Message from Executive Leadership Team (ELT) 3

Code of conduct

1. Contents

2. Message from Executive Leadership Team (ELT)

At CoM we set and uphold high ethical standards. As an organisation we think not just about what we do, but how we do it through our people, the way we work, and our customers’ experience.

This is your code of conduct. The rules and guidelines contained in this handbook are the boundaries within which every CoM employee must operate every day.

All employees at every level of the organisation must use their own good judgement in applying these rules and guidelines.

Following our values and behaviours, the code instructs and advises you as we work towards our vision of a leading organisation for a leading city.

This code cannot describe every requirement or present all the details of the policies that affect employees conduct. As a CoM employee it is up to you to seek information when you need a fuller account of standards or procedures or if you are unclear on any area of conduct. It’s your responsibility; you are also responsible for completing any compulsory CoM training.

What do you need to do?

3. Read it: Please read this code of conduct and make sure you understand it. If there is anything you don’t understand it is your responsibility to ask. 4. Agree to it: You must agree to abide by the code of conduct by completing the learning seat module when you commence employment with us and at regular intervals during your employment. 5. Live it: We expect you to always work in accordance with the code of conduct.

You are encouraged to speak up if you see a potential breach of the code or if there is an opportunity for us to improve how we work.

If you have any questions about any aspect of the code of conduct, please contact your people manager or your People and Culture Business Partner.

Together, we can uphold and protect the high ethical standards we have set for ourselves and our organisation and achieve our vision of a leading organisation for a leading city. 6. Section 1 – Understanding and using the CoM code of conduct

7. What is the code of conduct?

The code of conduct sets the standards for the way we work at the City of Melbourne (CoM).

The code provides a practical set of standards and expected behaviours to help you make decisions in your day-to-day work. The code describes standards of behaviour, rather than detailed policies and procedures.

CoM’s policies and procedures exist to support the code of conduct. Along with using your own judgement and common sense, our ‘ICARE’ values should guide everything you do at CoM.

8. ICARE values

Integrity

Is honest and reliable in all dealings with others, and conducts activities professionally and ethically.

Courage

Steps out of own comfort zone and accepts responsibility for the consequences of our own actions

Accountability

Takes personal responsibility for decisions and actions to achieve agreed outcomes.

Respect

Values the contribution and individuality of others and contributes to healthy working relationships.

Excellence

Aims to achieve the highest standard and best possible result in everything they do.

For a detailed description of behaviours that demonstrate the values visit CoM Web.

By consistently applying these values and standards of behaviour, we aim to improve the community’s trust in us and our confidence in each other as we deliver CoM’s vision of a leading organisation for a leading city.

The code cannot describe or anticipate every law, policy, requirement or example, so if you’d like to find out more information, we have included a number of references to further resources throughout the document. We also encourage you to attend any relevant training sessions offered. Please also speak to your people manager or People and Culture Business Partner if you’re unsure about anything or have any questions.

9. Why do we need a code of conduct?

CoM serves the community and council and we aim to be ‘a leading organisation for a leading city.’ That’s why it’s important we provide the best possible service. The code describes the behaviour expected of our employees and how they relate to our vision and values in delivering our services. The code of conduct, along with our ICARE values should guide you in everything you do. Employees should also respect and promote the human rights set out in the Victorian Charter of Human Rights and Responsibilities1. This includes making decisions and providing advice consistent with human rights, and actively implementing, promoting and supporting human rights.

People managers at all levels must promote and enforce the code in their work area. Service providers, representatives and agents must make sure their employees are aware of the code and do not breach its principles and directions when performing duties on behalf of the CoM.

10. Who is the code of conduct for?

This code applies to everyone who works at CoM, ‘all employees’ including: permanent, casual and fixed term employees executives contractors and consultants agency staff volunteers.

The code applies to all our interactions - with each other, our customers and our stakeholders. It also applies whenever you are identified as an employee or representative of CoM.

11. Breaches of the code

We each have a personal accountability to: act in accordance with the intent and letter of the code not condone behaviour that breaches the code report any breaches of the code.

If you have any questions about the code or need more information, it’s your responsibility to find answers. You are encouraged to speak with your people manager or your People and Culture Business Partner.

Ask yourself If you’re not sure whether your conduct is in line with the code, ask yourself:

Does it feel/seem like the right thing to do?

What would a customer or community member expect me to do in the situation?

What would my workmates or manager think is appropriate?

What would be the reaction if it was reported in the newspaper?

Fraudulent or corrupt behaviour which violates any applicable legislation, as well as the code, will be dealt with according to CoM’s Guidelines on fraud and corruption prevention control. Other breaches of the code will be dealt with according to the disciplinary policy and procedures. Contractors and contracted providers or representatives will be managed according to the terms and conditions set out in their contract.

