MEMORANDUM TO THE TRUSTEES Fundraising Policy

Size: px
Start display at page:

Download "MEMORANDUM TO THE TRUSTEES Fundraising Policy"

Transcription

1 DECISION REPORT CRT 20 MEMORANDUM TO THE TRUSTEES Fundraising Policy 1. Introduction We are very aware that British Waterways did not have policies to cover individual fundraising and related activity because this was not part of its activities. With this in mind, in the run up to the creation of the Trust, we have created a Fundraising Policy Working Group to consider some of these issues. 2. Purpose of this Paper To report on progress with this work and to ask the Trustees to endorse formally the Terms of Reference for the Working Group as well as three initial pieces of work: Ethics Statement and Code of Conduct Fundraising Code of Conduct Acceptance and Refusal of Donations Donor Promise. 3. Terms of Reference: Fundraising Policy Working Group (Appendix A) The Group is constituted to include relevant professional advice from fundraising, finance (including audit), legal and procurement. It also takes account of the reputational and communications issues with representation from marketing. 4. Ethics Statement and Code of Conduct (Appendix B) This is simply an adaptation by the Head of Audit of the existing British Waterways Code of Conduct (itself based on the Nolan principles ) to take account of the existence in the new charity (for instance) of supporters as well as customers, partners etc. 5. Fundraising Code of Conduct Acceptance and Refusal of Donations (Appendix C) This takes a pragmatic approach to the issues involved in the acceptance or refusal of donations. Much of it deals with everyday practicalities (e.g. the refusal of donations that would require the Trust to undertake illegal activity). However, Trustees should note in particular that it is suggested that in regard to refusal of donations for ethical reasons the policy takes a pragmatic approach allowing Trustees to refuse a donation where it is clear that the activities of a donor are directly inimical to the charitable objects of the charity, the agreed policies of the charity, or to the beneficiaries of the charity. This was preferred to exclusions of specific activity (e.g. tobacco industry) because the activities of the Trust are so wide ranging thus making it easier to assess each case on its merits.

2 6. Donor Promise (Appendix D) This allows us an agreed way to describe our golden pound fundraising commitment. We are able to make this because we already have significant unrestricted income. We have discussed this with the Institute of Fundraising who are comfortable with it. 7. Recommendation That the Trustees endorse the: Terms of Reference Ethics Statement and Code of Conduct Fundraising Code of Conduct Acceptance and Refusal of Donations Donor Promise set out in the Appendices to this paper. Simon Salem Marketing & Fundraising Director March 2012

3 APPENDIX A FUNDRAISING POLICY WORKING GROUP TERMS OF REFERENCE Membership The working group comprises the following:- Simon Salem Ruth Ruderham Caroline Killeavy Ed Fox Kate Longhurst Keith Labbett Nigel Habben Jackie Lewis - Marketing Director - Head of Fundraising (Chair) - Head of Community Engagement - Head of Communications - Finance Manager (Marketing and HQ) - Head of Internal Audit - Head of Procurement - Head of Legal The working group is responsible for the following:- Discussing and agreeing organisational policies for fundraising including ethical positions and ways of working. Ensuring that all fundraising policies meet our legal obligations and comply with or exceed best practice within the charitable sector Communicating the importance of fundraising and our policies surrounding fundraising to the business at large, Making and communicating business decisions on issues escalated by the Head of Fundraising Approving changes to policies Keeping the group advised of strategic business changes that may impact fundraising The working group will meet quarterly to agree policy and more frequently if required. The group will not review live issues unless they are elevated by the Head of Fundraising. Other colleagues may be invited to working group meetings if required by the agenda.

4 APPENDIX B ETHICS STATEMENT AND CODE OF CONDUCT The Canal & River Trust will be known for the highest standards of business ethics. We will treat our customers, supporters, employees and suppliers and business partners with honesty and integrity at all times. Ethics Statement The Trust subscribes to moral principles and standards of behaviour which create a harmonious and effective working environment. Continued subscription to these values will ensure the Trust is one of the best organisations and will be ideally positioned to deal with the challenges of the future. We work together so that we can achieve our objectives. Such teamwork requires us to: allow each individual to maximise his or her inherent skills, competencies and knowledge, and create the conditions where all groups within the Trust pull in the same direction. As we go about our tasks we: have mutual respect for each other, cooperation and flexibility in how we work honour confidentiality deliver customer care secure the waterway heritage and environment for the enjoyment of the nation. We will achieve our tasks by: being motivated and performance focused responding quickly and flexibly to new issues reducing waste, and improving productivity. We will strive for continuous improvement by: involving all employees sharing experiences throughout the Trust refining quality processes, and developing employees. We will conduct ourselves with courtesy, efficiency, impartiality and consideration to all with whom we come in contact during the course of our duties other employees, our customers, supporters and our suppliers. Code of Conduct Employees throughout the Trust have a history (in British Waterways) of giving a high quality level of service and a high standard of integrity. This has been a key aspect in its successful development. Each individual is responsible for regulating his or her own conduct in all aspects of their work and seeking advice where apparent conflicts arise.

5 To assist in the maintenance of such standards, the Trust has adopted seven principles (the Nolan principles ) which should be followed by employees in their day to day duties. They affect the way we deal with each other, with customers and with our suppliers. In addition to demonstrating that our actions are in the public interest, adherence to the code of conduct will protect employees from being unnecessarily and unfairly accused of impropriety. 1 Selflessness Employees should take decisions solely in terms of the public interest. They should not do so in order to gain financial or other material benefits for themselves, their family or their friends. Self interest Employees should not participate in, or otherwise influence, in any way the administrative processes leading up to the award of a contract or other matter in which the employee has a direct or indirect pecuniary or non pecuniary interest. Any such pecuniary interest, such as a debt or significant investment, in an external organisation should be declared in writing to the local waterway or departmental manager. Employees should also declare in the same manner any non pecuniary interest which could also be construed as influencing the way in which they carry out their duties. Indirect interests are where the employee: is a partner in, retained or employed by another organisation has a wife, partner, friend or close relation which, or who, proposes to enter into a contract with the Trust. 2 Integrity Employees should not place themselves under any financial or other obligation to outside individuals or organisations that might influence them in the performance of their duties. Such influences include: advice to, or advocacy for, individuals or organisations with a commercial relationship or adversarial position with the Trust outside interests that might conflict with the Trust. 3 Objectivity In carrying out their duties, including procurement of goods and services, recommending awards and benefits, and raising invoices, employees should make choices on merit and in the public interest. Objectivity is the state of mind that requires reference to all considerations relevant to the task in hand but to no other. Objectivity could be adversely affected if: business gifts or hospitality have been received. 4 Accountability Employees are accountable for their decisions and actions to the public and must submit themselves to whatever scrutiny is appropriate. Accountability includes ensuring: authorisation to ensure that proper responsibility is taken for all transactions and activities before they take place and are in accordance with delegation arrangements including the giving of any commitments made to the donors in return for their donation separation of duties, especially between those who place orders and those who receive the services, and those who authorise payments and between those who initiate income and donations and those who bank the remittances.

