Over the last few weeks, yet several more awful cases of bullying, abuse, cronyism, criminal offences and whistleblowing being ignored have appeared in the press.

Most notably, has been the Casey Report, relating to her review into the Metropolitan Police, which gave a scathing view on some of the behaviours, failures in leadership and simply toxic culture in the UK largest police service.

Only last week, the Bewick Report outlining the review into University Hospitals Birmingham, highlighted several issues, of cronyism, a toxic working culture and whistleblowers being ignored.

These follow on from the numerous high profile incidents across many sectors and industries over the last few years, most notably the #METOO campaign which highlighted sexual abuse in the entertainment industry spanning decades, despite many reported incidents, being ignored, ostracised or simply being covered up.

The government are quite rightly looking at the Whistleblowing Laws in the UK. It will be interesting to keep track on the changes that are made, in terms of whether organisations will have greater onus on taking action, protecting whistleblowers and improving their operating cultures. The outcome of the government’s research is due for completion by the Autumn 2023.

What is apparent, through my work in this area and common features within most of these incidents are two things (but there are several others!):

  • That senior individuals / leaders have failed to gain assurance over their whistleblowing arrangements in place.
  • That organisations cultures have contributed to the toxic environments that have allowed these incidents to either occur, or go undetected for long periods of time.

For me, as a professional who works in this space, advising organisations on their arrangements, assisting in the design, implementation or testing of whistleblowing frameworks, it is frustrating that simple errors continue to be made by Senior Executives, which pose great risk that could come back to haunt them at a later date, as many are now seeing in harsh reality.

Things that Senior Executives and Governance Leads must consider to address these two common themes I have highlighted:

1.That senior individuals / leaders have failed to gain assurance over their whistleblowing arrangements in place.

  • Organisations can simply temperature check their organisation’s culture, by the use of surveys, engagement with operational staff and assessment of volumes and types of incidents that get reported (are low levels of incidents or lots a good thing?)
  • Having a lead executive who is accountable and champions its whistleblowing arrangements. Analysis of your own data sets can be an effective way of proactively identifying incidents or issues before they are reported (e.g. leavers / sickness levels by department)

2. That organisations cultures have contributed to the toxic environments that have allowed these incidents to either occur, or go undetected for long periods of time.

  • Have a robust policy framework, reporting processes and mechanism for following up referrals in a professional, yet swift manner, that affords the whistleblower protections and support through the process, inclusive of feedback on outcomes (where appropriate).
  • A structured training programme to senior individuals, managers on their responsibilities and staff on examples of incidents and reporting mechanisms that can be followed.

Simply doing nothing isn’t acceptable anymore, nor is just having a policy or reporting line. Testing these for their effectiveness and understanding across the workforce is critical, which may put you in a better position to understanding your own organisations culture and assurance level.

If you wish to discuss how I can support your organisation in assessing its culture and whistleblowing framework, please do not hesitate to get in touch – Contact Us

David Foley

Corporate Director – Risk & Advisory

TIAA