The many different laws that govern our activities are often complex, however misunderstanding or being unaware of laws does not relieve you of an obligation to comply.

1 http://www.humanrightscommission.vic.gov.au/index.php/the-charter 12. Questions and concerns

If you think a decision or action does not reflect our code of conduct and values, you have the right and responsibility to raise that concern.

You do not need to be directly affected by an issue to raise it.

If you are unsure about interpreting the code of conduct or have concerns about how it is being applied, please raise these in person with your people manager, a more senior manager or your People and Culture Business Partner.

Do your concerns relate to any of the following?

Corrupt conduct A substantial mismanagement of public resources Conduct involving a substantial risk to public health or safety Conduct involving substantial risk to the environment Detrimental action against a person in response to a disclosure If so, your concern may be ‘a protected disclosure’ that is covered by the Protected Disclosure Act. In this case please refer the matter to one of our Protected Disclosure Officers (visit CoM web).

13. Where to get help

People Manager

People and Culture Business Partner

Protected Disclosure Officer

14. Tools and resources

People Hub

Fraud and Corruption Prevention Control guidelines

15.Quick check

If you’re not sure if you should take action or speak up about something you see, try the following CoM code of conduct ‘Quick check’.

Values – does it fit with our ICARE values and behaviours? Safety – could it directly or indirectly endanger someone, cause an injury, or create an unsafe environment? Law – is it legal and in line with our policies, procedures and guidelines? Conscience – does it fit with my personal values? Customer - how would I feel if I was the customer? How will this impact my customers? Newspaper – if this appeared in the newspaper with my name on it, would I feel comfortable about it? Family – what would I encourage my partner, parent or child to do? What would my family think? Feel – what does my intuition tell me? What is my gut feel? If it feels bad, then it probably is bad If answering any of these questions is difficult or causes you discomfort, please speak with someone about your concern. 16. Where to get help

People manager

17. Tools and resources

People Hub

18. 19. Section 2 – Commitment to our people

20.Health and safety

The protection of the health and safety of all employees is vital to the success of all organisations. Poor performance in occupational health and safety (OHS) can have devastating results from work-related illness, injury and fatality, through to the heavy financial toll it can take. CoM is committed to providing a workplace that is safe and without risks to health.

Table 1 – health and safety

The principles Your responsibility

OHS is the most important of all our business Health and safety is your responsibility. objectives. Take reasonable care for your own safety. CoM is committed to providing a safe and healthy workplace for our employees. Take reasonable care for the health and safety of others who may be affected by your actions. Workplace injuries can be prevented. You must be fit for work when you undertake your role Everyone in the organisation has clearly defined at CoM. OHS responsibilities. Comply with the OHS policies, procedures and implemented safe work practices..

Your occupational health and safety responsibilities are:

Comply with the OHS policies, procedures and implemented safe work practices; Take reasonable care to protect your own health and safety and the health and safety of others in the workplace; Attend relevant training that is provided by CoM to improve the health and safety of the workplace; Report any hazard or incident in accordance with the CoM Incident/Hazard Reporting and Investigation Policy; Wear any protective clothing and use any safety equipment provided by CoM that ensures your safety of them or the safety of others. See Occupational Health and Safety Policy for full details of the responsibilities. Case Study

Fred from the Engineering Services branch grabbed a coffee on his way to work. He was running late to a meeting in the morning and when heading up the stairs, dropped it, spilling the coffee. Fred decided he didn’t have time to clean up the mess and proceeded to his meeting. During the morning dozens of employees walked up and down the stairs. Violet from the Design branch was texting on her mobile whilst walking down the stairs on her way to lunch. As she was distracted, Violet didn’t see the spill and fell, grazing her knees and hands, requiring first aid.

Ask yourself

Is it ok to walk past a hazard such as this slip hazard without reporting it? What could you do to manage this situation? Could you have logged a service request or cleaning job? Could you have placed a temporary yellow ‘A’ frame hazard sign in place? What if you or your workmate, Violet, was more seriously injured because you did not report it?

Remember

You have a duty with regard to health and safety to be proactive and take responsibility and report hazards, incidents and near misses.

Where to get help

People and Culture OHS Wellbeing Team People Hub Employee Assist Program Tools and resources

Occupational Health and Safety Policy

People Hub OHS Wellbeing CoM Web page Worksafe website2

DID YOU KNOW?

CoM is committed to employee’s health and safety, and wellbeing.

As part of this we offer the People Assist Program. The program provides short-term and longer-term solutions focussed counselling to support and empower employees and members of their families. Through a variety of best practice counselling approaches and frameworks the program helps employees to resolve personal and work-based issues.