6 5 Openness Employees should be as open as possible about all the decisions and actions they take. They should give reasons for their decisions and restrict information only when the wider public interest clearly demands. Competition While bearing in mind the advantages of maintaining a continuing relationship with a supplier, any arrangement which might, in the long term, prevent the effective operation of fair competition, should be avoided. No special treatment should be given to current or recent employees or their partners in awarding contracts to them. 6 Honesty Employees have a duty to declare any private interests relating to their public duties and to take steps to resolve any conflicts arising in a way that protects the public interest. Declaration of interest Any personal interest which may impinge or might reasonably be deemed to by others to impinge on an employee s impartiality in any matter relevant to his or her duties should be declared in writing to the individual s line manager. When it is not easy to decide between what is and is not acceptable in terms of gifts or hospitality, the offer should be declined or advice sought from your line manager. Having raised this matter with your line manager you may be asked to agree specific safeguards to minimise the risk of conflict. Such information will remain confidential within the Trust. 7 Leadership Employees should promote and support these principles by leadership and example.

7 APPENDIX C FUNDRAISING CODE OF CONDUCT ACCEPTANCE AND REFUSAL OF DONATIONS Context Ultimate responsibility in respect of the acceptance or refusal of all donations, even when decision making has been delegated to staff, rests with the trustees of Canal & River Trust. The trustees have a duty to carefully consider, on the basis of the evidence available to them, whether the interests of the Canal & River Trust will be better served by accepting or refusing the donation and to act accordingly. In making these judgements, trustees and their authorised decision makers must not allow individual or collective personal, political or commercial interests, or personal views on political or ethical issues, which are not directly related to the interests of the charity, affect their decision. They are, however, permitted to take practical and ethical factors into account as long as they are ones that are likely to affect the specific interests of Canal & River Trust. Purpose The purpose of this Code of Conduct is: To allow the trustees of Canal & River Trust, and the staff who support them in relation to fundraising, to make clear and consistent decisions regarding the acceptance or refusal of donations, that comply with legal regulation To avoid confusion between trustees, fundraisers, volunteers and staff as to who has the authority to take decisions in differing circumstances To help to ensure that decisions are not made on an ad hoc basis but are grounded in the mission and charitable objects of the Canal & River Trust To provide a clear objective standard against which external regulatory bodies can judge the actions of the charity in cases of potential or actual dispute; To provide a clear unambiguous policy statement making decisions intelligible, easier to justify and credible to the public at large; and To protect the reputation of the Canal & River Trust against adverse public reaction from existing or potential supporters Principles The following principles will be used to determine when a donation might be refused: 1. Where Trustees, or their authorised decision-makers, would derive personal benefit (individually or collectively) from donations, loans or other material support offered to the charity and where material benefit is tied to support, the Trustees MUST decline the support, the benefit or both. 2. Where the Trustees, or their authorised decision-makers have reason to believe that the donation consists of money, goods, property or services obtained by unlawful means the Trustees MUST decline the donation. 3. Where the offer of support is dependent on conditions placed on it, the fulfilment of which would require the charity to take any action which is unlawful the Trustees MUST decline the donation. 4. Where it is clear that the activities of a donor are directly inimical to the charitable objects of the charity, the agreed policies of the charity, or to the beneficiaries of the charity, the Trustees CAN refuse the donation.

8 5. Where it can be shown clearly that the cost to the charity of accepting a donation will be greater than the value of the donation itself, the trustees (in promoting the best interests of the charity) CAN refuse the donation. 6. Where the Trustees can demonstrate the tangible fact that they have grounds reasonably to believe that acceptance of the donation will itself directly lead to a net decline in the asset base of the charity, they CAN refuse the donation. 7. Where the offer of support is dependent upon the fulfilment of certain conditions placed upon the charity, the trustees CAN refuse that support. Such cases might exist where: any condition linked to the support is, in itself, contrary to the objectives of the charity; any condition linked to the support is regarded as unreasonable in relation to the nature of the support in terms of its size or impact on the work of the charity; conditions linked to the support will divert the charity from pursuing its current objectives, policies or work priorities as a necessary result of the fulfilment of the conditions alone; 8. Where an offer of support is itself dependent upon the charity first spending its own money or resources in order to facilitate the execution of the original offer of support, great care SHOULD be taken by the trustees who may be placing charitable assets under undue and inappropriate risk. 9. Where a donation is made of a value of less than 5,000, which is restricted to a specific project or programme of work not already identified and prioritised by Canal & River Trust, the trustees CAN refuse the donation on the ground that it will not be in the charity s best interests to accept a donation that requires work to be carried out that would not otherwise have taken place. In such circumstances the donor will be asked to re-purpose their donation towards a prioritised project. 10. Practical considerations may mean that an otherwise acceptable donation is refused. Such cases might exist: Decision-making Process where support is tied to a particular project or activity which, whilst reflecting the charity s objects, is nevertheless impractical, given the current standing of the organisation. Examples of such a case are where support is offered to restore a canal, but Canal & River Trust has no resources with which to maintain the running costs associated with it OR where a heritage boat is donated on the condition that the Trust restores and maintains it, but the Trust has no resources with which to meet this condition. where the support is presented in an unconventional manner and the cost of processing the donation exceeds the value of the donation. An example of such a case is where a charity is offered a wheelbarrow of penny coins. where the support consists of goods, services or property which the charity cannot lawfully use. The following decision-making process clarifies where decisions are made in relation to the acceptance and refusal of donations, and what the process is for ensuring that potentially contentious donations are appropriately investigated. Examples of what may constitute a contentious donation are: A donation that is made by a company defined by our own criteria as high risk A donation that is made with unconventional restrictions, conditions or caveats A donation that is less than 5,000 but which is restricted to a specific project or programme of work not already identified and prioritised by Canal & River Trust Day to day decisions Day to day decisions about the acceptance and refusal of donations will be made by staff within Fundraising or Supporter Care, who solicit donations and handle income. All staff working in these teams will be briefed on this Code of Conduct and expected to make their day to day decisions on the basis of the principles within it. All staff who take day to day decisions will be expected to proactively elevate any donation that they consider, on the basis of the evidence available to them, may be contentious. Any donation over 50,000 must also be elevated.

