Integrity Policy


1.      Integrity Action’s standing, credibility and capacity to fulfil its mission are based on its ability to:

i)        Foster innovation, introducing new ideas and approaches for multiple, comprehensive solutions to identified integrity challenges;

ii)       Develop, acquire, document and disseminate best practices in related fields; and

iii)      Build longstanding relationships with donors, partners and beneficiaries, based on trust, honest, openness and mutual respect.

2.      Our integrity as an organisation, in terms of our demonstrable trustworthiness to our stakeholders in fulfilling our mission, is a function of:

i)        Alignment, which denotes: (a) consistency between what we intend and/or say we are going to do and what we actually do; (b) consistency between the behaviours that we consider to be important and the way we actually behave; and (c) the extent to which we synchronise our activities, so that Integrity Action’s various constituent elements present a common, seamless front to others and work together as a team to implement our strategy and achieve our purpose;

ii)       Competence, which denotes our ability to meet performance objectives and satisfy the reasonable quality expectations of our internal and external stakeholders. This means having and deploying effectively the skills and capabilities required to achieve our goals cost effectively. It also denotes: (a) a sense of reliability in addressing the reasonable expectations of our stakeholders; and (b) our “fitness for purpose” to achieve what we set out to do in the environment(s) in which we operate; and

iii)      Ethical behaviour, which denotes conformity with the principles and commitments established to inform our decision-making and behaviour, based on a consciousness of what is legally, morally and professionally important, obligatory or permissible.

3.      These integrity principles govern the relationship between Integrity Action and its staff and to those with day-to-day responsibility for the organisation’s integrity.


         These Integrity principles apply to all Integrity Action staff.


         Primary responsibility for the introduction (including training), consistent application and ongoing review of this policy and related procedures lies with the CEO.

         Guiding principles

1.      Each staff member is entitled to expect that Integrity Action at all times:

i)        Honours its commitments to him/her, contractual or otherwise.

ii)       Treats him/her fairly and equitably in advancement, training and performance assessment.

iii)      Displays transparency, including through consultation in decisions and actions that affect him/her.

iv)     Empowers him/her to deliver on reasonable expectations, delegating appropriate authority to that end.

v)      Encourages him/her to recognise and benefit from opportunities for growth, development and leadership.

Any staff member who believes Integrity Action has failed to meet these expectations should discuss his/her concerns in the first instance with his/her supervisor. Failure to satisfy the staff member may be grounds for a formal complaint under Integrity Action’s grievance policy and procedures [see HR documents].

2.      Each staff member must at all times:

i)        Act diligently and in Integrity Action’s best interests when on Integrity Action service, mindful of his/her role as a representative of the organisation.

ii)       Act responsibly, applying Integrity Action’s funds solely in support of its mission and charitable purpose and in accordance with donor requirements.

iii)      Demonstrate honesty in his/her decisions, actions and behaviour.

iv)     Treat individuals without regard to ethnicity, religious affiliation, colour, gender, age, national origin, disability, marital status or sexual orientation.

v)      Comply with all applicable laws and regulation in any jurisdiction in which Integrity Action is active.

vi)     Respect and consistently apply Integrity Action policies and procedures.

       Any staff member who fails to meet these expectations, or is complicit in any such failure (which may include failure to prevent, or to report others’ conduct of which he/she becomes aware), may be subject to disciplinary proceedings and sanction, including dismissal [See HR section].

3.      Each staff member should at all times endeavour to:

i)        Be accessible to others during standard working hours, e.g.:

·     Agree all absences (whether for professional reasons or leave) from your designated home office during standard working hours with your supervisor in advance.

·     Notify Integrity Action as soon as is reasonably practicable after the fact, if advance notice is not possible (e.g. sickness).

·     When absent from your designated home office ensure that others know: (i) if absent on Integrity Action service, where you are and how you can be contacted by telephone and/or e-mail; or (ii) if on leave, that you are un-contactable (including up-to-date “out-of-office” notification to incoming e-mails).

·     Respond constructively and in a timely manner to others’ communications.

ii)       Take personal responsibility and accountability for managing workload, e.g.:

·     Agree expectations relating to your outputs and deliverables, including necessary resources (e.g. staff and budget), authority, timeline and reporting obligations.

·     Do not over-commit, or agree to unrealistic expectations.

·     Re-evaluate priorities with your supervisor on an on-going basis.

·     Provide others with advance notice when commitments cannot be met, for whatever reason.

iii)      Demonstrate awareness and sensitivity, treating others fairly and with respect, e.g.:

·     Ensure that those affected by decisions are consulted and informed as part of the decision-making process.

·     Respect the right of others to have and express views that vary from your own, mindful of the need to reach decisions and then act upon them.

·     Turn up at the agreed time for meetings, or give notice when this is not possible (and switch off your mobile phone and laptop during any meeting unless you are taking notes of discussion).

·     Respect others’ right to a private life beyond Integrity Action outside of standard working hours.

iv)     Cooperate to improve individual and collective performance and organisational effectiveness, e.g.:

·     Recognise that, while individual objectives, programme objectives and organisational objectives should always be aligned, priorities in relation to one or other may vary at any given time.

·     Be flexible in your approach to your duties and prepared to carry out such other duties as may be required.

·     Commit to training designed to improve personal and organizational efficiency and effectiveness.

·     Engage in an ongoing interactive two-way engagement and feedback with colleagues, based on realistic appraisal of facts and circumstances

       Performance to these expectations is an important factor in any individual performance evaluation.

Policy, procedures and support tool

Policy and procedures, together with support tools, are the primary means by which Integrity Action establishes an operating framework that promotes a consistent, non-arbitrary approach to decision-making based on: (i) allocation of requisite responsibility and authority; and (ii) appropriate controls and accountability mechanisms.