21.Security

Sound security practices minimise risks to council buildings, assets, intellectual property and, most importantly, our people. It’s important that all employees are aware of these practices. Council’s Security Services operate 24/7 from the security control centre at Melbourne Town Hall Administration.

Table 2 – security

Wear and openly display your security pass at all Clearly identify that you are authorised to work in times. Notify security immediately if a person on the CoM buildings by wearing your security pass. premises is not wearing an identification pass.

Prevent unauthorised access to CoM buildings or Don’t lend your security pass or keys to others. If your workspaces. pass or keys are lost or misplaced, report it immediately to security control centre. Promptly report known security incidents or potential security risks (suspicious behaviour, unsecure If you have any concerns, please notify security building) to security. control centre instantly. This will help security provide a more controlled response. Prevent the opportunity of any possible crime. ‘Look, lock and leave’ before leaving your workspace (including vehicles).

2 http://www.worksafe.vic.gov.au/ The principles Your responsibility

If you are the last to leave a building or workspace ensure all access doors and windows are secure.

Quick check

What you need to know about your security pass: it can be instantly programmed to change access requirements in an emergency, doors that are usually open may be instantly secured/locked down - that’s why it’s important to display your card all times to avoid being locked out or in an area or building it provides an audit trail of people moving in and out of our buildings. Where to get help

Security Control Centre, Emergency Extension 9999 Security Control Centre, Normal Business Extension 9774 Tools and resources

CoM Web > Staff Services > Security Matters

22.Fairness, equity, diversity and inclusion

CoM believes in inclusivity, diversity, fairness and equity. This means the differences between the ideas; aspirations and needs of people are considered and valued equally in the workplace.

Workplace diversity and inclusion is about ensuring all employees enjoy the opportunity for full participation at CoM. Our workplace supports the development and achievement of well-informed and culturally appropriate business outcomes. It also involves managing and recognising the value of individual differences in the workplace.

There are anti-discrimination and equal opportunity laws that support fairness, equity, diversity and inclusion. These laws apply to how we treat other employees and our customers. It is your responsibility to be aware of the relevant laws and comply with them.

Table 3 – fairness, equity, diversity and inclusion

At CoM, we recognise and embrace the diversity Value diversity and consider diversity in decision each person brings to the workplace .Our aim is to making, program and policy development. create an environment of trust, mutual respect and Speak up if you see or hear things that are not in the appreciation where every employee is treated fairly spirit of our commitment to fairness, equity and and with respect, and has the opportunity to realise inclusivity or you are concerned about discriminatory their full potential. behaviours.

All employees are encouraged to feel confident that Contact Officers work across CoM and receive training the diversity of their experiences will be valued and in how to respond to complaints. However, people supported, regardless of their gender, age, managers must also build and maintain a workplace language, ethnicity, cultural background, disability, culture which respects and celebrates differences. religious belief, identification as gay, lesbian, Employees should know the policies which guide their The principles Your responsibility

bisexual, transgender, intersex or queer (GLBTIQ), behaviour, address gender inequality in the workplace working style, educational level, work and life and challenge attitudes and behaviours around issues experiences, socio-economic background, job such as violence against women. function, geographical location, marital status and You must also attend any required training. family responsibilities.

Ask yourself:

Am I being fair and respectful? Are my personal feelings, prejudices or preferences influencing my decisions? How will I respond if I witness behaviour that is not inclusive? Case Study

Sarah walks in to the kitchen and overhears John making a sexist remark to his new employee, David. David is uncomfortable because he’s new and doesn’t want to upset his manager. How can Sarah take action here?

Yes, there are a number of things that Sarah can do to take bystander action. She could ask a question, such as “What do you mean John?”, or “I think I missed that John, what did you say again?” Asking questions is useful, it makes the person explain what they’ve said or done, which often makes them realise that they’ve been inappropriate. Sarah could use an ‘I’ statement, such as “I don’t think that’s true at all John”, or a ‘we’ statement, such as “I don’t know if we’d all agree with you on that one John”. Using an ‘I’ statement means people are more likely to respond in a positive or thoughtful way to your bystander action. A ‘we’ statement is useful because you draw support from other people – even if they are silent – by harnessing the power of the group. ‘We’ statements are also useful because not only are you modelling how to take bystander action, your call to others in the group may also encourage them to take action. Sarah could also draw a link between their attitudes and behaviours and their personal experience, such as “Would you say that about your partner?” This type of statement is useful because people who have sexist, harassing or discriminatory attitudes and behaviours don’t always think about how they would feel if someone made the same comment about a woman in their lives that they love and respect. Where to get help

People manager People and Culture Business Partner Contact Officer People Hub Tools and resources

People Hub – Equal Opportunity People Hub – Diversity People Hub – Gender Equity to Prevent Violence Against Women People Hub – Policies – Bystander toolkit 23.Harassment and bullying

Harassment occurs when someone engages in conduct that would make a reasonable person feel offended, humiliated or intimidated, because of their age, race, religion, sex or some other attribute specified under anti- discrimination legislation.