9 Elevation process: Step 1 The first point of elevation for potentially contentious donations is the Head of Fundraising. The Head of Fundraising (or her delegate) should be alerted of any contentious donations within 24 hours of them being received, and prior to them being accepted. She will make a decision on the refusal or acceptance of this donation, on the basis of the evidence available to her, in light of the principles contained within this Code of Conduct and following consultation with at least one member of the Directorate of the Canal & River Trust. If she is unable to make a decision she will elevate the decision. She must also elevate any donation over 100,000 Elevation process: Step 2 If the Head of Fundraising is unable to make a decision about a donation she can elevate the decision to the cross-organisational working group on Fundraising Policy and Ethics. This group will convene an emergency meeting, at which at least four members must be present, to discuss the donation and to make a decision on the basis of the evidence available to them and in light of the principles contained within this Code of Conduct. If they are unable to make a decision they will elevate the decision. They must also elevate any donation over 1 million. Elevation process: Step 3 If the Fundraising Policy and Ethics group is unable to make a decision they can elevate the decision to a delegated group of Trustees. They can elevate the decision with or without a recommendation. The group of Trustees will discuss the donation and make a decision on the basis of the evidence available to them and in light of the principles contained within this Code of Conduct. In order to pre empt possible disputes and/or negative publicity in complex or potentially difficult cases, trustees may wish to apply to the Charity Commission for an order authorising the charity to refuse a donation. Circumstances where such an order might be of particular benefit are those where: it is not immediately clear what the best interests of the charity are in relation to the proposed donation; large sums of money or property are involved; the trustees have reason to believe that a decision taken by them might be subsequently challenged in the courts; and the trustees wish to use the authority of a Charity Commission order to mitigate against the threat of negative publicity engendered by the refusal of a donation. Returning a donation Where a donor requests the return of all or part of a donation made to the Canal & River Trust, the decision will be immediately elevated to the Head of Fundraising. She may consider returning the donation if: If it was made by credit or debit card within the previous seven days in response to an appeal by a professional fundraiser The terms and conditions of the gift provide for it to be returned in particular circumstances which have demonstrably been met The law specifically provides for the gift to be returned in particular circumstances It is by way of an ex gratia payment to discharge a compelling moral, but not legal, obligation It s refusal or delay is with a view to persuading the donor to make the gift in a more tax effective manner (e.g. by Gift Aid), provided that the charity explains the tax advantages accurately to the donor. In cases where the value of the donation to be returned is greater than 100,000 the Head of Fundraising MUST elevate the decision following the process above.

10 Prevention of unauthorised fundraising Whilst the Canal & River Trust will generally welcome and support those who seek to fundraise on behalf of the charity, the Charities Act 1992 does permit all charities to obtain a court order preventing unauthorised fundraising where an individual is using fundraising methods to which the charity objects, or where the charity believes that the individual is not fit and proper to raise money on their behalf. If Canal & River Trust were to pursue a Court Order of this kind, a delegated group of Trustees would be asked to approve the decision.

11 APPENDIX D DONOR PROMISE We promise that every penny you donate will be spent directly on work to conserve, restore, enhance and educate people about the waterways. We will produce an independently audited report every year that will set out clearly how we have spent your money and what difference it has made to the waterways and to the people and wildlife that use them. Donor Charter We will: - Ensure that every penny you donate is spent directly on work to conserve, restore and improve the waterways that we manage in England and Wales - Be transparent with you about how your donations are spent, producing a report every year that outlines how we used your money and what difference it has made - Acknowledge your gifts and respond to your enquiries promptly - Not pass on your details to any other organisation - Respect your wishes if you ask us not to communicate with you through any specific channel, and ensure that, if you do want to learn about the great work you are helping us to do, there are plenty of ways you can find out more

ACCOUNTABILITY AND DISCLOSURE PUBLICITY AND INFORMATION MATERIALS

ACCOUNTABILITY AND DISCLOSURE PUBLICITY AND INFORMATION MATERIALS CODE OF CONDUCT This code sets out the fundamental principles regarding the professional conduct of all members of Educate Plus as well as guidelines to which members are expected to adhere in their relationships

More information

BOARD CHARTER Link Administration Holdings Limited ("Company") ABN 27 120 964 098

BOARD CHARTER Link Administration Holdings Limited (Company) ABN 27 120 964 098 1. Role of the Board BOARD CHARTER Link Administration Holdings Limited ("Company") ABN 27 120 964 098 This Board Charter sets out the principles for the operation of the board of directors of the Company

More information

The NHS Foundation Trust Code of Governance

The NHS Foundation Trust Code of Governance The NHS Foundation Trust Code of Governance www.monitor-nhsft.gov.uk The NHS Foundation Trust Code of Governance 1 Contents 1 Introduction 4 1.1 Why is there a code of governance for NHS foundation trusts?

More information

BRITISH SKY BROADCASTING GROUP PLC MEMORANDUM ON CORPORATE GOVERNANCE

BRITISH SKY BROADCASTING GROUP PLC MEMORANDUM ON CORPORATE GOVERNANCE BRITISH SKY BROADCASTING GROUP PLC MEMORANDUM ON CORPORATE GOVERNANCE INTRODUCTION British Sky Broadcasting Group plc ( the Company ) endorses the statement in the UK Corporate Governance Code ( the Corporate

More information

Charities and Institutions of a Public Character

Charities and Institutions of a Public Character Code of Governance for Charities and Institutions of a Public Character Issued by: THE CHARITY COUNCIL 19 January 2011 CONTENT INTRODUCTION WHY A CODE OF GOVERNANCE? 05 PREAMBLE 05 TIERED GUIDELINES 06

More information

National Governors Association s Code of Practice for School Governors 2015/16

National Governors Association s Code of Practice for School Governors 2015/16 National Governors Association s Code of Practice for School Governors 2015/16 The National Governors Association has for a number of years recommended that governing bodies adopt a code of practice which

More information

Regulatory Standards of Governance and Financial Management

Regulatory Standards of Governance and Financial Management Regulatory Standards of Governance and Financial Management 5. Regulatory Standards of Governance and Financial Management Introduction 5.1. This section sets out our Regulatory Standards of Governance

