WHISTLEBLOWING GUIDANCE

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "WHISTLEBLOWING GUIDANCE"

Transcription

1 WHISTLEBLOWING GUIDANCE 1

2 Whistleblowing Guidance Introduction 1. This guidance accompanies the NHS LA s Whistleblowing Policy, which deals with the process for staff to raise concerns about internal whistleblowing matters. 2. The nature of the NHS LA s work means that, from time to time, it also receives expressions of concern from external organisations or individuals. This guidance also covers the process for handling such concerns. What is whistleblowing? 3. Whistleblowing is the term used for when an individual raises a genuine concern that one or more of the following has occurred, is occurring, or is likely to occur: A criminal offence; A failure to comply with a legal obligation; A miscarriage of justice; The endangering of an individual s health and safety; Damage to the environment; Deliberate concealment of information tending to show any of the above. Why is a clear whistleblowing process important? 4. The NHS LA is committed to dealing responsibly, openly and professionally with any genuine concern raised about possible or actual wrongdoing, malpractice or safety risk in the workplace, affecting its employees, workers, patients, the wider public, or the NHS LA itself. 5. Clear and open procedures for raising and handling concerns can help to achieve the desired standards of governance and behaviour. They also allow the NHS LA to identify potential problems early, so that they can be dealt with accordingly; help to deter wrongdoing; and maintain and enhance a safe and effective organisation. 2

3 General principles that underpin the Whistleblowing Policy 6. These principles underpin all cases of whistleblowing and the handling of them by the NHS LA, whether the concerns are raised internally by an employee or worker, or are raised with the NHS LA by an external individual or body. 7. The NHS LA endeavours to promote a transparent and accountable culture where an employee or worker, or anyone from outside the NHS LA who has a genuine whistleblowing concern, feels it is safe and appropriate to raise the concern openly. 8. The NHS LA is mindful that, the sooner important information is brought to the attention of the right people, the sooner the matter can be dealt with, which is especially important where public money and patient safety are concerned. The NHS LA discourages people from delaying in reporting genuine concerns, so that they can build up evidence, or carry out their own investigations. 9. No worker, employee, external individual or body will be victimised or subjected to any detriment for raising a genuine whistleblowing concern. The same protection will not, however, extend to those who maliciously raise a concern that they know to be false. In cases concerning members of staff, anyone subjecting an individual to any reprisal, could themselves, face disciplinary action. Confidentiality 10. Whilst the NHS LA hopes that individuals and external bodies will feel able to voice their concerns openly, it is accepted that, in certain circumstances, there may be a reluctance for a whistle-blower to reveal their identify at the outset. The NHS LA will make every effort to keep an identity secret, but if it is necessary for anyone investigating the concern to know the identity, this would be discussed with the individual or external body first, unless otherwise required by law. A Line Manager faced with this situation should speak to a member of HR, for further advice. 11. The NHS LA does not encourage staff, or anyone from outside of the organisation, to make disclosures anonymously. Proper investigation may be more difficult or impossible if the NHS LA cannot obtain further information or clarification. It is also more difficult to 3

4 establish the credibility of allegations. Consequently, if a concern is raised anonymously, the NHS LA will assess the information and determine whether it is feasible or prudent to carry out further investigation. Internal Whistleblowing Procedure The Process Before raising a matter of concern 12. Staff should always first consider the nature of their concern, and whether it is best dealt with under the Whistleblowing Policy, or another policy, such as the NHS LA s Grievance Policy and Procedure. The best distinguishing factor is whether the concern has a public interest aspect to it, rather than being solely about the member of staff s own employment ie. a dispute with a colleague. The criteria set out at paragraph 3, above, also need satisfying. 13. Once a concern is brought to the attention of a member of management, this should be raised with the HR department as soon as possible. HR will consider the facts, and decide how best to deal with the matter. Raising a concern who to raise it with The NHS LA encourages openness, and wants to ensure that genuine concerns are brought to its attention, so that they can be fully investigated. The following reporting line should be adopted, wherever possible, so that concerns can be dealt with in the most appropriate, and efficient way, and escalated where required. A flowchart, setting out how to consider and deal with a concern can be found at Appendix 1, and anyone dealing with a concern should have reference to this. Line Manager 14. In the first instance, a member of staff is encouraged to raise their concerns with their immediate Line Manager. 15. If the concerns are raised verbally, Line Managers should listen carefully and not prejudge the issues. Line Managers should also take notes of the meeting, and the 4

5 concern, and treat the information with the strictest confidence, informing the individual that their identity will not be disclosed without their prior consent. 16. Line Managers should have reference to Appendices 1 and 2 of this guidance, when considering the concerns brought to their attention Another Senior Manager 17. If the member of staff does not feel confident raising a concern with their Line Manager because they reasonably believe their Line Manager to be involved, or for any reason does not wish to approach them (i.e because they had raised the matter previously with their Line Manager and do not consider it had been properly considered/dealt with), then the member of staff should inform another Senior Manager about their concerns. 18. If a Line Manager does not feel able to deal with the concern, for whatever reason, they should encourage the member of staff to raise the matter with another Senior Manager, rather than ignore the concern, or delay the investigation. 19. The Senior Manager should take appropriate action, which may include arranging for another manager to review the investigation carried out, making further enquiries and making a report to the Board, as appropriate. The Senior Manager should also make notes of the process, the concerns, and any relevant information that comes to their attention. 20. Senior Managers should have reference to Appendices 1 and 2 of this guidance, when considering the concerns brought to their attention Director of Human Resources 21. If the member of staff does not consider that it is appropriate to approach either their Line Manager or another Senior Manager for any reason, they should approach the Head of Human Resources who will liaise with the Chief Executive about an investigation. 22. The Head of Human Resources should take notes of the meeting, and the concern, and treat the information with the strictest confidence, informing the individual that their identity will not be disclosed without their prior consent. 5

