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An Introduction to Anti-Bribery Management Systems (BS 10500): Doing right things by Alan Field

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CHAPTER 7: BLOWING THE WHISTLE

BS 10500 talks about raising concerns, or ‘whistle-blowing’,as it is sometimes more commonly known.

Whistle-blowing has been in the media recently and, normally, in a fairly negative way – chiefly suggesting that even where genuine concerns may be reported, the whistle-blowers might receive little or no thanks for doing so, and may even have to face allegations themselves, or find that they are ostracised.

This guide cannot change the world but it can explain how an effective whistle-blowing process can be established. Whistle-blowing is like many aspects of an ABMS, where top management really do need to lead from the top. The organisational culture needs to be one where malpractice and wrongdoing are not accepted ...

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