More information

Fundraising Policies Suite Special Olympics Ontario

Fundraising Policies Suite Special Olympics Ontario Fundraising Policies Suite Special Olympics Ontario SOO Fundraising Policies Suite Page 1 Table of Contents Introduction... 1 Ethical Fundraising... 1 Fundraising Solicitations... 1 Treatment of Donors

More information

Australian Charities and Not-for-profits Commission: Regulatory Approach Statement

Australian Charities and Not-for-profits Commission: Regulatory Approach Statement Australian Charities and Not-for-profits Commission: Regulatory Approach Statement This statement sets out the regulatory approach of the Australian Charities and Not-for-profits Commission (ACNC). It

More information

Charities & Not for Profit Protecting your organisation, supporting its success. Risk Management Insurance Employee Benefits Investment Management

Charities & Not for Profit Protecting your organisation, supporting its success. Risk Management Insurance Employee Benefits Investment Management Charities & Not for Profit Protecting your organisation, supporting its success Risk Management Insurance Employee Benefits Investment Management Charities are there to help those in need. But who helps

More information

Donations Policy and Accounting Procedures

Donations Policy and Accounting Procedures Donations Policy and Accounting Procedures Originator name: Department: Chris Gethin / Ruth Anderson Alumni & Development Office / Finance Department Implementation date: 1 July 2011 (Revised February

More information

Standards of Business Conduct Policy

Standards of Business Conduct Policy Standards of Business Conduct Policy Author Steph Edusei-Basra, Authorisation Development Lead Owner Alistair Blair, Chief Clinical Officer (designate) Date: 28/09/2012 Version 1.0 Final Previous version

More information

ACORD Policy on Accepting Donations From The Private Sector

ACORD Policy on Accepting Donations From The Private Sector ACORD Policy on Accepting Donations From The Private Sector ACORD Secretariat, November 2006 This document outlines ACORD s policy on accepting donations from the private sector. It provides a set of principles

More information

Sundry Debt Management and Recovery Policy

Sundry Debt Management and Recovery Policy 1. Introduction Sundry Debt Management and Recovery Policy 1.1 Forest Heath and St Edmundsbury Councils (referred to in this document as West Suffolk or the councils ) provide a wide range of services

More information

Effective from 1 January 2009. Code of Ethics for insolvency practitioners.

Effective from 1 January 2009. Code of Ethics for insolvency practitioners. INSOLVENCY PRACTITIONERS (PART D) Effective from 1 January 2009. Code of Ethics for insolvency practitioners. On 1 January 2014 a minor change was made to paragraph 400.3 of the code. The change clarifies

More information

Council of Governors Meeting July 2012. Trust Charitable Funds and Strategy. Director of Marketing and Strategic Communications

Council of Governors Meeting July 2012. Trust Charitable Funds and Strategy. Director of Marketing and Strategic Communications Trust Charitable Funds and Strategy Council of Governors Meeting July 2012 Title: Trust Charitable Funds and Strategy Prepared By: Presented By: Main aim: Recommendations: Russ Pearce Director of Marketing

More information

SFT F15 Develop and implement a plan for direct response fundraising

SFT F15 Develop and implement a plan for direct response fundraising Develop and implement a plan for direct response fundraising Overview This standard is about fundraising through direct response channels. You will need to plan your approach to achieve the fundraising

More information

Corporate Code of Conduct

Corporate Code of Conduct 1. Background Corporate Code of Conduct 1.1. For over a century, the Swire group of companies has been recognised as acting responsibly in the course of achieving its commercial success. Our reputation

More information

Transport for London. Code of Conduct MAYOR OF LONDON

Transport for London. Code of Conduct MAYOR OF LONDON Transport for London Code of Conduct Effective from 1 October 2008 MAYOR OF LONDON Transport for London This Code of Conduct describes TfL s ethical values and vision and sets out the behaviour that is

More information

LEGAL SCHEME REGULATIONS

LEGAL SCHEME REGULATIONS LEGAL SCHEME REGULATIONS These Regulations came into force on 1 July 2014. 1 Introduction 1.1 These Regulations govern the Union s legal Scheme. The Rules of the Union set out your other rights and entitlements.

More information

Compliance Toolkit. Protecting Charities from Harm. Chapter 2: Due Diligence, Monitoring and Verification of End Use of Charitable Funds SUMMARY

Compliance Toolkit. Protecting Charities from Harm. Chapter 2: Due Diligence, Monitoring and Verification of End Use of Charitable Funds SUMMARY Compliance Compliance Toolkit Protecting Charities from Harm Chapter 2: Due Diligence, Monitoring and Verification of End Use of Charitable Funds SUMMARY The Charity Commission The Charity Commission is

More information

INSOLVENCY CODE OF ETHICS

INSOLVENCY CODE OF ETHICS LIST OF CONTENTS INSOLVENCY CODE OF ETHICS Paragraphs Page No. Definitions 2 PART 1 GENERAL APPLICATION OF THE CODE 1-3 Introduction 3 4 Fundamental Principles 3 5-6 Framework Approach 3 7-16 Identification

More information

CODE OF CONDUCT FOR GOVERNORS 1. INTRODUCTION

CODE OF CONDUCT FOR GOVERNORS 1. INTRODUCTION CODE OF CONDUCT FOR GOVERNORS 1. INTRODUCTION 1.1 The University is a higher education corporation governed by a governing body (the Court of Governors), of which each governor is a member. The University

More information

Sample board charter. Appendix 1

Sample board charter. Appendix 1 Appendix 1 Sample board charter Draft charter Part 1 Interpretation In this charter: Act means the Companies Act 1993 Board means the board of directors of the company Business means the business of the

More information

Infratil Limited - Board Charter. 1. Interpretation. 1.1 In this Charter:

Infratil Limited - Board Charter. 1. Interpretation. 1.1 In this Charter: Infratil Limited - Board Charter 1. Interpretation 1.1 In this Charter: Act means the Companies Act 1993. Board means the Board of Directors of Infratil Limited. Business means the business of Infratil

More information

This policy applies equally to Trustees and members of the Board s Councils and Committees, unless explicitly stated otherwise.

This policy applies equally to Trustees and members of the Board s Councils and Committees, unless explicitly stated otherwise. In order to act in the public interest, it is important that Tate s Trustees and Committee Members do not materially benefit in any way from their position on the Board or its Councils and Committees.