Bullying is repeated, unreasonable behaviour directed toward an individual or group of individuals that creates a risk to health and safety.

There is no place for harassment or bullying at CoM. Not only does it go against our values, it is unlawful and breach the relevant CoM policies.

It is fundamental that we recognise and value the diversity of others, and ensure that the workplace is free from discrimination, harassment and bullying.

Table 4 – harassment and bullying

It’s simple - CoM does not tolerate bullying or Comply with relevant policies. harassment. Speak up and tell a person if you are upset by their CoM does not tolerate any action, conduct or actions or behaviour. Explain why and ask them to behaviour which is humiliating, intimidating or hostile. stop.

Bullying, harassment and discrimination can result in Report inappropriate behaviour to your people disciplinary action and may lead to your employment manager. with CoM ending. Attend any required training.

We all have a responsibility to create a positive, safe workplace which is free from harassment, discrimination and bullying.

According to anti-discrimination and work health and safety legislation, people managers can be held financially responsible if they don’t take action to address any issues.

Ask yourself:

Have I behaved in an intimidating or threatening manner? Have I made inappropriate jokes or comments? Have I distributed or displayed potentially offensive material? If I’m witnessing behaviour that goes against our values, do I need to step in and say something? Am I supporting a culture of inclusion? What is bullying?

Bullying occurs when a person or group of people repeatedly act unreasonably towards an individual or a group of workers. Unreasonable behaviour includes victimising, humiliating, intimidating or threatening. Defining an unreasonable behaviour is based on whether a reasonable person might see the behaviour as unreasonable in the circumstances. When behaviour creates a risk to health and safety. Examples of bullying include: behaving aggressively teasing or practical jokes pressuring someone to behave inappropriately excluding someone from work-related events unreasonable work demands. What isn't bullying?

Some practices in the workplace may not seem fair but are not bullying. For example, a people manager can make decisions about poor performance, take disciplinary action, and direct and control the way work is carried out. Reasonable management action that is carried out in a reasonable way is not bullying.

Where to get help

People manager People and Culture Business Partner Contact Officer People Hub Tools and resources

People Hub – Equal Opportunity People Hub – policies

24.Drug and alcohol use and a smoke-free workplace

We expect all employees, contractors, agency staff and volunteers to function at acceptable levels and not be affected by alcohol, legal or illegal drugs.

Providing a workplace that is safe and without risks to health includes making sure CoM buildings and vehicles are smoke-free.

Table 5 – drug and alcohol use and a smoke-free workplace

You must be fully fit for work when at CoM. If you are affected by alcohol or drugs, you should not be at work. You must not smoke within and/or near any CoM The possession or use of illegal drugs at any CoM premises or vehicle, or within five metres of any entry location is strictly prohibited in line with the law. point to any CoM premises or vehicle.

You must be a minimum of five metre away from a Control risk of any passive smoking hazards in or near CoM building when smoking. CoM premises and vehicles.

Exposure to other people’s smoke is a hazard. Protect CoM buildings and equipment by reducing That’s why it’s important that CoM workplaces are littering around buildings and maintaining a clean smoke-free. environment including disposing of cigarette butts as appropriate. Quick check

Report to work fit and ready to do your job.

Recognise the early symptoms of a dependency condition in yourself or a team member and take action.

If you are smoking, make sure you’re at least five metres from any CoM premises or vehicle.

Where to get help

Your people manager People and Culture OHS Wellbeing team Your doctor The People Assist Program Tools and resources

People Hub – People Hub – policies Occupational Health and Safety Act 2004 (including safeguarding the health of visitors and volunteers) and the Tobacco Act 1987.

25.Dress standards

There is no ‘one size fits all’ approach to dressing for work at CoM.

All employees should dress professionally, in line with the position they hold. Dress standards should always respect OHS requirements, our commitment to equal opportunity and our values.

Table 6 – dress standards

As a representative of CoM, dress professionally – If you work in an office, you’re required to wear neat clean and neat. and professional business attire.

If you have to think about whether an item of clothing If you wear a uniform, make sure it’s clean and is appropriate for work, then perhaps it isn’t. Err on presentable. the side of caution. If you work in areas such as child care and youth services, but don’t have a uniform, make sure what you’re wearing is fit for purpose, comfortable and professional.

Ask yourself

Does the way I am dressed represent CoM in a good way?

