicts may require removal from a decision, restricted access to information, independent review or another management step.
Gifts, hospitality and benefits in government
Gifts and benefits require special care in public offices.
A small gift in a private workplace may be harmless. In a government setting, the same gift may create a perception that a decision could be influenced.
Codes should explain what can and cannot be accepted.
They may also include thresholds, approval requirements, reporting steps and gift registers.
Examples may include:
- meals from suppliers
- event tickets
- travel or accommodation
- hampers
- discounts
- sponsored conference attendance
- donations to related groups
- personal favours
- hospitality during procurement
- benefits offered to family members
The safest approach is transparency.
Workers should know when to refuse a gift, when to declare it and who can approve any exception. During tenders, enforcement matters, grants or regulatory decisions, the rules should usually be stricter.
A gift rule is not about offending people. It is about protecting confidence in the decision.
Procurement, tenders and grants
Procurement and grants are high-risk areas for conduct breaches.
Government bodies often purchase goods, engage contractors, fund community programs, award grants, approve panels or manage tenders. These decisions may involve significant public money.
A code of conduct should explain procurement integrity clearly.
This may include:
- fair competition
- no favouritism
- confidentiality during tender processes
- proper evaluation
- conflict declarations
- no side deals
- no unauthorised communication
- accurate records
- no gifts during procurement
- separation of duties
- approval pathways
- document retention
The same principles apply to grants.
People involved in assessment should understand that personal relationships, political pressure, community connections or private interests must not improperly influence decisions.
A code should make clear that public money must be handled responsibly.
Use of authority and position
Government employees and officials may hold authority that affects other people.
They may approve applications, issue notices, inspect premises, recommend funding, enforce local laws, assess compliance, manage complaints or provide official advice.
That authority must be used properly.
A code of conduct should explain that people must not use their role, title, badge, access, inside knowledge or decision-making power for personal benefit or to harm others.
Examples may include:
- pressuring staff for personal assistance
- using a government role to gain private discounts
- accessing records without a work reason
- threatening residents or businesses improperly
- fast-tracking a friend’s matter
- slowing down a matter because of personal dislike
- using official information in a private dispute
- making unauthorised public statements
The code should make the principle simple: official power must be used for official purposes.
Confidential information and public records
Government workplaces handle sensitive information.
This may include personal details, complaints, compliance reports, legal advice, procurement documents, planning material, investigation files, health records, child information, staff records, financial details, Cabinet-related material or law enforcement information.
A code should explain confidentiality and record handling clearly.
People should know:
- what information is confidential
- when information can be shared
- who can approve disclosure
- how records must be stored
- when private devices cannot be used
- how to handle accidental disclosure
- what to do with media enquiries
- how freedom of information or official information requests are handled
- why public records must not be altered or destroyed improperly
Good record keeping is especially important in public bodies because decisions may need to be reviewed, audited, investigated or explained to the public.
A central document registry can help organise policies, acknowledgements, certificates and related compliance documents.
Political neutrality and public comment
Some government roles require careful boundaries around political activity and public comment.
Rules can differ depending on the country, jurisdiction, agency, role and employment arrangement.
A code should explain what applies in that workplace.
For example, employees may need to understand limits on speaking publicly on behalf of the agency, commenting on active matters, using official information, wearing uniforms in political contexts, using work resources for political purposes or creating confusion between personal views and official positions.
Elected councillors have a different role from council staff.
Councillors may speak publicly as elected representatives, while staff usually need to remain politically neutral in their official duties. A code should help clarify those differences.
Social media makes this topic more important.
A casual online comment can quickly become a public conduct issue if the person is identifiable as working for a council, department or agency.
Respectful service to the public
Government workers and officials often deal directly with the public.
They may speak with residents, applicants, ratepayers, business owners, students, parents, patients, clients, suppliers, complainants or vulnerable people.
A code of conduct should explain service standards.
This may include:
- respectful communication
- patience and professionalism
- clear explanations
- fair treatment
- accessibility
- privacy
- cultural sensitivity
- no retaliation against complainants
- safe responses to aggression
- escalation pathways
- accurate information
- avoiding personal opinions in official decisions
Members of the public may be frustrated, distressed or angry. Staff should not be expected to tolerate abuse, but they do need guidance on how to respond professionally and safely.
The code should connect public service standards with WHS procedures for aggression, threats and psychological harm.
Contractors working for government
Contractors working for government organisations should also understand conduct expectations.
A contractor may access government sites, systems, confidential documents, residents’ homes, public facilities, schools, infrastructure, procurement information or community programs.