More information

Northern Ireland Assembly. Applicant Information Booklet INDEPENDENT CHAIR AND MEMBER OF THE NORTHERN IRELAND ASSEMBLY AUDIT AND RISK COMMITTEE

Northern Ireland Assembly. Applicant Information Booklet INDEPENDENT CHAIR AND MEMBER OF THE NORTHERN IRELAND ASSEMBLY AUDIT AND RISK COMMITTEE Northern Ireland Assembly Applicant Information Booklet INDEPENDENT CHAIR AND MEMBER OF THE NORTHERN IRELAND ASSEMBLY AUDIT AND RISK COMMITTEE 1 Introduction The Northern Ireland Assembly Commission (the

More information

Internal Audit Charter. Version 1 (7 November 2013)

Internal Audit Charter. Version 1 (7 November 2013) Version 1 (7 November 2013) CONTENTS Details Page EXECUTIVE SUMMARY... 2 1. BACKGROUND... 3 10. PSIAS REQUIREMENTS... 3 12. DEFINITION OF THE CHIEF AUDIT EXECUTIVE (CAE)... 4 14. DEFINITION OF THE BOARD...

More information

Code of Audit Practice

Code of Audit Practice Code of Audit Practice APRIL 2015 Code of Audit Practice Published pursuant to Schedule 6 Para 2 of the Local Audit and Accountability This document is available on our website at: www.nao.org.uk/ consultation-code-audit-practice

More information

Australian Ethical Investment Limited and Australian Ethical Superannuation Pty Ltd. Code of Conduct

Australian Ethical Investment Limited and Australian Ethical Superannuation Pty Ltd. Code of Conduct Australian Ethical Investment Limited and Australian Ethical Superannuation Pty Ltd Code of Conduct The Australian Ethical Code of Conduct is intended to provide guidance for Directors and employees on

More information

OMNI TECHNICAL SOLUTIONS. Business Ethics, Compliance, Anti-Corruption and Anti-Money Laundering Policy

OMNI TECHNICAL SOLUTIONS. Business Ethics, Compliance, Anti-Corruption and Anti-Money Laundering Policy OMNI TECHNICAL SOLUTIONS Business Ethics, Compliance, Anti-Corruption and Anti-Money Laundering Policy Updated: September 2015 Table of Contents 1. Introduction... 2 2. Business Ethics... 3 2.1 Compliance...

More information

South East Water Corporation Finance Assurance and Risk Management Committee Charter

South East Water Corporation Finance Assurance and Risk Management Committee Charter South East Water Corporation Finance Assurance and Risk Management Committee Charter Created: October 2012 Document number: BS 2359 Last reviewed: May 2015 1. Purpose The South East Water Corporation Board's

More information

A Guide to Corporate Governance for QFC Authorised Firms

A Guide to Corporate Governance for QFC Authorised Firms A Guide to Corporate Governance for QFC Authorised Firms January 2012 Disclaimer The goal of the Qatar Financial Centre Regulatory Authority ( Regulatory Authority ) in producing this document is to provide

More information

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - -

- - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - . Board Charter - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - - 1. Interpretation 1.1 In this Charter: Act means the Companies

More information

Code of Conduct for Academy School Governors 2015/16

Code of Conduct for Academy School Governors 2015/16 Code of Conduct for Academy School Governors 2015/16 NAME OF ACADEMY: St. Mary s Catholic Primary School The local governing body has adopted the following principles and procedures: The purpose of the

More information

Suffolk Strategic Housing Partnership Terms of Reference

Suffolk Strategic Housing Partnership Terms of Reference Suffolk Strategic Housing Partnership Terms of Reference 1. The Vision 1.1 The Vision for the SSHP is to bring together the key housing stakeholders into one partnership to champion and promote the wider

More information

Irish Development NGOs Code of Corporate Governance. Developed in partnership with. Dochas. The Irish Association of Non Governmental Development

Irish Development NGOs Code of Corporate Governance. Developed in partnership with. Dochas. The Irish Association of Non Governmental Development Irish Development NGOs Code of Corporate Governance Developed in partnership with Dochas The Irish Association of Non Governmental Development Organisations Acknowledgements As Chairman of the joint CGAI/Dóchas

More information

SAMPLE GIFT ACCEPTANCE POLICIES

SAMPLE GIFT ACCEPTANCE POLICIES SAMPLE GIFT ACCEPTANCE POLICIES ABC Charity, a nonprofit organization headquartered in City, State, encourages the solicitation and acceptance of gifts to ABC Charity (hereinafter referred to as ABC) for

More information

Code of Practice for Ministerial Appointments to Public Bodies

Code of Practice for Ministerial Appointments to Public Bodies This Code of Practice is published by the Commissioner for Public Appointments in fulfilment of his duties as set out in the Order in Council for Public Appointments 2002 (as amended). This Code is effective

More information

ASTRAZENECA GLOBAL POLICY SAFEGUARDING COMPANY ASSETS AND RESOURCES

ASTRAZENECA GLOBAL POLICY SAFEGUARDING COMPANY ASSETS AND RESOURCES ASTRAZENECA GLOBAL POLICY SAFEGUARDING COMPANY ASSETS AND RESOURCES THIS POLICY SETS OUT THE REQUIREMENTS FOR SAFEGUARDING COMPANY ASSETS AND RESOURCES TO PROTECT PATIENTS, STAFF, PRODUCTS, PROPERTY AND

More information

Inquiry Report My Community UK. Registered Charity Number 1137137

Inquiry Report My Community UK. Registered Charity Number 1137137 Inquiry Report My Community UK Registered Charity Number 1137137 A statement of the results of an inquiry into My Community UK (registered charity number 1137137). Published on 30 June 2015. The charity

More information

Code of Ethics for Pharmacists and Pharmacy Technicians

Code of Ethics for Pharmacists and Pharmacy Technicians Code of Ethics for Pharmacists and Pharmacy Technicians About this document Registration as a pharmacist or pharmacy technician carries obligations as well as privileges. It requires you to: develop and

More information

NATIONAL CODE OF CONDUCT FOR LOCAL GOVERNMENT EMPLOYEES IN SCOTLAND

NATIONAL CODE OF CONDUCT FOR LOCAL GOVERNMENT EMPLOYEES IN SCOTLAND NATIONAL CODE OF CONDUCT FOR LOCAL GOVERNMENT EMPLOYEES IN SCOTLAND Introduction The public expects a high standard of conduct from all local government employees in Scotland. There is a National Code

More information

Delphi Automotive PLC. Corporate Governance Guidelines

Delphi Automotive PLC. Corporate Governance Guidelines Delphi Automotive PLC Corporate Governance Guidelines TABLE OF CONTENTS DELPHI VISION AND VALUES... 3 Delphi Vision: Why We Exist and the Essence of Our Business... 3 Delphi Values: How We Conduct Ourselves...