FAQ – What about ‘casual Fridays’?

On Fridays, you can wear ‘casual business attire’ if your role does not require a uniform. ‘Casual business attire’ is neat and professional. However, if you’re meeting with external people or conducting interviews on a Friday, normal business attire should be worn.

Where to get help

Your people manager People and Culture Business Partner Tools and resources

People Hub 26. Section 3 – Serving our customers and the community

27.Customer service standards

We aim to provide our customers with consistent, simple, streamlined services.

At CoM, we work together to deliver the best outcomes for our residents, ratepayers, businesses and visitors. To do this, we need a commitment from all employees.

Customer service is a part of everyone’s role at CoM. It’s everyone’s responsibility to consistently provide a positive experience and apply the Customer Basics.

The Customer Basics are a set of standards and behaviours that describe how employees should deliver services to customers. It’s important to note that customers are defined as external people and organisations who receive services from us or are required to interact with us in the course of their work.

Table 6 – customer service

We deliver a positive customer experience any way All employees, regardless of work area or employment customers choose to interact with us. level, should follow the Customer Basics.

We make sure customer enquiries are fully resolved. You must comply with the Customer Service Charter and the responsibilities within the Customer Basics. We are helpful when dealing with customers and regularly communicate with our customers to provide All services should be delivered according to agreed a timely service. service levels and timeframes.

We listen to customer feedback so we can improve You should make every attempt to address and if our services. possible to resolve a customer’s enquiry.

There are times when a customer may be dissatisfied with the service provided. You should understand how to advise a customer of the methods for providing feedback or how to make a complaint. You should adhere to the Customer Complaint Handling Policy.

Our four Customer Basics standards apply to each of us, every day to make our customers' experiences with CoM as positive as possible:

We deliver a positive customer experience any way customers choose to interact with us. We make sure customer enquiries are fully resolved. We are helpful when dealing with customers. We regularly communicate with our customers and provide a timely service.

Some examples – see Customer Basics Customer basic Action

We listen to feedback and complaints to A customer advises us that fees on our website improve the customer experience. are incorrect. The fees were quickly updated to reflect the new fees.

We take responsibility for answering calls to We take calls for colleagues who are sick or off- unattended telephones. We either resolve the site, letting the customer or colleague know that enquiry or arrange a follow up call. they're out of the office and will follow up their call when they return.

We are problem solvers who make every When a customer contacts us to book a specific effort to answer the customer’s enquiry at the meeting room that is unavailable, we try to assist first opportunity. This minimises 'run-around' them to find another suitable venue and help for customers and colleagues. them with information on how to book, or connect them with the right person.

Where to get help

People manager Customer Relations Tools and resources

CoM Web - Customer Focus Portal Customer Basics Customer Compliant Handling policy Service Directory Customer Service Charter

28.Interacting with children and young people

CoM prides itself on being a child safe organisation and has zero tolerance for child abuse. A child refers to a person who is under the age of 18. CoM adheres to the Victorian Child Safe Standards and related legislation including Failure to Disclose, Failure to Protect and Grooming offenses. Any allegation or incident of abuse will be treated very seriously and consistently with child protection legislation, regulations and guidelines and in accordance with policy and procedures.

CoM employees must maintain the highest standards of professional conduct in their attitude, behaviour and interactions with children and young people. We are expected to uphold the rights and best interest of the child in all decision making.

Table 6 – interacting with children and young people

CoM is a child safe organisation. You are responsible for supporting the safety, participation, wellbeing and empowerment of children. CoM provides a safe working environment and values child safety. You are required to observe child safe principles and expectations for appropriate behaviour towards and in The principles Your responsibility

CoM adheres to the Victorian Child Safe Standards. the company of children and young people.

All new CoM employees and volunteers are required to have a ‘Working With Children Check’.

Ask yourself

Is my behaviour towards children and young people appropriate?

Is the way I am behaving in front of children and young people appropriate?

Am I ensuring child safe principles and practices?

Where to get help

People and Culture Business Partner Community Services Tools and resources

City of Melbourne: A Child Safe organisation policy Department of Health and Human Services, 2015. An overview of the Victoria Child Safe Standards, Melbourne. 29. Section 4 - Pride in governance

Working with members of the elected Council While we provide services to the community on behalf of Council, Councillors may not direct employees to perform duties or actions.

Instead, requests for action should be made at the meetings of Council and its committees. At these meetings, reports and advice are presented for consideration by the Councillors. Members of the Executive Leadership Team (ELT)will then request action from their employees.

Any employee preparing a report or advising a Councillor must have the approval of their relevant ELT member before they start. Any advice or information provided without approval will not be considered to represent the policies and plans of the organisation.

