Whistleblowing?

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Code of Practice – the right messages for a speak up culture • Train your managers • Provide options to raise a concern confidentially – and be clear on how you can protect someone’s identity - and limitations • Provide options for raising concerns including senior managers, an identified senior executive and/or board member and relevant external organisations • A commitment that staff will not be victimised for raising a concern. Follow this up in practise. • Respond in a timely manner • Provide feedback • Protect and support ©PCaW 2014 - 00 44 20 7404 6609
Code of Practice – testing the culture Conduct periodic audits of effectiveness of whistleblowing arrangements: • The number and types of concerns raised and outcomes of investigations; • Feedback from individuals who have used the arrangements; • Complaints of victimisation; • Complaints of failure to maintain confidentiality; • Other existing reporting mechanisms; • Adverse incidents that could have been identified by staff (e.g. consumer complaints, publicity or wrongdoing identified by third parties); • Any relevant litigation; and • Staff awareness, trust and confidence in arrangements. ©PCaW 2014 - 00 44 20 7404 6609
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Page 3 and 4: Grievances and concerns Grievances
Page 5 and 6: Advice line We have advised over 17
Page 7 and 8: Whistleblowing now Whistleblower Mi
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Page 11 and 12: Myth 2: Whistleblowing is always go
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Page 15 and 16: EY Survey Headlines • 93% of resp
Page 17 and 18: The Public Interest Disclosure Act
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