More information

Online participation: Guidance for school governors

Online participation: Guidance for school governors Online participation: Guidance for school governors Introduction The way people communicate is starting to change, with use of the internet increasing throughout society. Easy to use tools such as social

More information

Business Ethics Policy

Business Ethics Policy Business Ethics Policy Page 1 of 12 Preface and document control This document is intended to provide information in respect of G4S Group Head Office policy, procedure, standards or guidance and will be

More information

Procurement Policy. Finance Policy

Procurement Policy. Finance Policy 1 Purpose Victoria University of Wellington (the University ) and its subsidiaries are large scale procurers of goods and services. To ensure continued accountability and robust governance, it is critical

More information

the role of the head of internal audit in public service organisations 2010

the role of the head of internal audit in public service organisations 2010 the role of the head of internal audit in public service organisations 2010 CIPFA Statement on the role of the Head of Internal Audit in public service organisations The Head of Internal Audit in a public

More information

BRIT Limited MEMORANDUM ON CORPORATE GOVERNANCE

BRIT Limited MEMORANDUM ON CORPORATE GOVERNANCE 1 BRIT Limited MEMORANDUM ON CORPORATE GOVERNANCE INTRODUCTION Brit Limited ( the Company ) endorses the statement in the UK Corporate Governance Code (the UK Code ) that the purpose of Corporate Governance

More information

Financial Management Framework >> Overview Diagram

Financial Management Framework >> Overview Diagram June 2012 The State of Queensland (Queensland Treasury) June 2012 Except where otherwise noted you are free to copy, communicate and adapt this work, as long as you attribute the authors. This document

More information

operated by it (as the case requires).

operated by it (as the case requires). 1 Definitions In this document: ASX Board Chair CEO CFO Company Secretary Corporations Act Director means ASX Limited ACN 008 624 691 or the securities exchange operated by it (as the case requires). means

More information

Introduction from Chairman... 3. Chairman Role Profile... 4. Charter of Expectations... 6. Deputy Chairman Role Profile... 7

Introduction from Chairman... 3. Chairman Role Profile... 4. Charter of Expectations... 6. Deputy Chairman Role Profile... 7 Charter of Expectations and Role Profiles Barclays Corporate Secretariat Approved by the Board on 14 November 2013 Table of Contents Page Introduction from Chairman... 3 Chairman Role Profile... 4 Charter

More information

Student Advice and Support Service. Code of Practice

Student Advice and Support Service. Code of Practice Student Advice and Support Service Code of Practice 2014-2015 Page 1 Table of Contents Section Page 1. Aims and Principles of the Service 2 2. Terms of Reference 2 3. Confidentiality Policy 3 4. Equal

More information

Service NSW Code of Conduct

Service NSW Code of Conduct Service NSW Code of Conduct Contents CEO Message 2 Our DNA 3 We ensure our personal and professional conduct complies with this Code of Conduct 4 We manage conflict of interest responsibly 6 We respect

More information

CODE OF ETHICS AND BUSINESS CONDUCT

CODE OF ETHICS AND BUSINESS CONDUCT CODE OF ETHICS AND BUSINESS CONDUCT This Code of Ethics and Business Conduct ( Code ) has been approved by the Amalgamated Holdings Limited ( AHL ) Board of Directors for use within the AHL controlled

More information

http://appserver.lhsc.on.ca/policy/search_res.php?polid=gen041&live=1

http://appserver.lhsc.on.ca/policy/search_res.php?polid=gen041&live=1 Page 1 of 5 Policy Administration Console Policy: Standards for Business Conduct Policy Owner: VP Finance & CFO SLT Sponsor: VP Finance & CFO Approval By: Senior Leadership Team Date: 2008-06-25 Effective

More information

Align Technology. Data Protection Binding Corporate Rules Processor Policy. 2014 Align Technology, Inc. All rights reserved.

Align Technology. Data Protection Binding Corporate Rules Processor Policy. 2014 Align Technology, Inc. All rights reserved. Align Technology Data Protection Binding Corporate Rules Processor Policy Confidential Contents INTRODUCTION TO THIS POLICY 3 PART I: BACKGROUND AND ACTIONS 4 PART II: PROCESSOR OBLIGATIONS 6 PART III:

More information

Johnson Electric Group Code of Ethics and Business Conduct

Johnson Electric Group Code of Ethics and Business Conduct Johnson Electric Group Code of Ethics and Business Conduct Chairman s Message Johnson Electric strives to conduct its business with honesty and integrity, both within the Group and in dealing with business

More information

ENTERPRISE RISK MANAGEMENT FRAMEWORK

ENTERPRISE RISK MANAGEMENT FRAMEWORK ROCKHAMPTON REGIONAL COUNCIL ENTERPRISE RISK MANAGEMENT FRAMEWORK 2013 Adopted 25 June 2013 Reviewed: October 2015 TABLE OF CONTENTS 1. Introduction... 3 1.1 Council s Mission... 3 1.2 Council s Values...

More information

SHELL GENERAL BUSINESS PRINCIPLES

SHELL GENERAL BUSINESS PRINCIPLES SHELL GENERAL BUSINESS PRINCIPLES The Shell General Business Principles govern how each of the Shell companies which make up the Shell Group* conducts its affairs. * Royal Dutch Shell plc and the companies

More information

BOARD CHARTER. Its objectives are to: provide strategic guidance for the Company and effective oversight of management;

BOARD CHARTER. Its objectives are to: provide strategic guidance for the Company and effective oversight of management; BOARD CHARTER Objectives The Board is ultimately responsible for the oversight and review of the management, operations and overall corporate governance of the Company. Its objectives are to: provide strategic

More information

THE MELBOURNE MANDATE: A call to action for new areas of value in public relations and communication management DRAFT FOR PUBLIC COMMENT OCTOBER 2012

THE MELBOURNE MANDATE: A call to action for new areas of value in public relations and communication management DRAFT FOR PUBLIC COMMENT OCTOBER 2012 THE MELBOURNE MANDATE: A call to action for new areas of value in public relations and communication management DRAFT FOR PUBLIC COMMENT OCTOBER 2012 The mandate of public relations is to build and sustain

More information

Life Insurance Council Code of Conduct

Life Insurance Council Code of Conduct Life Insurance Council Code of Conduct TABLE OF CONTENTS EXECUTIVE SUMMARY... 2 INTERPRETATION... 5 DEFINITIONS... 6 CODE OF CONDUCT PRINCIPLES... 7 1. INTEGRITY AND TRUSTWORTHINESS... 7 2. GOOD FAITH...