6 23. The Head of Human Resources should have reference to Appendices 1 and 2 of this guidance, when considering the concerns. Chief Executive 24. If the member of staff does not consider it appropriate to approach their Line Manager, another Senior Manager or the Head of Human Resources for any reason, they may approach the Chief Executive directly, but they will need to explain their grounds for the direct approach, particularly as this limits the ability for the matter to be further escalated. 25. The Chief Executive should have reference to Appendices 1 and 2 of this guidance, when considering the concerns. External disclosures 26. The Whistleblowing Policy aims to provide an internal mechanism for reporting, investigating and remedying any wrongdoing in the workplace, and it is hoped that, in most cases, a member of staff would not find it necessary to alert anyone externally. 27. Nevertheless, the law recognises that in some circumstances it may be appropriate for a member of staff to report their concerns to an external body, such as a relevant regulator. 28. If management is informed that a member of staff intends to disclose information to a regulator, such as NHS Protect, the Secretary of State for Health, or HM Revenue & Customs, it should remind the member of staff of the internal process, and encourage this to be used in the first instance. 29. Management should also remind the member of staff to contact the Human Resources Department, their Trade Union representative or Public Concern at Work for guidance, if they are unsure about anything. 30. If the member of staff is adamant that they want to raise their concern with an external regulator, management should not prevent the member of staff from doing so, or subject the member of staff to any detriment, or disciplinary action. 31. It will very rarely, if ever, be appropriate for a member of staff to alert the media of their concern. If a member of staff raises their intention to do this to a member of 6

7 management, management should speak to the HR Department as a matter of urgency. Investigating concerns 32. Once a concern has been raised, an assessment will be made as to whether it should be managed under the Whistleblowing Policy. 33. If the concern is raised with a Line Manager, they should seek advice from the HR Department, on a confidential basis. 34. In undertaking the assessment, the person with whom the concern was raised, in conjunction with the Director of Human Resources, will consider the information in the context of what is known about that particular area or activity. From this, and on the assumption the information is genuine, and well-founded, they will assess: how serious and urgent the risk is; whether the concern can best be dealt with under the Whistleblowing Policy or some other policy or procedure; and whether the assistance or referral to Senior Managers or a specialist function (such as security) will be desirable or necessary. 35. The person with whom the concern was raised will also establish: if the individual is anxious about reprisals (and try to offer reassurances); where the approach is direct to a Senior Manager, Head of Human Resources, or the Chief Executive, whether the individual has raised the concern with their Line Manager and if not, why not, and also, with what effect; when the concern first arose and, where relevant, what is prompting the individual to speak up now; and whether the information is first hand or hearsay. 36. The person with whom the concern was raised will - with support from the HR Department arrange an investigation of the matter, either by investigating the matter personally, or immediately passing the issue to an appropriate colleague. The person with whom the concern was raised will inform the member of staff the identity of the investigating officer, and the progress of the investigation, including asking them to comment on any additional evidence obtained. Any investigation will be carried out in accordance with the principles above. 7

8 37. The person who carried out the investigation will then report to the Chief Executive, who will take any necessary action, including reporting the matter to the Board and any appropriate government department or regulatory agency. 38. If disciplinary action is required, this will be recommended in the report, following a discussion with the Chief Executive and the HR Department. 39. HR is responsible for receiving, sifting and referring whistleblowing concerns on to the appropriate business area to manage and investigate the alleged wrongdoing. This ensures that where, for example, a concern is raised about an environmental, safety or security risk, it is the people with the necessary technical experience who handle any substantive investigation. HR would also deal independently with any disciplinary issues that might arise from the whistleblowing concern. 40. The Head of Human Resources will be informed of all potential whistleblowing cases for reasons of good governance and record keeping. The HR Department will maintain records of all whistleblowing cases reported and their outcome, liaising with the investigating officer of the whistleblowing concern to ensure a full record. Support from Trade Unions 41. The NHS LA recognises, acknowledges and endorses the role the Trade Unions and their representatives play in this area. Staff may wish to seek advice and be represented by their Trade Union representatives when using the whistleblowing procedure. Outcome of the investigation 42. On conclusion of any investigation, the member of staff who raised the concern must be informed of the outcome of the investigation and what action has been taken, or is proposed, subject to the normal requirements to protect the confidentiality of colleagues. If no action is to be taken, the reason(s) for this should be explained. 43. If the member of staff who raised the concern is unhappy with the way in which their concern has been handled, they should be encouraged to raise this with the Director of Human Resources, if appropriate, in the first instance. If they continue to be dissatisfied, the member of staff should be informed of their right to contact the chairman of the organisation, or one of the non-executive directors of the Board. 8

9 44. It may be the case that the member of staff continues to remain dissatisfied, to the extent that they choose to leave the organisation. If this is the case, the member of staff s Line Manager should inform the HR Department as a matter of urgency, and a meeting should be arranged to try and understand, and where possible resolve, the member of staff s ongoing concerns. 45. The above principles should continue to be adhered to, namely that the member of staff should not be victimised or subjected to any detriment for raising a genuine concern under the Whistleblowing Policy. This includes whilst they remain in the NHS LA s employment, and beyond it i.e in relation to a reference request. Settlement agreements 46. The NHS LA is committed to dealing responsibly, openly and professionally with any genuine concern that a member of staff may have about wrongdoing, malpractice or safety risk in the workplace. At no point, during an individual s employment or after it, would the organisation try and sweep-under the carpet, or cover up any genuine concern. 47. As such, any settlement agreement prepared by the NHS LA, for whatever reason, irrespective of including confidentiality clauses, does not prevent an individual from raising legitimate concerns about patient safety, or any other issue in the public interest, under the terms of the Public Interest Disclosure Act 1998 ( PIDA ). External Whistleblowing Procedure 48. Serious complaints, similar in nature to whistleblowing complaints, but raised by those external to the NHS LA, such as politicians, patients/service users or members of the public, can still have serious consequences and implications. 49. As such, the NHS LA has clear procedures to ensure it deals with such complaints consistently, and fairly, and that appropriate action is taken where necessary (see Appendix 3 for a flowchart). 50. All external concerns received will be logged, by the Corporate Governance Department on to a tracking system to maintain a central record. Where any other 9

10 department, or individuals, are contacted directly, concerns should be referred to Corporate Governance Department with a note outlining the concern, where possible. 51. A Senior Manager will review all complaints against the whistleblowing criteria and decide how best to deal with a concern. It may be that the Senior Manager undertakes, or commissions, an investigation of the complaint, similar to that set out above, for NHS LA members of staff, or by an independent consultant. Alternatively, it may be appropriate for the Senior Manager, following discussions with the Chief Executive, to refer the complaint to an external body, including for example, the NHS Counter Fraud Service, to ensure that appropriate action is taken in response to the concern raised. 52. The NHS LA will inform the source of the concern - unless it is received anonymously - what action the organisation has taken. The tracking system will also be updated by the Corporate Governance Department to ensure a complete and accurate record is held. 53. There may be some cases where the NHS LA may want to take further action, including possible disciplinary action, or changing practices and procedures. The role of the person investigating the concern would include considering what, if any, further action the NHS LA should take. 10