They may not be employees, but their behaviour can still affect public trust.
A contractor code or contractor induction may cover:
- confidentiality
- conflicts of interest
- gifts and benefits
- site safety
- public interaction
- media and social media
- use of government information
- privacy
- reporting incidents
- document requirements
- work boundaries
- access permissions
For public sector contractor onboarding, contractor pre-qualification can help collect licences, insurance, certificates and required documents before work begins.
Contractors should not be allowed to claim ignorance of conduct rules when working inside public environments.
Codes of conduct for elected officials
Elected officials need careful conduct guidance because their role is public, visible and influential.
This is especially important for city councils and local government.
Councillors and elected officials may deal with community complaints, planning matters, local policy, funding, committees, public meetings, media, staff interactions and sensitive information.
A code should explain expectations around:
- respectful debate
- conflicts of interest
- confidential information
- interactions with staff
- use of council resources
- public statements
- meeting conduct
- gifts and benefits
- use of position
- community complaints
- social media
- improper influence
Elected officials may disagree strongly with each other. The code should not prevent debate, scrutiny or democratic disagreement. However, it should set boundaries around intimidation, misuse of information, improper pressure on staff and conduct that damages public confidence.
Codes of conduct for staff in government offices
Government staff need clear rules that reflect their operational responsibilities.
They may be responsible for advice, approvals, records, inspections, administration, customer service, policy, finance, procurement, grants, communications or program delivery.
A staff code should explain:
- how decisions are made
- who can approve actions
- how advice is recorded
- how conflicts are declared
- what information is confidential
- how public enquiries are handled
- how managers should escalate concerns
- how records should be kept
- how staff should respond to pressure
- how behaviour standards are enforced
Staff should not be left to navigate difficult situations alone.
The code should provide practical examples, contact points and reporting pathways.
Whistleblowing, complaints and protected disclosures
Codes of conduct should explain how serious concerns can be reported.
This is especially important in government and public sector environments, where misconduct may involve misuse of public funds, corruption, serious maladministration, conflicts of interest, privacy breaches, bullying, harassment, safety risks or improper decision-making.
The code should explain internal reporting options and refer to applicable protected disclosure or whistleblower processes where relevant.
People should know:
- where to report misconduct
- when to use normal complaint channels
- when a protected disclosure pathway may apply
- how confidentiality is handled
- what protection from victimisation means
- who can provide advice
- how reports are assessed
- what records may be kept
A structured incident reporting process can help organisations record concerns, allocate follow-up and maintain evidence.
For serious legal matters, organisations should use the appropriate statutory or legal process.
Bullying, harassment and discrimination
The code should clearly explain that bullying, harassment and discrimination are not acceptable.
In Australia, workplace bullying is generally understood as repeated unreasonable behaviour that creates a risk to health and safety. In New Zealand, workplace bullying is also treated as repeated and unreasonable behaviour that can cause physical or mental harm.
Discrimination and harassment may involve protected attributes, personal characteristics, sex, race, age, disability, religion, pregnancy, family responsibilities and other grounds depending on the jurisdiction.
The code should explain:
- unacceptable behaviour examples
- reporting options
- complaint contacts
- victimisation or retaliation protections
- available support
- investigation triggers
- confidentiality limits
For more detailed guidance, workplace bullying can support a separate policy or training module.
Sexual harassment and positive prevention
A modern code of conduct should address sexual harassment directly.
This should not be hidden inside a vague respect section.
In Australia, employers have a positive duty under the Sex Discrimination Act to take reasonable and proportionate measures to eliminate certain unlawful conduct as far as possible. That includes sexual harassment, sex-based harassment and sex discrimination in connection with work.
A code of conduct can help support that duty, but only if it is communicated and reinforced.
The code should explain unacceptable conduct, reporting options, bystander expectations, manager responsibilities, confidentiality, victimisation protections and the consequences of serious breaches.
Training should be practical and scenario-based.
People need to understand that sexual harassment can occur through comments, messages, images, jokes, repeated attention, physical behaviour, online conduct, work events, travel, customer interactions or third-party behaviour.
Psychosocial hazards and psychological safety
Codes of conduct are now closely connected with psychosocial safety.
Psychosocial hazards are aspects of work that can cause psychological or physical harm. Poor workplace relationships, bullying, harassment, conflict, violence, aggression, traumatic events, poor support and poor organisational justice may all contribute to risk.
A code of conduct helps define what behaviour is acceptable and unacceptable.