More information

Assistant Chief Officer (ACO) Application to Attend the Strategic Command Course (SCC)

Assistant Chief Officer (ACO) Application to Attend the Strategic Command Course (SCC) Assistant Chief Officer (ACO) Application to Attend the Strategic Command Course (SCC) Guidance Notes for Applications 2014 Limited (2014) All rights reserved. No part of this publication may be reproduced,

More information

Code of Corporate Governance

Code of Corporate Governance www.surreycc.gov.uk Making Surrey a better place Code of Corporate Governance October 2013 1 This page is intentionally blank 2 CONTENTS PAGE Commitment to good governance 4 Good governance principles

More information

RISK MANAGEMENT FRAMEWORK. 2 RESPONSIBLE PERSON: Sarah Price, Chief Officer

RISK MANAGEMENT FRAMEWORK. 2 RESPONSIBLE PERSON: Sarah Price, Chief Officer RISK MANAGEMENT FRAMEWORK 1 SUMMARY The Risk Management Framework consists of the following: Risk Management policy Risk Management strategy Risk Management accountability Risk Management framework structure.

More information

Shell General Business Principles

Shell General Business Principles Shell General Business Principles Royal Dutch Shell plc Introduction The Shell General Business Principles govern how each of the Shell companies which make up the Shell Group* conducts its affairs. The

More information

Application of King III Corporate Governance Principles

Application of King III Corporate Governance Principles APPLICATION of KING III CORPORATE GOVERNANCE PRINCIPLES 2013 Application of Corporate Governance Principles This table is a useful reference to each of the principles and how, in broad terms, they have

More information

Business Ethics Policy

Business Ethics Policy Business Ethics Policy The WCH Ltd Ethics Code The business philosophy of WCH has been developed around a core set of values which are fundamental to the organisation s development and success. One of

More information

KUMBA IRON ORE LIMITED (Registration number 2005/015852/06) ( Kumba or the Company )

KUMBA IRON ORE LIMITED (Registration number 2005/015852/06) ( Kumba or the Company ) KUMBA IRON ORE LIMITED (Registration number 2005/015852/06) ( Kumba or the Company ) RISK COMMITTEE ( the committee ) TERMS OF REFERENCE 1. CONSTITUTION 1.1 In line with the recommendations of the King

More information

Charity reporting and accounting: the essentials

Charity reporting and accounting: the essentials Charity reporting and accounting: the essentials January 2013 Contents 1. The accounting framework at a glance 2 2. Introduction 4 3. Preparing the trustees annual report and the accounts 7 4. Specific

More information

DRAFT. Anti-Bribery and Anti-Corruption Policy. Introduction. Scope. 1. Definitions

DRAFT. Anti-Bribery and Anti-Corruption Policy. Introduction. Scope. 1. Definitions DRAFT Change History: Anti-Bribery and Anti-Corruption Policy Control Risks Group Ltd Commercial in confidence Introduction This document defines Control Risks policy on the avoidance of bribery and corruption.

More information

INTRODUCTION... 1 PURPOSE...1 APPLICABILITY...1 BACKGROUND...1 SOCIAL RESPONSIBILITY...1 SUSTAINABLE DEVELOPMENT...1

INTRODUCTION... 1 PURPOSE...1 APPLICABILITY...1 BACKGROUND...1 SOCIAL RESPONSIBILITY...1 SUSTAINABLE DEVELOPMENT...1 CORPORATE SOCIAL RESPONSIBILITY POLICY This policy comprises a set of rules adopted by the PCCW Board of Directors which applies throughout the PCCW Group to all directors, officers and employees. These

More information

WaterAid Trustee Manual

WaterAid Trustee Manual WaterAid Trustee Manual Revised November 2013 Aid/Caroline Irby WaterAid Trustee Manual November 2013 NB: Please hold down ctrl and click on the hyperlinks to be immediately directed to the correct page

More information

INTERNAL AUDIT CHARTER AND TERMS OF REFERENCE

INTERNAL AUDIT CHARTER AND TERMS OF REFERENCE INTERNAL AUDIT CHARTER AND TERMS OF REFERENCE CHARTERED INSTITUTE OF INTERNAL AUDIT DEFINITION OF INTERNAL AUDIT Internal auditing is an independent, objective assurance and consulting activity designed

More information

Hunter Hall International Limited

Hunter Hall International Limited Hunter Hall International Limited ABN 43 059 300 426 Board Charter 1. Purpose 1.1 Hunter Hall International Limited (Hunter Hall, HHL) is an ASX-listed investment management company. 1.2 This Board Charter

More information

Government Owned Corporations. Corporate Governance Guidelines for Government Owned Corporations

Government Owned Corporations. Corporate Governance Guidelines for Government Owned Corporations Government Owned Corporations Corporate Governance Guidelines for Government Owned Corporations Version 2.0 The State of Queensland (Queensland Treasury) The Queensland Government supports and encourages

More information

Cofinimmo SA Bd de la Woluwe 58, B-1200 Brussels Tel +32 2 373 00 00 www.cofinimmo.com. Code of Conduct

Cofinimmo SA Bd de la Woluwe 58, B-1200 Brussels Tel +32 2 373 00 00 www.cofinimmo.com. Code of Conduct Cofinimmo SA Bd de la Woluwe 58, B-1200 Brussels Tel +32 2 373 00 00 www.cofinimmo.com Code of Conduct Content 2 Introduction 4 Corporate values 12 Code of Conduct Introduction This document sets out the

More information

CODE OF CORPORATE GOVERNANCE

CODE OF CORPORATE GOVERNANCE CODE OF CORPORATE GOVERNANCE JANUARY 2004 Contents 1. Introduction to Corporate Governance...1 2. Community Focus...3 3. Service Delivery Arrangements...5 4. Structures & Processes...6 5. Risk Management

More information

New Zealand Institute of Chartered Accountants

New Zealand Institute of Chartered Accountants New Zealand Institute of Chartered Accountants PS-2 Issued 06/03 Revised 05/08 Amended 07/13 PROFESSIONAL STANDARD NO. 2, 2008 CLIENT MONIES Issued by the Council of the New Zealand Institute of Chartered

More information

FRAMEWORK FOR THE PREPARATION OF ACCOUNTS. Best Practice Guidance

FRAMEWORK FOR THE PREPARATION OF ACCOUNTS. Best Practice Guidance FRAMEWORK FOR THE PREPARATION OF ACCOUNTS Best Practice Guidance Revised Edition April 2010 PUBLISHED IN APRIL 2010 THE INSTITUTE OF CHARTERED ACCOUNTANTS OF SCOTLAND This document is published by the