11 Appendix 1 Flowchart for handling internal (whistleblowing) concerns Concern is raised by member of staff Is it a concern involving a public interest aspect? Y N Adopt the Whistleblowing Policy Discuss with HR whether it is appropriate to deal with the concern under the Grievance Policy and Procedure, or some other Policy Are you the Line Manager for the person raising the concern? Y Take a full written record of the concern and liaise with HR. Either undertake or refer the matter on for investigation. Inform the person making the complaint of the outcome of the investigation, and any action that will be taken (if any) remember to comply with confidentiality obligations. Inform the individual of their options if they are not happy with the way the matter has been investigated. N Speak to the person raising the concern and suggest that they refer the matter to their Line Manager. If they don t want to, seek guidance from HR. You may be a Senior Manager, and if so, it may still be appropriate for you to undertake or refer the matter for investigation (once you have tried to determine the reason why the person making the complaint doesn t want to raise it with their Line Manager). Alternatively, it may be better placed with someone else. 11

12 Appendix 2 Process for those handling a whistleblowing concern raised by a member of NHS LA staff Concerns may be raised in writing, or verbally. If a concern is raised verbally, a written record should be kept, noting the details of the concern. Once a concern has been raised, an assessment will be made as to whether it should be managed under the Whistleblowing Policy. The person with whom the concern was raised should seek advice from the HR Department, on a confidential basis. The person with whom the concern was raised will - with support from the HR Department arrange an investigation of the matter, either by investigating the matter personally, or immediately passing the issue to an appropriate colleague. The person with whom the concern was raised will inform the member of staff the identity of the investigating officer, and the progress of the investigation. Once the investigation is complete, the person who carried out the investigation will report to the Chief Executive, who will take any necessary action, including reporting the matter to the Board and any appropriate government department or regulatory agency. Feedback on the outcome of the concern will be provided to the person who raised the concern. Due to legal obligations of confidentiality owed to other members of staff, however, it might not be possible to freely provide feedback on the outcome of any disciplinary action taken against another member of staff. Strict confidentiality should be maintained, especially if unlawful conduct, discrimination, bullying or harassment forms the subject of the complaint. No presumptions of guilt (or innocence) should be made, pending the outcome of an investigation. The investigation may have to consider the weight and quality of the original accusation. Where fraud is suspected the NHS LA s fraud procedure should be invoked. If the member of staff who raised the concern is unhappy with the way in which their concern has been handled, they should be encouraged to raise this with the Head of Human Resources(if appropriate), in the first instance. If they continue to be dissatisfied, the member of staff should be informed of their right to contact the chairman of the organisation, or one of the non-executive directors of the Board. 12

13 Appendix 3 Process for handling external (whistleblowing) concerns Concern is raised by person/body outside of the NHSLA Refer to HR department for them to log the complaint on a tracking system, to maintain a central record Is it a concern involving a public interest aspect? N Senior Manager to undertake or commission an investigation into the complaint, including, where appropriate, instructing an independent consultant. Y Senior Manager to liaise with Chief Executive, and, where appropriate, refer the complaint to an external body, to ensure that appropriate action is taken in response to the concern raised. Consider, with the input of HR whether the matter should be dealt with under any other NHSLA policy or procedure. Inform the individual who raised the complaint, the action that the NHSLA has taken, if any. HR to update the tracking system to ensure an accurate central record is held. 13

Freedom to speak up: whistleblowing policy for the NHS Draft for consultation

Freedom to speak up: whistleblowing policy for the NHS Draft for consultation Freedom to speak up: whistleblowing policy for the NHS Draft for consultation Issued on 16 November 2015 Deadline for responses: 8 January 2016 Monitor publication code: IRG 34/15 NHS England Publications

More information

The best advice before you decide on what action to take is to seek the advice of one of the specialist Whistleblowing teams.

The best advice before you decide on what action to take is to seek the advice of one of the specialist Whistleblowing teams. Whistleblowing Policy (HR Schools) 1.0 Introduction Wainscott school is committed to tackling unlawful acts including fraud, corruption, unethical conduct and malpractice regardless of who commits them,

More information

Raising concerns (Whistleblowing) Policy and Procedure

Raising concerns (Whistleblowing) Policy and Procedure Raising concerns (Whistleblowing) Policy and Procedure The Public Interest Disclosure Act provides strong protection for workers who blow the whistle on or raise a genuine concern about malpractice. The

More information

WHISTLEBLOWER POLICY

WHISTLEBLOWER POLICY WHISTLEBLOWER POLICY 1. PURPOSE Brunel is committed to conducting all our business in an honest and ethical manner, having full commitment to open communications, and we expect all staff to maintain high

More information

WHISTLE BLOWING POLICY & PROCEDURE

WHISTLE BLOWING POLICY & PROCEDURE WHISTLE BLOWING POLICY & PROCEDURE Prepared by Reviewed by Approvals The signatures below certify that this procedure has been reviewed and accepted, and demonstrates that the signatories are aware of

More information

WHISTLE-BLOWING POLICY

WHISTLE-BLOWING POLICY APPENDIX 1 WHISTLE-BLOWING POLICY Please be aware that this printed version of the Policy may NOT be the latest version. Staff are reminded that they should always refer to the Intranet for the latest

More information

Whistle-blowing. Policy and Procedure

Whistle-blowing. Policy and Procedure Whistle-blowing Policy and Procedure This document will be made available in other languages upon request from employees of Version: 1 Date of Issue: November 2012 Review Date: October 2014 Lead Director:

More information

In some cases, whistleblowers may bring a case before an employment tribunal, which can award compensation.