However, a document alone is not enough. The organisation also needs leadership, training, reporting processes, consultation, investigation procedures and follow-up.
A practical workplace health and safety approach should treat harmful conduct as a workplace risk, not only an HR problem.
When behaviour creates risk to health and safety, managers should know how to respond quickly and consistently.
Training and induction are essential
A code of conduct is only useful if people know it exists and understand it.
It should be part of onboarding, contractor induction, volunteer induction, councillor induction, board induction and manager training. It should also be refreshed when policies change, incidents reveal gaps or workers need to be reminded of standards.
Using online training allows organisations to explain conduct rules, include examples, ask scenario questions and keep completion records.
For broader learning management, an LMS can help organise conduct training, refresher modules, manager training and policy acknowledgement across teams, locations and worker groups.
This turns the code from a static document into a training process.
Acknowledgements and record keeping
Organisations should keep records that the code was provided and acknowledged.
Good record keeping may include:
- code version
- acknowledgement date
- training completion
- quiz results
- signed declarations
- refresher dates
- policy updates
- contractor acknowledgements
- manager training records
- councillor induction records
- incident reports
- follow-up actions
Records do not prevent misconduct by themselves, but they help show that the organisation communicated expectations clearly.
They also help public organisations respond to audits, investigations, complaints, internal reviews and community questions.
Keep the code current
Codes of conduct should be reviewed regularly.
Workplaces change. Legal expectations change. Remote work, messaging apps, AI tools, social media, customer behaviour, public expectations, privacy risks and psychosocial safety obligations can all create new issues.
A review may be needed when:
- legislation changes
- new public sector guidance is released
- complaints reveal gaps
- incidents occur
- the organisation restructures
- remote or hybrid work expands
- new technology is introduced
- workers ask repeated questions
- customers or residents raise concerns
- managers apply rules inconsistently
- councillor or board induction changes
- procurement rules are updated
For policy updates, message broadcast can help communicate changes to selected groups quickly.
For existing documents, rapid induction setup can help turn a static code into an online induction or training pathway.
How Induct For Work helps
Induct For Work helps organisations deliver code of conduct training and collect acknowledgements through online induction.
The platform can support:
- code of conduct modules
- employee onboarding
- contractor induction
- volunteer induction
- councillor and committee induction
- manager refresher training
- digital forms
- e-signatures
- quizzes
- certificates
- document uploads
- message broadcast
- reporting
- record keeping
The system can help administrators see who has completed the code of conduct training, who has acknowledged the policy and who needs follow-up.
Induct For Work does not replace legal advice, governance advice or HR judgement. It helps organisations communicate expectations, collect evidence and keep conduct training records organised.
Start treating the code as a living workplace standard
A code of conduct should not be a document people sign once and forget.
It should be a living workplace standard that explains how people are expected to behave, how decisions should be made and how concerns should be raised.
For Australian and New Zealand organisations, a practical code can support safety, respect, privacy, fairness, accountability and trust.
For government offices, city councils, state agencies, federal departments and public authorities, the code has an even wider purpose. It protects confidence in public decision-making and reminds officials that their role must be carried out with integrity.
The strongest approach is to write the code clearly, train people properly, collect acknowledgements, review it regularly and make sure managers apply it consistently.
Induct For Work gives organisations a practical way to deliver code of conduct training online, collect e-signatures, use quizzes, issue certificates and keep records in one place.
Start your 14-day free trial and see how Induct For Work can help your organisation communicate workplace conduct expectations with less manual administration and clearer records.
Frequently asked questions
A code of conduct is a written set of standards that explains how people are expected to behave when working for, representing or interacting with an organisation.
Codes of conduct are important in government because officials make decisions that affect public money, services, permits, procurement, records and community trust.
Yes. City councils need conduct rules for councillors, staff, contractors and committee members so that decisions, public interactions and use of council resources are handled properly.
It should include integrity, impartiality, conflicts of interest, gifts, use of authority, confidentiality, public records, respectful service, reporting pathways and consequences for breaches.
Yes. Contractors working with government organisations should follow relevant conduct, safety, privacy, confidentiality, conflict and site rules.
Employees can acknowledge the code through a signed form, e-signature, online induction workflow or policy acknowledgement process.
A code can support disciplinary action if it was properly communicated and applied fairly. Employers should still follow a careful and fair process.
Yes. Induct For Work can help organisations deliver code of conduct training, collect e-signatures, issue certificates, track completion and keep records organised.
Do you have any questions or great tips to share?
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Author: Anna Milova
Published: 21/03/2017
Updated: 20/06/2026