Advice provided to Council must be objective and non-partisan, relevant, comprehensive and unaffected by fear of consequences, not withholding important facts or negative information.

CoM employees must remain objective and impartial, ensuring CoM resources are not used for political assistance.

30.Communications

This section outlines what is expected when using CoM’s corporate, marketing and media channels to This also includes representing CoM in an official capacity, such as presenting at a conference or acting as a media spokesperson. Channels include; internet social media publications (print and electronic) marketing materials promotional items and merchandise. Table 7 – communications

Employees must not make public representations Never make public comment or representation on about CoM, its activities or its views via any channel behalf of CoM without prior approval. without prior consent from Corporate Affairs and Strategic Marketing (CASM) CASM and your Know the representation protocols and policies. manager. Always seek approval from CASM before setting up Obtain approval from CASM for representing CoM in any new CoM channels, such as a Facebook page, social media via a business case. Twitter account or newsletter.

Do not set up any communication channel on CoM’s Uphold CoM’s reputation as a leading organisation. behalf without prior approval from CASM.

Ask yourself:

Do I have appropriate permission to make comment on behalf of CoM? Am I avoiding my personal biases and representing CoM in a professional way? Is what I am saying, printing, publishing or presenting accurate and will it enhance or protect CoM’s reputation?

Where to get help

CASM People Manager Tools and resources

CoM Web Social media policy Social media business case Protocols supporting decision making and representation

31.Conflict of interest

In your role at CoM, you have been entrusted to work on behalf of the community.

Conflict of interest is about transparency. As a CoM employee, it’s vital that your private interests do not affect your work at CoM.

If you have a personal interest in a decision-making process, you must declare your interests and withdraw from the process.

All employees should be aware of the potential for conflict of interest.

Table 8 – conflicts of interest

Inform CoM of any private interests or relationships It’s your responsibility to determine if you have any that may cause a conflict of interest or perceived conflicts of interest relating to your role at CoM. conflict of interest. The Local Government Act 1989 requires all council Take all reasonable measures to appropriately deal employees to disclose conflicts of interest. with any situation that is, or is seen to have, a It’s important that you don’t use your role at CoM to conflict of interest. The conflict might arise out of a serve your own or someone else’s private interests. personal relationship or significant relationship with The law requires you to disclose any conflicts of another employee or potential employee. interests and to not perform duties where you have a conflict of interest. Employees will not be engaged concurrently as contractors, unless under extraordinary It is your responsibility to identify and disclose conflicts circumstances, and with approval of the CEO. The of interest. If you are unsure about a possible conflict only exceptions are employees of Recreation of interest, seek assistance. If you’re still not sure, err Services, specifically within the City Baths and North on the side of caution and disclose a conflict of Melbourne Recreation Centre. interest, rather than risk committing an offence.

Conflict of interest - Engagement and management of employees and agency staff, involving personal or significant relationships Employing or engaging the services of someone you have a personal or significant relationship with can compromise your role and potentially CoM itself.

This may occur in the following situations: hiring decisions performance evaluation disciplinary procedures approval of timesheets access to leave assignment or direction of work assignments raising, approving or processing purchases orders in relation to contracted services. This list describes several conflict of interest situations, but is not all. There may be other situations where a conflict can potentially exist.

In particular, conflicts of interest can occur in situations where one person is in a position to make or influence decisions concerning another. For example, this may occur between a people manager and team member where judgments or disciplinary action is involved.

A conflict of interest situation may arise through external recruitment or internal promotion, transfer, acting assignments or secondments. The successful candidate could be a relative of an employee, or be in a significant relationship with an employee.

Under the Equal Opportunity Act 2010 (Vic) it is unlawful to disadvantage a person or organisation on the basis of marital status or other relationships. In line with the Act, CoM will not actively seek information on the relationship status of applicants.

32.Quick check

Your uncle is applying for a planning permit and you are the planning officer reviewing the application. You have a conflict of interest. Whenever you are dealing with matters involving married or de-facto partners, partners in same-sex relationships, members of your family, including children or grandparents, aunts, uncles, cousins and in-laws - as well as any person in your household or with whom you have a significant friendship - you have a conflict of interest.

Notify your Branch Manager and ensure you have no involvement in the matter.

You own shares in a company and the company has applied for Council funding. You are on the evaluation panel.

You have a conflict of interest if the value of the shares exceeds $10,000, and the total value of issued shares of the company or body exceeds $10 million.

Notify your Branch Manager and ensure you have no involvement in the review of applications.

You are on the committee of a local sporting group which has applied for a Council grant. You are on the evaluation panel.

You have a conflict of interest because you are on the governing body of the group which has applied for a Council grant. Notify your Branch Manager and ensure you have no involvement in the review of applications.