More information

Human Services Quality Framework. User Guide

Human Services Quality Framework. User Guide Human Services Quality Framework User Guide Purpose The purpose of the user guide is to assist in interpreting and applying the Human Services Quality Standards and associated indicators across all service

More information

Application of King III Corporate Governance Principles

Application of King III Corporate Governance Principles Application of Corporate Governance Principles Application of Corporate Governance Principles This table is a useful reference to each of the principles and how, in broad terms, they have been applied

More information

Policy on conflicts of interest

Policy on conflicts of interest Policy on conflicts of interest 1.0 Purpose and background 1.1 The purpose of the Foundation s conflicts of interest policy is ultimately to ensure that the decisions taken by the Foundation are independent

More information

National Occupational Standards. Compliance

National Occupational Standards. Compliance National Occupational Standards Compliance NOTES ABOUT NATIONAL OCCUPATIONAL STANDARDS What are National Occupational Standards, and why should you use them? National Occupational Standards (NOS) are statements

More information

FINANCIAL ACCOUNTANT. North East Water Enterprise Agreement 2011 - Band 5

FINANCIAL ACCOUNTANT. North East Water Enterprise Agreement 2011 - Band 5 NORTH POSITION: FINANCIAL ACCOUNTANT INCUMBENT: PORTFOLIO: BUSINESS UNIT: CLASSIFICATION: Corporate Services Finance North East Water Enterprise Agreement 2011 - Band 5 AWARD: Victorian Local Authorities

More information

CQC Corporate Governance Framework

CQC Corporate Governance Framework CQC Corporate Governance Framework Introduction This document describes the components of CQC s Corporate Governance Framework: what it is intended to achieve, what the components of the Framework are

More information

ENGINEERING COUNCIL. Guidance on Risk for the Engineering Profession. www.engc.org.uk/risk

ENGINEERING COUNCIL. Guidance on Risk for the Engineering Profession. www.engc.org.uk/risk ENGINEERING COUNCIL Guidance on Risk for the Engineering Profession www.engc.org.uk/risk This guidance describes the role of professional engineers and technicians in dealing with risk, and their responsibilities

More information

E-Zec Medical Transport Services Ltd

E-Zec Medical Transport Services Ltd E-Zec Medical Transport Services Ltd Terminal Building Redhill Aerodrome, Kingsmill Lane Redhill Surrey RH1 5YP Licence Number: 200120 Date of Issue Version Number 19/06/2015 1.0 Dr David Bennett, Chief

More information

Contract Management Guideline

Contract Management Guideline www.spb.sa.gov.au Contract Management Guideline Version 3.2 Date Issued January 2014 Review Date January 2014 Principal Contact State Procurement Board Telephone 8226 5001 Contents Overview... 3 Contract

More information

GOOD HE GO ERNANCE. Governance Code and Supporting Guidelines for Members of the Governing Bodies of Higher Education Institutions in Scotland

GOOD HE GO ERNANCE. Governance Code and Supporting Guidelines for Members of the Governing Bodies of Higher Education Institutions in Scotland Governance Code and Supporting Guidelines for Members of the Governing Bodies of Higher Education Institutions in Scotland July 2013 Preface I am pleased to publish a new Scottish Code of Good Higher Education

More information

Audit, Risk and Compliance Committee Charter

Audit, Risk and Compliance Committee Charter 1. Background Audit, Risk and Compliance Committee Charter The Audit, Risk and Compliance Committee is a Committee of the Board of Directors ( Board ) of Syrah Resources Limited (ACN 125 242 284) ( Syrah

More information

Board Charter THE NEW ZEALAND REFINING COMPANY LIMITED. Board of Directors Charter

Board Charter THE NEW ZEALAND REFINING COMPANY LIMITED. Board of Directors Charter THE NEW ZEALAND REFINING COMPANY LIMITED Board of Directors Charter TABLE OF CONTENTS 1. Introduction... 3 2. Purpose of the Company... 3 3. Role of the Board... 3 4. Responsibilities of the Board... 3

More information

Code of Conduct ACS-DOBFAR

Code of Conduct ACS-DOBFAR Code of Conduct ACS-DOBFAR Board of Directors of 23/10/2012 The success of one company is based on values of transparency, credibility and loyalty, principles that represent the heritage of a company:

More information

Corporate governance statement

Corporate governance statement Corporate governance statement Compliance with the UK Corporate Governance Code In the period to 30 March 2013, as detailed below and in the risk and risk management report and the remuneration report

More information

AVON & SOMERSET OFFICE OF POLICE & CRIME COMMISSIONER Job Description

AVON & SOMERSET OFFICE OF POLICE & CRIME COMMISSIONER Job Description AVON & SOMERSET OFFICE OF POLICE & CRIME COMMISSIONER Job Description LOCATION: JOB TITLE: REPORTS TO: SUPERVISORY RESPONSIBILITY: Police & Crime Commissioners Office Chief Financial Officer and Deputy

More information

Policy on Gifts, Hospitality and Interests

Policy on Gifts, Hospitality and Interests Policy on Gifts, Hospitality and Interests Policy on Gifts, Hospitality and Interests Page: Page 1 of 12 Recommended by Approved by Executive Management Team Audit Committee Approval date 30 November 2011

More information

Code of Business Principles Helping us do the right thing

Code of Business Principles Helping us do the right thing Code of Business Principles Helping us do the right thing Code of Business Principles Helping us do the right thing Contents 01 Foreword 02 Who is the code for? 03 Where to find advice or raise a concern

More information

CODE OF CONDUCT as adopted by the Board of Directors on 20 February 2015

CODE OF CONDUCT as adopted by the Board of Directors on 20 February 2015 GOLDFIELDS MONEY LIMITED ACN 087 651 849 CODE OF CONDUCT as adopted by the Board of Directors on 20 February 2015 1. Purpose This Code of Conduct (Code) clearly states the standards of responsibility and

More information

Compliance. Compliance Toolkit. Protecting Charities from Harm. Chapter 2 Due Diligence, Monitoring and Verification of End Use of Charitable Funds

Compliance. Compliance Toolkit. Protecting Charities from Harm. Chapter 2 Due Diligence, Monitoring and Verification of End Use of Charitable Funds Compliance Compliance Toolkit Protecting Charities from Harm Chapter 2 Due Diligence, Monitoring and Verification of End Use of Charitable Funds The Charity Commission The Charity Commission is the independent

More information