In some cases, whistleblowers may bring a case before an employment tribunal, which can award compensation. WHISTLEBLOWING Introduction This factsheet has been produced to provide advice on how to negotiate agreements and procedures on whistleblowing for branch officers and stewards. UNISON recognises that employees

More information

Guidance for Employers and Code of Practice

Guidance for Employers and Code of Practice WHISTLEBLOWING Guidance for Employers and Code of Practice MARCH 2015 Contents What is whistleblowing?... 3 What are an employer s responsibilities in regards to whistleblowing?... 3 Recognising workers

More information

WHISTLE BLOWING POLICY

WHISTLE BLOWING POLICY POLICY DOCUMENT NUMBER 19 WHISTLE BLOWING POLICY POLICY NUMBER VERSION DATE APPROVER/EXO MEMBER SIGNATURE OF APPROVER 1.0 5 Aug 2013 Nick Vlok TABLE OF CONTENTS PAGE 1. PURPOSE OF THE POLICY 3 2. SCOPE

More information

Guidelines/Procedure/Methods Pages 3-5. Monitoring, Evaluation and Review Pages 5-6. Appendices Pages 8-12

Guidelines/Procedure/Methods Pages 3-5. Monitoring, Evaluation and Review Pages 5-6. Appendices Pages 8-12 DOCUMENT CONTROL PAGE Title: Raising Concerns Policy Document Type: Policy Version Number as from December 2004: 5 Scope: Trust Wide Author: Karen Elmer, Divisional HR Business Manager updated by Ingrid

More information

Grievance Policy and Procedure

Grievance Policy and Procedure Grievance Policy and Procedure Page 1 Grievance Policy and Procedure Policy ref no: HR012-14 Author (inc job Judith Champion, Senior HR Business Partner title) Date Approved May 2014 Approved by Quality

More information

St John the Evangelist RC Primary School Whistle Blowing Policy

St John the Evangelist RC Primary School Whistle Blowing Policy St John the Evangelist RC Primary School Whistle Blowing Policy In the Light of Jesus we learn to love and love to learn. Our Mission Statement was created as part of a joint initiative between our staff,

More information

Whistleblowing Policy

Whistleblowing Policy Whistleblowing Policy Number: THCCG00XX Version: 0d6 This policy covers the right and duty of members of the CCG and CCG employees to raise any matters of concern that they may have about health issues

More information

Issue: June 2009 GUIDANCE FOR PHARMACISTS ON RAISING CONCERNS

Issue: June 2009 GUIDANCE FOR PHARMACISTS ON RAISING CONCERNS Issue: June 2009 GUIDANCE FOR PHARMACISTS ON RAISING CONCERNS GUIDANCE FOR PHARMACISTS ON RAISING CONCERNS CONTENTS Status of this document About this document 1 Definition: What is whistleblowing? 2 The

More information

Policy Guide & Template Whistleblowing

Policy Guide & Template Whistleblowing Policy Guide & Template Whistleblowing Created December 2002, Revised in 2008 Disclaimer: The information contained in this document is provided for information only and does not constitute advice. Neither

More information

WHISTLEBLOWING TO THE CHILDREN S COMMISSIONER FOR WALES

WHISTLEBLOWING TO THE CHILDREN S COMMISSIONER FOR WALES WHISTLEBLOWING TO THE CHILDREN S COMMISSIONER FOR WALES 1. What does the Children s Commissioner for Wales do? The Children's Commissioner for Wales is an independent children s rights institution established

More information

1.0 Introduction. Whistleblowing Policy June 2011 Page 2 of 7

1.0 Introduction. Whistleblowing Policy June 2011 Page 2 of 7 Royal Bournemouth & Christchurch Hospitals NHS Foundations Trust WHISTLEBLOWING (PUBLIC INTEREST DISCLOSURE) POLICY Approval Committee Partnership Forum Version Issue Date Review Document Author Date 1.2

More information

Whistleblower Protection Policy

Whistleblower Protection Policy Whistleblower Protection Policy TABLE OF CONTENTS EXECUTIVE SUMMARY... 3 Introduction... 3 Policy Objectives... 4 Policy Parameters... 4 OBLIGATION TO DISCLOSE REPORTABLE CONDUCT... 4 COMMITMENT TO WHISTLEBLOWER

More information

Raising and escalating concerns. Guidance for nurses and midwives

Raising and escalating concerns. Guidance for nurses and midwives Raising and escalating concerns Guidance for nurses and midwives We are the nursing and midwifery regulator for England, Wales, Scotland, Northern Ireland and the Islands. We exist to safeguard the health

More information

I would also be grateful to receive the name of the contact we should liaise with.

I would also be grateful to receive the name of the contact we should liaise with. Your ref: Our ref: FOI 12/0880 Department of Energy & Climate Change Head of HR Policy 55 Whitehall London SW1A 2EY London SW1A 2HD E: @decc.gsi.gov.uk www.decc.gov.uk 6 July 2012 RE: FOI 12/0880 Further

More information

Whistleblowing Policy and Procedure

Whistleblowing Policy and Procedure Whistleblowing Policy and Procedure Paper Copies of this Document If you are reading a printed copy of this document you should check the Trust s Policy website (http://sharepoint/policies) to ensure that

More information

Whistleblowing Policy. Page 2 of 15. Copyright statement. United Gulf Bank B.S.C. 2011

Whistleblowing Policy. Page 2 of 15. Copyright statement. United Gulf Bank B.S.C. 2011 Copyright statement Page 2 of 15 United Gulf Bank B.S.C. 2011 Unless explicitly stated otherwise, all rights including those in copyright in the content of this document are owned by or controlled for

More information

MALAYSIAN TECHNOLOGY DEVELOPMENT CORPORATION SDN. BHD.

MALAYSIAN TECHNOLOGY DEVELOPMENT CORPORATION SDN. BHD. MALAYSIAN TECHNOLOGY DEVELOPMENT CORPORATION SDN. BHD. WHISTLEBLOWING POLICY AND GUIDELINES 16 March 2012 Version 1.0 TABLE OF CONTENTS WHISTLEBLOWING POLICY Page WHISTLEBLOWING GUIDELINES B1 DEFINITION

More information

MODEL CHILD PROTECTION POLICY

MODEL CHILD PROTECTION POLICY Fact Series Child Protection Policy (Model) version 2.2 July 2009 MODEL CHILD PROTECTION POLICY NODA Headquarters regularly receives requests from affiliated societies for advice about implementing a Child

More information

Grievance, Whistle blowing and Disciplinary, including Dismissals

Grievance, Whistle blowing and Disciplinary, including Dismissals eastsussex.gov.uk Grievance, Whistle blowing and Disciplinary, including Dismissals This document will provide you with information on Grievance, Whistle blowing and Disciplinary procedures, including

