the presence of the employee on the employer's payroll may be harmful to the employer. For example: A close relative (spouse, sibling, child or parent) of a member of the executive management of a company might not be able to work for a competitor where they could know trade secrets or where they themselves are part of the other company's executive management due to requirements for competition or antitrust prohibitions. This may be the case when two members of the same family become employed by the firm. In other cases, those who report wrongdoing in the workplace, known as whistleblowers, put their job at risk because they might be retaliated against. More common reasons for firing include attendance problems, insubordination (talking back to a manager or supervisor), drinking alcoholic beverages or doing illegal drugs at work, or consuming the same substances before work and showing up to work while intoxicated or "high" (an especially serious problem in jobs where the worker drives a vehicle, boat or aircraft or operates heavy machinery) or off job-site conduct. Additional consequences Some fired employees may face additional consequences besides their dismissal. This may occur when the reason for the termination is a violation of criminal law, or if serious damages are caused to the employer as a result of the employee's actions. Such ex-employees may face criminal prosecution, a civil lawsuit, or a reporting to a database of those who have engaged in serious misconduct in such a position, so that the chances of ever obtaining a similar position with another employer are less likely (blacklisting). Some examples are a caregiver who engages in abuse, a bank teller who has stolen money from the cash drawer, or a member of law enforcement who has committed police brutality. For the most serious violations, especially when the employer's security may be at risk from the employee in question, a guard or officer may escort a fired employee from the workplace to the parking lot upon their dismissal. Such actions are often taken by government offices or large corporations that contain sensitive materials, and where the risk exists that the terminated employee may remove some of these materials or otherwise steal trade secrets in order to retaliate against the employer or use it to the advantage of a competing enterprise. Problem employees Though many employers would like to get rid of their "problem employees", some employers are