Where to get help People manager Manager Governance and Legal Tools and resources

Fact Sheet on Conflicts of Interest

33.Gifts and hospitality

At CoM, it’s vital that our community trusts us to do our job and do it impartially. That’s why it’s important that your personal interests don’t conflict with your public duty.

Accepting gifts from another organisation, contractor or supplier can give the impression this could influence your decisions or actions. Even though this might not be your intention, or intention of the donor, impressions and perceptions are important.

In most cases, it’s best to politely decline any offer of gifts or hospitality.

Gifts include free or heavily discounted items, hospitality, services, ‘prizes’ and benefits, including but are not limited to: meals drinks tickets to events conference registration airline tickets accommodation airline upgrades door prizes and raffle prizes won when on CoM business food or gift baskets. Table 9 – gifts and hospitality

Discourage others from giving gifts (including Declare any gifts, benefits and hospitality received hospitality) as an expression of appreciation. with an estimated retail value of $50 or over (or Gifts should not be accepted, but if you do, you must totalling $50 or more from any person or entity within a declare it through the: Declaration of gift, benefit or Declare any gifts, benefits and hospitality received hospitality form. with an estimated retail value of $50 or over (or totalling $50 or more from any person or entity within a calendar year). You can do this by completing the Declaration of gift, benefit or hospitality form and submitting to your Branch Manager.

Approval is required for gifts, benefits or hospitality over a certain amount: Estimated value Action The principles Your responsibility

of the gift or hospitality

Advise your Branch Manager as Greater than $50 soon as possible before (or if not but less than practicable, soon after) you receive $200 the gift or hospitality.

Greater than Seek the authorisation of your $200 but less Branch Manager or Director before than $500 you receive the gift or hospitality.

Seek the authorisation of your Greater than Director or the Chief Executive $500 Officer before you receive the gift or hospitality.

34. Quick check

You attend a conference on behalf of CoM and win a $70 bottle of wine as a lucky door prize.

You can accept the prize but you will need to complete a Declaration of gift, benefit or hospitality form.

You are invited to present a paper at a conference interstate. The conference organizer offers to pay for your flights and accommodation with a value of $700.

If you want to accept the offer you must get prior approval from your Director. If your request is approved, complete a Declaration of gift, benefit or hospitality form.

You attend a workshop and at the end of the day all participants are given a compendium containing two pens, a mouse pad, writing paper and a calendar. The employee estimates the package is worth $45.

You can accept the gift without having to declare it. The gift is token in nature and under the $50 threshold.

You receive a box of fruit from a successful tenderer to say thank you. You estimate the box of fruit is worth $60.

Regardless of the estimated cost, you cannot accept the gift. This may create a perception that there has been favourable treatment.

Where to get help

People manager Manager Governance and Legal Tools and resources

CoM Web – Declaring gifts 35.Information privacy

The Privacy and Data Protection Act 2014 (PDPA) is a Victorian law that gives individuals privacy rights. It also protects how their personal information is handled by:

Victorian Government organisations local councils some private or community-based organisations providing services on behalf of the Victorian Government.

‘Personal information’ is recorded information or opinions, whether true or not, about an identifiable person. Personal information includes any information linked to a person, including name, address, sex, age, phone numbers, financial details, marital status, education, criminal record, employment history or images (photographs and videos).

Table 10– information privacy

Under the PDPA, CoM has obligations around how As outlined in the PDPA, you must comply with the ten we collects, stores, uses and accesses personal Information Privacy Principles (IPP). If you are working information. with personal information, it’s important to understand how the IPPs apply in your day-to-day work. You’ll The PDPA covers our elected Councillors as well as also need to know where to seek help and guidance CoM employees. Contracted service providers may when necessary. also be covered, depending on the contract. You must ensure any data you create is current, Ten Information Privacy Principles (IPPs) are the accurate and complete and in line with agreed core of the PDPA and set minimum standards for processes. how we should handle personal information.

CoM follows the Australian Government Guidelines on the recognition of sex and gender. The guidelines outline a standard approach for collection, use and maintenance of gender data, based on a standard classification. Where sex and/or gender information is collected, individuals should be given the option to select M (male), F (female) or X (Indeterminate/Intersex/Unspecified).

36. Some examples

Collection

CoM should only collect personal information where it is necessary for our functions and purposes. It’s important that any information is collected lawfully, fairly and not unreasonably intrusively.

Ensure all personal information collection forms include the following: why you are collecting their information who you expect to disclose their information to name and contact details of your organisation their right to request access to their personal information what happens if they don’t give you their information any law that requires their information to be collected.

Disclosure If you’re sending an email to a large number of individuals, remember to ‘blind copy’ all recipients (BCC) so that email addresses cannot be seen by everyone receiving the email.