More information

QAHC Feedback and Conflict Management Policy and Procedures

QAHC Feedback and Conflict Management Policy and Procedures QAHC Feedback and Conflict Management Policy and Procedures Prepared By Erica Waters Consulting June 2000 Revised & Endorsed October 2000 Revised by QAHC September 2007 Policy Statement The Queensland

More information

Whistleblower Protection Policy

Whistleblower Protection Policy Whistleblower Protection Policy Contents Definitions... 3 1.0 Background... 5 2.0 Purpose of this Policy... 5 3.0 Policy commitment... 5 4.0 To whom does this Policy apply?... 5 5.0 Laws, regulations and

More information

WIGAN COUNCIL WHISTLEBLOWING POLICY

WIGAN COUNCIL WHISTLEBLOWING POLICY WIGAN COUNCIL WHISTLEBLOWING POLICY 1 Introduction 1.1 Employees are often the first to realise that there may be something seriously wrong within the Council. However, they may not express their concerns

More information

States of Jersey Human Resources Department. Code of Conduct

States of Jersey Human Resources Department. Code of Conduct States of Jersey Human Resources Department Code of Conduct INTRODUCTION The Island community is entitled to expect the highest standards of conduct from all employees who work for the States of Jersey.

More information

NHS North Somerset Clinical Commissioning Group. HR Policies Managing Discipline

NHS North Somerset Clinical Commissioning Group. HR Policies Managing Discipline NHS North Somerset Clinical Commissioning Group HR Policies Managing Discipline Approved by: Quality and Assurance Group Ratification date: May 2013 Review date: May 2016 1 Contents 1 Policy Statement...

More information

DISPUTE RESOLUTION GRIEVANCE PROCEDURE FOR TEACHING & SUPPORT STAFF IN SCHOOLS

DISPUTE RESOLUTION GRIEVANCE PROCEDURE FOR TEACHING & SUPPORT STAFF IN SCHOOLS DISPUTE RESOLUTION GRIEVANCE PROCEDURE FOR TEACHING & SUPPORT STAFF IN SCHOOLS PLEASE NOTE: This document replaces the previous Grievance and Dignity at Work Policies and Procedures. 1. INTRODUCTION It

More information

External Whistleblowing (Protected Disclosures) Policy

External Whistleblowing (Protected Disclosures) Policy External Whistleblowing (Protected Disclosures) Policy 1. Introduction Monitor is the sector regulator for health care. Our main duty is to protect and promote the interests of patients by regulating the

More information

A SUMMARY OF CDC HUMAN RESOURCES POLICIES

A SUMMARY OF CDC HUMAN RESOURCES POLICIES A SUMMARY OF CDC HUMAN RESOURCES POLICIES 1 RECRUITMENT 2 REMUNERATION 3 EMPLOYMENT PERFORMANCE & DEVELOPMENT 4 EQUALITY AT WORK 5 WHISTLEBLOWING CDC Group 26 May 2011 1 RECRUITMENT It is CDC s policy

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

2014 Whistleblower Policy. Calibre Group Limited ABN 44 100 255 623. Version 1.5

2014 Whistleblower Policy. Calibre Group Limited ABN 44 100 255 623. Version 1.5 Version 1.5 Calibre Group Limited ABN 44 100 255 623 REVISION DATE AUTHOR APPROVED BY SIGNATURE 0 07-08-2014 M Silbert Chief Legal Counsel RELATED DOCUMENTS CHG-POL-CPL-05 Calibre Group Code of Conduct

More information

CARDIFF COUNCIL CYNGOR CAERDYDD

CARDIFF COUNCIL CYNGOR CAERDYDD CARDIFF COUNCIL CYNGOR CAERDYDD STANDARDS AND ETHICS COMMITTEE 18 th MARCH 2014 REPORT OF THE MONITORING OFFICER AGENDA ITEM: WHISTLEBLOWING POLICY Reason for this Report 1. To allow the Committee to consider

More information

Complaints Policy. Complaints Policy. Page 1

Complaints Policy. Complaints Policy. Page 1 Complaints Policy Page 1 Complaints Policy Policy ref no: CCG 006/14 Author (inc job Kat Tucker Complaints & FOI Manager title) Date Approved 25 November 2014 Approved by CCG Governing Body Date of next

More information

Model Allegations Management Policy for Knowsley Schools and Education Settings

Model Allegations Management Policy for Knowsley Schools and Education Settings 1 Model Allegations Management Policy for Knowsley Schools and Education Settings July 2015 Introduction 1. All schools and education settings have a duty to promote and safeguard the welfare of children

More information

INVESTIGATING COMPLAINTS AND ALLEGATIONS AGAINST EMPLOYEES POLICY AND PROCEDURE

INVESTIGATING COMPLAINTS AND ALLEGATIONS AGAINST EMPLOYEES POLICY AND PROCEDURE INVESTIGATING COMPLAINTS AND ALLEGATIONS AGAINST EMPLOYEES POLICY AND PROCEDURE APPROVED BY: South Gloucestershire Clinical Commissioning Group Quality and Governance Committee DATE 12.02.2014 Date of

More information

Disciplinary and Dismissals Policy

Disciplinary and Dismissals Policy Policy Purpose/statement/reason for being Disciplinary and Dismissals Policy E.G - MIP is designed to strengthen the effectiveness of individual s contribution to the Council s success. Purpose The Disciplinary

More information

Discrimination: What to do if it happens

Discrimination: What to do if it happens Discrimination: What to do if it happens Acas promoting employment relations and HR excellence August 2015 About Acas What we do Acas provides information, advice, training, conciliation and other services

More information

BUCKINGHAMSHIRE COUNTY COUNCIL SCHOOLS GRIEVANCE POLICY AND PROCEDURE

BUCKINGHAMSHIRE COUNTY COUNCIL SCHOOLS GRIEVANCE POLICY AND PROCEDURE BUCKINGHAMSHIRE COUNTY COUNCIL SCHOOLS GRIEVANCE POLICY AND PROCEDURE Version 2 Page 1 of 16 Revised June 2012 BUCKINGHAMSHIRE COUNTY COUNCIL GRIEVANCE POLICY AND PROCEDURE FOR SCHOOLS 1. Introduction

More information

Disciplinary Policy. If these actions do not provide a resolution, then the Formal Disciplinary Procedure set out in this document should be followed.

