Selected cases

Federal Court of Australia · [2026] FCA 1582

Gavin v Svitzer Australia Pty Ltd (Relief)

A port manager was dismissed during a restructure while a proposed replacement role was still being discussed.

Federal Court of Australia23 Oct 2026

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Quick read

  • A genuine restructure does not give an employer permission to take adverse action because an employee exercises a workplace right.
  • A port manager was dismissed during a restructure while a proposed replacement role was still being discussed.

Use this to check

  • The existing Newcastle Port role had genuinely been slated for redundancy, but the later decision to remove any continuing role was unlawful because Mr Gavin had exercised a workplace right.
  • The Court found that the sudden decision displaced an ongoing negotiation about a replacement role.
  • Reinstatement was refused because no comparable role existed and creating one would impose a significant operational burden.

Decision snapshot

  1. What happened

    • Geophrey Gavin had worked for Svitzer for nearly six years and was Port and Operations Manager at Newcastle Port.
    • Svitzer was redesigning the port management structure.
    • His existing role was genuinely disappearing, but management had offered him an Operations and Strategic Projects Manager role and discussions about its scope and remuneration were continuing.
    • Mr Gavin did not accept the proposal as first put.
  2. What the court had to decide

    • Liability had already been decided.
    • The remedy hearing asked how the Court should respond to the two Fair Work Act contraventions.
  3. What the court decided

    • The Court declined reinstatement.
    • The original Port and Operations Manager position no longer existed, the proposed replacement role was no longer available and no current role matched Mr Gavin's former duties and remuneration.
    • Recreating a senior job that no longer met the business's operational needs would impose a significant burden.

Practical impact

Practical read

  • A genuine restructure does not give an employer permission to take adverse action because an employee exercises a workplace right.
  • Even where an existing position is genuinely disappearing, the business must keep that operational decision separate from any protected complaint, inquiry or other workplace right.
  • Decision-makers need a pause point before a dismissal is approved.
  • In this case, a long planning process changed almost overnight and the decision was discussed across different teams without effective pushback.

Practical takeaways

  • The existing Newcastle Port role had genuinely been slated for redundancy, but the later decision to remove any continuing role was unlawful because Mr Gavin had exercised a workplace right.
  • The Court found that the sudden decision displaced an ongoing negotiation about a replacement role.
  • Reinstatement was refused because no comparable role existed and creating one would impose a significant operational burden.
  • Past and future economic loss remained available even though reinstatement was not ordered.
  • Notice and redundancy pay were credited against economic loss, while accrued leave was not.

The result in brief

Svitzer did not have to recreate a senior role that no longer fit its Newcastle Port structure. The Court therefore refused reinstatement.

But the business still had to compensate Mr Gavin for the consequences of the unlawful decision that ended the negotiation over a continuing role. The remedy included past and future economic loss, medical expenses, $15,000 in general damages and a $20,000 civil penalty.

How a planned restructure became adverse action

Mr Gavin's existing position was already due to disappear. That part of the restructure had been planned and was not itself retaliation. Management had also proposed a different senior role and was still discussing its scope and remuneration with him.

The legal problem was the reason for the later snap decision. The earlier judgment found that Svitzer removed any continuing role because Mr Gavin exercised a workplace right. The remedy judgment described a decision made out of irritation at his attitude. What had been a negotiation became a dismissal.

Key points

  • Separate the business case for removing a position from the reason for ending the employee's employment
  • Preserve the chronology of role proposals, employee responses and decision approvals
  • Do not let frustration with questions or counterproposals become a dismissal reason

Why reinstatement was not practical

Reinstatement is an important remedy after an unlawful dismissal, but it is not automatic. By October 2026, the old role was gone, the proposed replacement role was unavailable and no current Newcastle position offered comparable duties and pay.

The Court accepted that creating a job solely to reinstate Mr Gavin would impose a significant burden and would not meet the business's operational requirements. It addressed the contravention through compensation instead.

How the Court approached compensation

ComponentApproach
Past economic lossSvitzer remuneration, bonus and superannuation compared with later earnings, subject to the Court's dates and assumptions
Termination payments$64,500 for notice and redundancy credited against loss; accrued leave not credited
Future economic lossCalculated to 31 May 2028 using Svitzer remuneration, bonus, superannuation and CPI, with a 3% discount for upfront payment
Medical expenses$1,300
General damages$15,000 for hurt and embarrassment caused by the dismissal
Civil penalty$20,000 for the grouped contraventions, payable to Mr Gavin

Controls that matter before a restructure dismissal

The judgment is a warning about decision discipline, not a ban on restructuring. A business should be able to show why the position is changing, what alternatives were considered and why the final decision is independent of any protected complaint or inquiry.

Key points

  • Write down the operational reason for the restructure before the employee response is received
  • Identify complaints, inquiries, leave, safety activity and other possible workplace rights
  • Use a decision-maker who can test the recommendation and the contemporaneous documents
  • Record why each proposed role or alternative is accepted or rejected
  • Pause any sudden change in direction and obtain an independent legal or HR review
  • Keep consultation genuine until the decision is actually made

Common questions

Was the restructure itself unlawful?

Not in full. The Court accepted that Mr Gavin's original Port and Operations Manager role was genuinely being removed through careful planning. The contravention was the later decision to sweep aside his continuing employment and redesign the structure so that no role remained for him because he had exercised workplace rights.

Why was Mr Gavin not reinstated?

His old role no longer existed, the proposed replacement role was no longer available and the remaining jobs were materially different and lower paid. The Court found that recreating a comparable senior role would impose a significant burden on Svitzer's current operations.

Did Svitzer have to pay a fixed compensation total?

The judgment set the method and components rather than one final total. It required compensation for specified past and future economic loss, medical expenses and general damages, with interest. The parties were directed to calculate the economic amounts and provide draft orders.

Why was $64,500 deducted from the economic-loss calculation?

That amount represented notice and redundancy payments. Crediting it avoided paying twice for the same period of loss. Accrued annual and long service leave were treated differently because they were entitlements earned before dismissal.

What creates general protections risk during a restructure?

Risk arises if an employer dismisses an employee or alters their position because the employee exercised a workplace right. The earlier liability judgment made that finding against Svitzer. Whether a particular complaint, inquiry or other action is protected depends on its content, context and legal basis.

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Update history

Case23 Oct 2026

Federal Court sets remedy for retaliatory restructure dismissal

The Federal Court refused reinstatement after a genuine restructure removed the old role, but ordered compensation, general damages and a civil penalty for the unlawful decision that ended the employee's continuing employment.