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Please note that the date you requested in the address for this web page is not an actual date upon which a change occurred to this item of legislation. You are being shown the legislation from , which is the first date before then upon which a change was made.
Ethics and integrity policies
ensuring the culture for the organisation required by top management is understood throughout the organisation
Irregularity management and reporting
ensuring possible irregularities noted lower down the organisation are reported appropriately and followed-up, including protection for ‘whistle-blowers’
Staff planning, recruitment, training and appraisal (including sensitive post management)
ensuring adequate numbers and quality of staff are in place at all levels
Sensitive functions and conflicts of interest
ensuring that staff in ‘sensitive posts’ are identified (i.e. those where the staff may become vulnerable to undue influence by the nature of their contacts with third parties or the information they have);
ensuring that appropriate controls (including, where appropriate, rotation policies) are applied to sensitive posts;
ensuring that procedures exist to identify and avoid conflicts of interests.
Establishment of legal bases for bodies and individuals
ensuring bodies and individuals have full legal authority to fulfil their functions.
Formal establishment of accountability, responsibility, delegated responsibility, and any necessary related authority for all tasks and positions throughout the organisation:
ensuring that no member of staff is in doubt as to the extent of their responsibilities. For commitments or payments engaged to third parties, a single manager should be accountable for all aspects of the transaction;
mission statements, job descriptions etc are up to date and known.