Disciplinary Policy. If these actions do not provide a resolution, then the Formal Disciplinary Procedure set out in this document should be followed. Disciplinary Policy 1. Policy Statement The University expects all employees to conduct themselves in an appropriate manner in their day to day work, including in their dealings with colleagues, students

More information

Whistleblowing Policy. Associate Director of Governance and Quality. The Governing Body or GCCG Executive

Whistleblowing Policy. Associate Director of Governance and Quality. The Governing Body or GCCG Executive Author(s) Associate Director of Governance and Quality Version 0.0 Version Date 26 June 2013 Implementation/Approval Date Review Date June 2016 Review Body The Governing Body or GCCG Executive Policy Reference

More information

BIRMINGHAM CHILDREN S HOSPITAL CHARITIES COMPLAINTS POLICY

BIRMINGHAM CHILDREN S HOSPITAL CHARITIES COMPLAINTS POLICY BIRMINGHAM CHILDREN S HOSPITAL CHARITIES COMPLAINTS POLICY Version 2.02 Date of Policy November 2013 Next Review Date March 2016 COMPLAINTS POLICY 1. INTRODUCTION Birmingham Children s Hospital (BCH) Charities

More information

Whistleblowing for a healthy practice. Whistleblowing: guidance for GPs

Whistleblowing for a healthy practice. Whistleblowing: guidance for GPs Whistleblowing for a healthy practice Whistleblowing: guidance for GPs Contents Public Concern at Work Suite 306 16 Baldwins Gardens London EC1N 7RJ Telephone 020 7404 6609 Fax 020 7404 6576 whistle@pcaw.co.uk

More information

Vice President's Office Whistleblower Policy. Approved by: Board of Directors Frequency of Review: Every 3 Year(s)

Vice President's Office Whistleblower Policy. Approved by: Board of Directors Frequency of Review: Every 3 Year(s) Vice President's Office Whistleblower Policy Policy No.: HR-067 Section: H.06 Date Issued: 2007-Sep-17 (yyyy-mmm-dd) Supersedes Policy Dated: 2005-Nov-04 (yyyy-mmm-dd) Approved by: Board of Directors Frequency

More information

WHISTLEBLOWER PROTECTION

WHISTLEBLOWER PROTECTION Category: Governance Classification: Public First Issued: 24/1/06 Review Frequency: 4 years Term of Council Legislation: Whistleblower Protection Act 1993 Relevant Policies: Related Procedures: Signed:

More information

Disciplinary and grievance procedures Draft Acas Code of Practice

Disciplinary and grievance procedures Draft Acas Code of Practice Disciplinary and grievance procedures Draft Acas Code of Practice June 2004 This Code of Practice provides practical guidance to employers, workers and their representatives on: The statutory requirements

More information

Whistleblowing Policy

Whistleblowing Policy Whistleblowing Policy China Resources Power Holdings Company Limited Adopted By the Board: 19 March 2012 Room 2001-05, 20/F, China Resources Building 26 Harbour Road, Wanchai, Hong Kong www.cr-power.com

More information

Dignity At Work Policy

Dignity At Work Policy Dignity At Work Policy For the Health Service Anti Bullying, Harassment and Sexual Harassment Policy and Procedure Summary Introduction The health service employers and health service trade unions have

More information

WHISTLE BLOWING POLICY & PROCEDURES

WHISTLE BLOWING POLICY & PROCEDURES Management Circular No: GCSL/01.2013 Revised: 01/2014 WHISTLE BLOWING POLICY & PROCEDURES All rights reserved. No part contained in this Policy may be reproduced or copied in any form without the written

More information

HDFC ERGO GENERAL INSURANCE COMPANY LIMITED WHISTLEBLOWER POLICY

HDFC ERGO GENERAL INSURANCE COMPANY LIMITED WHISTLEBLOWER POLICY HDFC ERGO GENERAL INSURANCE COMPANY LIMITED WHISTLEBLOWER POLICY Approved by the Board of Directors October 18, 2013 Reviewed by the RMC / Board October 21, 2014 Page 1 of 7 WHISTLEBLOWER POLICY OBJECTIVE:

More information

Fairness at Work (Grievance Policy & Procedure)

Fairness at Work (Grievance Policy & Procedure) Fairness at Work (Grievance Policy & Procedure) Publication Scheme Y/N Department of Origin Policy Holder Author Related Documents Can be Published on Force Website HR Operations Head of HR Operations

More information

Disciplinary Policy and Procedure

Disciplinary Policy and Procedure Disciplinary Policy and Procedure Policy 1. Purpose of the policy and procedure Disciplinary rules are important for the running of the University so that everyone understands what is expected of them

More information

The European Marine Energy Centre Ltd. HARASSMENT AND BULLYING POLICY

The European Marine Energy Centre Ltd. HARASSMENT AND BULLYING POLICY The European Marine Energy Centre Ltd. HARASSMENT AND BULLYING POLICY Table of Contents 1 Policy Statement... 3 2 Scope... 3 3 Definitions... 3 4 Detailed Guidelines... 5 4.1 What to do if you are being

More information

Customer Feedback Management Policy

Customer Feedback Management Policy Customer Feedback Management Policy Version 2.0 Table of Contents 1 Document Control... 3 1.1 Document Information... 3 1.2 Document History... 3 1.3 Scheduled amendments... 3 1.4 Document Approvals...

More information

Employment Policies, Procedures & Guidelines for Schools

Employment Policies, Procedures & Guidelines for Schools DEALING WITH ALLEGATIONS OF ABUSE AGAINST TEACHERS, OTHER STAFF AND VOLUNTEERS GUIDANCE FOR LOCAL AUTHORITIES, HEAD TEACHERS, SCHOOL STAFF AND GOVERNING BODIES July 2014 1 ABOUT THIS GUIDANCE This is statutory

More information

PROTECTED DISCLOSURES ACT 26 OF 2000

PROTECTED DISCLOSURES ACT 26 OF 2000 Page 1 of 7 PROTECTED DISCLOSURES ACT 26 OF 2000 [ASSENTED TO 1 AUGUST 2000] [DATE OF COMMENCEMENT: 16 FEBRUARY 2001] (English text signed by the President) ACT To make provision for procedures in terms

More information

Local Disciplinary Policy

Local Disciplinary Policy DOCUMENT INFORMATION Origination/author: Judith Coslett, Head of Human Resources This document replaces: Local Disciplinary and Dismissal Procedure 05 Date/detail of consultation: Staff Forum and Unison

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

NHS England Complaints Policy

NHS England Complaints Policy NHS England Complaints Policy 1 2 NHS England Complaints Policy NHS England Policy and Corporate Procedures Version number: 1.1 First published: September 2014 Prepared by: Kerry Thompson, Senior Customer

More information

Whistleblower Policy

Whistleblower Policy Whistleblower Policy The Feedback Group including Feedback Infra, its subsidiaries and associate companies, is committed to conducting its affairs ethically and lawfully. The Group's philosophy on ethics

More information

DISCIPLINARY PROCEDURE

DISCIPLINARY PROCEDURE DISCIPLINARY PROCEDURE 1. Purpose and Scope 1.1 The Company s procedure is designed to help and encourage all workers to achieve and maintain standards of conduct, attendance and job performance. The Company

More information

Meeting Audit Committee Date 08/09/2014. Agenda item 7 Time 10 Minutes. Yes publication Reporting of fraud, whistleblowing and security incidents

Meeting Audit Committee Date 08/09/2014. Agenda item 7 Time 10 Minutes. Yes publication Reporting of fraud, whistleblowing and security incidents Meeting Audit Committee Date 08/09/2014 Agenda item 7 Time 10 Minutes Proactive publication Title Presenter ICO Plan aim Information rights strategy aim Issue Decision Yes Internal publication Yes Reporting

More information

ENNORE PORT LIMITED WHISTLE BLOWER POLICY

ENNORE PORT LIMITED WHISTLE BLOWER POLICY ENNORE PORT LIMITED WHISTLE BLOWER POLICY WHISTLE BLOWER POLICY OF ENNORE PORT LIMITED Introduction:. This policy seeks to define and establish the position of Ennore Port Limited (hereinafter referred

More information

Stop bullying and harassment guide for employees

Stop bullying and harassment guide for employees Stop bullying and harassment guide for employees Foreword We have recently jointly reviewed with the unions the Royal Mail Group Stop bullying & harassment policy, procedure and joint statement to make

More information

Complaints Policy and Procedure

Complaints Policy and Procedure Complaints Policy and Procedure REFERENCE NUMBER DraftAug2012V1MH APPROVING COMMITTEE(S) AND DATE THIS DOCUMENT REPLACES REVIEW DUE DATE March 2014 RATIFICATION DATE/DRAFT No NHS West Lancashire Clinical

More information

DISCIPLINARY POLICY AND PROCEDURE

DISCIPLINARY POLICY AND PROCEDURE DISCIPLINARY POLICY AND PROCEDURE Content Policy statement 1. Principles 2. Standards 3. Disciplinary procedure 4. Investigation

More information

NETHERAVON ALL SAINTS CE PRIMARY SCHOOL

NETHERAVON ALL SAINTS CE PRIMARY SCHOOL NETHERAVON ALL SAINTS CE PRIMARY SCHOOL DISCIPLINARY PROCEDURE FOR ACADEMY TEACHING AND SUPPORT STAFF Adopted by Netheravon All Saints Academy Trust on 23/9/15 Signed (Chair of Governors): 1 Index Section

More information

Code of practice for mediators

Code of practice for mediators Code of practice for mediators 1 DEFINITIONS 1.1 This Code of Practice applies to all mediation conducted or offered by mediators who are Trained or Approved members of the College of Mediators. 1.2 Mediation

More information

Guidance Notes for Safeguarding Children and Vulnerable Adults

Guidance Notes for Safeguarding Children and Vulnerable Adults Guidance Notes for Safeguarding Children and Vulnerable Adults All those who come into contact with children and families in their everyday work have a duty to safeguard and promote the welfare of children

More information

DISCIPLINARY POLICY AND PROCEDURE

DISCIPLINARY POLICY AND PROCEDURE DISCIPLINARY POLICY AND PROCEDURE Policy reference LWHR15 SUMMARY AUTHOR VERSION To provide a process and framework to manage employee issues of misconduct at the workplace in a fair and consistent manner

More information

Grievance Policy. 1. Policy Statement

Grievance Policy. 1. Policy Statement Grievance Policy 1. Policy Statement The University is keen to provide a positive and supportive working environment for all of its employees, and as such will take every step to resolve issues in the

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

Human Resources Author: Lou Hassen Version: 1 Review Date: Dec 2012 Page 1 of 7. Trinity Academy Disciplinary Policy

Human Resources Author: Lou Hassen Version: 1 Review Date: Dec 2012 Page 1 of 7. Trinity Academy Disciplinary Policy Page 1 of 7 Trinity Academy Disciplinary Policy Policy Statement The purpose of the Disciplinary Procedure is to give staff members every opportunity to improve standards of behaviour and conduct and to

More information

DISCIPLINARY POLICY AND PROCEDURE

DISCIPLINARY POLICY AND PROCEDURE DISCIPLINARY POLICY AND PROCEDURE Policy reference HR14 SUMMARY AUTHOR VERSION To provide a process and framework to manage employee issues of misconduct at the workplace in a fair and consistent manner

More information

Operating procedure. Managing customer contacts

Operating procedure. Managing customer contacts Operating procedure Managing customer contacts Contents 1 Introduction 2 Staff welfare 3 Application and context of this procedure 4 Defining and dealing with challenging customer behaviour 5 Equality

More information

Raising concerns. Guidance for nurses and midwives

Raising concerns. Guidance for nurses and midwives Raising concerns Guidance for nurses and midwives We are the nursing and midwifery regulator for England, Wales, Scotland and Northern Ireland. We exist to protect the health and wellbeing of the public.

More information

Dealing with Allegations of Abuse Against Staff in Schools. Practice Guidance

Dealing with Allegations of Abuse Against Staff in Schools. Practice Guidance Dealing with Allegations of Abuse Against Staff in Schools Practice Guidance About this guidance This is statutory guidance from the Department for Education. Schools and colleges must have regard to it

More information

Whistleblower Policy. nib holdings limited ABN 51 125 633 856 and all related entities within the nib Group ( the nib Group ) or ( nib )

Whistleblower Policy. nib holdings limited ABN 51 125 633 856 and all related entities within the nib Group ( the nib Group ) or ( nib ) Whistleblower Policy nib holdings limited ABN 51 125 633 856 and all related entities within the nib Group ( the nib Group ) or ( nib ) Dated 18 November 2014 Whistleblower Policy Contents 1 Introduction

More information

Disciplinary Policy and Procedure

Disciplinary Policy and Procedure Disciplinary Policy and Procedure Policy The success of the University is dependent on its most important resource, its staff. It is therefore vital that all employees are encouraged to work to the best

More information

Disciplinary policy INTRODUCTION

Disciplinary policy INTRODUCTION Disciplinary policy This policy forms part of your contract of employment. The councils are entitled to introduce minor and non-fundamental changes to this policy by notifying you of these changes in writing

More information

Dispute Resolution/Complaints Handling Policy

Dispute Resolution/Complaints Handling Policy Dispute Resolution/Complaints Handling Policy Date of Authorisation 30.03.2016 Authorised by Board Chair Review Date Annually Next Review Date 30.03.2017 Policy Owner Islamic College of Brisbane Board

More information

Anti-bribery and Fraud Protection Policy

Anti-bribery and Fraud Protection Policy Anti-bribery and Fraud Protection Policy Dear Colleagues and Partners, Carbo One Limited is one of the largest coal trading companies in the market and the nature of its business requires interaction with

More information

Document 12. Open Awards Malpractice and Maladministration Policy and Procedures

Document 12. Open Awards Malpractice and Maladministration Policy and Procedures Open Awards Malpractice and Maladministration Policy and Procedures Page 1 of 14 Open Awards Malpractice and Maladministration Policy and Procedures Policy Statement Open Awards is committed to ensuring

More information

AURUKUN SHIRE COUNCIL GRIEVANCE POLICY

AURUKUN SHIRE COUNCIL GRIEVANCE POLICY AURUKUN SHIRE COUNCIL GRIEVANCE POLICY Document Control Document Details: Document Reference Number: HR008 Domain: Version Number Date Adopted by Council Version 1 4 September 2014 Author Approved by Date

More information

BOARD CHAIR: 3.0 PROCESS: 3.1 Process for Disclosure 3.1.1 The Hospital will retain the services of an external Ethics Helpline Provider.

BOARD CHAIR: 3.0 PROCESS: 3.1 Process for Disclosure 3.1.1 The Hospital will retain the services of an external Ethics Helpline Provider. 1 of 8 SECTION: TOPICS: Governance APPROVED: Governance: Sept. 29, 2008 APPROVED: Board of Directors: Oct. 6, 2008 MOST RECENT DATE: NEW OR SUPERSEDES: BOARD CHAIR: NEW 1.0 POLICY STATEMENT: It is the

More information

Disciplinary Policy for Schools

Disciplinary Policy for Schools for Schools 2 July 2014 Contents 1 Introduction... 1 1.1 What is the policy about?... 1 1.2 Who does the policy apply to?... 1 1.3 Core Principles... 1 1.3.1 Misconduct... 1 1.3.2 Gross misconduct... 2

More information

POLICY FOR ALCOHOL, DRUG AND OTHER SUBSTANCE ABUSE IN EMPLOYMENT

POLICY FOR ALCOHOL, DRUG AND OTHER SUBSTANCE ABUSE IN EMPLOYMENT POLICY FOR ALCOHOL, DRUG AND OTHER SUBSTANCE ABUSE IN EMPLOYMENT Approved By: Trust Executive Date Approved: 10 March 2004 Trust Reference: B6/2004 Version: V2 Supersedes: V1 (Approved by Trust Executive

More information

Bullying, Harassment & Victimisation Policy and Procedure

Bullying, Harassment & Victimisation Policy and Procedure THE NATIONAL INSTITUTE FOR HEALTH AND CLINICAL EXCELLENCE SPECIAL HEALTH AUTHORITY Bullying, Harassment & Victimisation Policy and Procedure Responsible Officer:- Associate Director - HR Author: Staff

More information

ICE Benchmark Administration. Whistleblowing Procedure

ICE Benchmark Administration. Whistleblowing Procedure ICE Benchmark Administration Whistleblowing Procedure 1. Introduction 2. About ICE Benchmark Administration 3. Scope of Whistleblowing Procedure 4. Terminology 5. Making a disclosure 6. Treatment of disclosures

More information

Professional and ethical standards

Professional and ethical standards Victoria Police Manual Policy Rules Professional and ethical standards Context Purpose The Victoria Police mission is to provide a safe, secure and orderly society by serving the community and the law.

More information

ISLE OF MAN PRISON SERVICE

ISLE OF MAN PRISON SERVICE ISLE OF MAN PRISON SERVICE CODE OF CONDUCT AND DISCIPLINE Isle of Man Prison Service Code of Conduct and Discipline Contents Statement of Purpose and Values Purpose Prison Service Objectives Values Definition

More information

DATA PROTECTION POLICY

DATA PROTECTION POLICY Reference number Approved by Information Management and Technology Board Date approved 14 th May 2012 Version 1.1 Last revised N/A Review date May 2015 Category Information Assurance Owner Data Protection

More information

The guidance 2. Guidance on professional conduct for nursing and midwifery students. Your guide to practice

The guidance 2. Guidance on professional conduct for nursing and midwifery students. Your guide to practice The guidance 2 Guidance on professional conduct for nursing and midwifery students Your guide to practice The Nursing & Midwifery Council Vision, mission and values Our vision To safeguard the public by

More information

Disciplinary Procedure. November 2015

Disciplinary Procedure. November 2015 Disciplinary Procedure November 2015 Document title Disciplinary Procedure November 2015 Document author and department Responsible person and department Sue Davies, HR Business Partner, Human Resources

More information

Employment Policies, Procedures & Guidelines for Schools

Employment Policies, Procedures & Guidelines for Schools DEALING WITH ALLEGATIONS OF ABUSE AGAINST TEACHERS, OTHER STAFF AND VOLUNTEERS GUIDANCE FOR LOCAL AUTHORITIES, HEAD TEACHERS, SCHOOL STAFF AND GOVERNING BODIES March 2012 1 ABOUT THIS GUIDANCE This is

More information

OUR CODE OF ETHICS. June 2013

OUR CODE OF ETHICS. June 2013 OUR CODE OF ETHICS. June 2013 OUR CODE OF ETHICS GUIDING PRINCIPLES Ethical behaviour is an integral part of the way we do business. It's crucial that all our stakeholders are able to trust us to treat

More information