Anonymity

Individuals have the right to interact with our organisation anonymously, where it is lawful and practical. When interacting with individuals you should consider if: you need to know the identity of the individual in order to assist them it’s possible to interact with the individual anonymously it’s necessary to collect personal or identifying information. Data security

The amount of information required to confirm identity will depend on the type of interaction with the individual. When attempting to establish an individual’s identity, consider:

Is it necessary to keep a copy of their identification? Can the identity documents be sighted and this fact recorded, instead of taking a hard or digital copy? Where to get help

Email [email protected] Council Business team Tools and resources

CoMWeb – Information Privacy Office of the Privacy and Data Protection Commissioner3

37.Other employment or unpaid activities

Other employment includes a second job, conducting a business, trade or profession.

Unpaid activity may include volunteering and sitting on a board external to CoM.

CoM will not stop other employment or unpaid activity without good cause.

Table 11 – other employment or unpaid activities

In most instances, there is no issue with other You should only engage in other employment or employment or unpaid activities, so long as it does unpaid activity that doesn’t conflict with your role at not conflict with your role at CoM. CoM. If you believe there may be a conflict of interest, please seek approval from your Branch Manager to commence or continue in other employment or unpaid activity. You can do this by completing the Request to engage in other employment or unpaid activity form.

3 https://www.cpdp.vic.gov.au/ The principles Your responsibility

If you’re unclear whether the other employment or unpaid activity constitutes a possible breach of this code, please contact your People and Culture Business Partner.

Ask yourself

Does this conflict with my role as at CoM?

Have I informed CoM of my other employment or unpaid activities?

If you are unsure, please discuss you concerns with your Branch Manager and/or People and Culture Business Partner.

Where to get help

Branch Manager People and Culture Business Partner Tools and resources

People Hub Request to Engage in Other Employment or Unpaid Activity form

38.Disclosure of criminal offences

You must advise your Branch Manager immediately if you are charged with a criminal offence, which is punishable by imprisonment, or if found guilty, could reasonably be seen to affect your ability to do your work.

Table 12– disclosure or criminal offences

CoM expects you to know and comply with the laws You must advise your Branch Manager immediately if that apply to you. you are charged with a criminal offence.

Compliance with the law is essential to protect Ignorance of the law does not excuse you from your CoM’s reputation and the community’s confidence in obligation to comply with the law. the organisation.

Quick check

All roles at CoM require a pre-employment Police Check, with some roles requiring a Working with Children Check. CoM responds to the requirements of external agencies such as the Department of Justice and Department of Health and Human Services, who regulate the requirements for working with children, the aged and the vulnerable. (See interacting with children and young people). Other positions may be identified because of the possible nature of risk to CoM, its employees, customers and the community.

Where an ongoing risk is identified, you may be required to complete Police Checks and Working with Children Checks at set times throughout the course of your employment. Note: It is not discrimination if a person’s criminal record means that he or she is unable to perform the inherent requirements of a particular job. (Extract from the Australian Human Rights Commission)

Where to get help

Branch Manager People and Culture Business Partner Tools and resources

The Equal Opportunity Act 1995 and the Human Rights & Equal Opportunity Commission Act 1986 (Commonwealth): Equal Opportunity Discrimination and Harassment Prevention Policy Bullying in the Workplace Prevention and Response Policy Recruitment Policy People Hub 39. Section 5 – Using Council resources

40.Appropriate use and preservation of assets and resources

CoM assets and resources include everything from motor vehicles, electric bicycles, MYKI cards and computers to buildings, furniture and whitegoods. Along with financial assets, such as budget expenditure, CoM assets should be used for Council business.

CoM’s assets go beyond material physical objects and include intangible rights in creations of the mind, such as inventions, literary and artistic works, designs and symbols, names and images (described collectively as intellectual property or IP).

It also covers what is the acceptable use of the internet, email and social media, both at work and for personal use for all employees.

Table 13 – use and preservation of assets and resources

Always undertake safe and efficient use of Council Provide the appropriate disclosure with regards to your assets. use of CoM assets and ensure you complete any accident or incident notification. Plan projects and business activities so that existing and new resources are used efficiently, thinking Notify your people manger if there is an impairment imaginatively about alternatives, seeking suppliers which may affect the ability to control a CoM owned whose practices are sustainable and economically transportation vehicle. This may include a temporary competitive. or permanent injury, medication, being effected by drugs or alcohol, loss of vision or any other Use and maintain existing assets and resources with impairment. care. Assets must be used appropriately and stored Council assets are not to be sold or given away to securely to perform well over a reasonable life span. Council employees. CoM will take action against any employee who steals, misappropriates, or uses Council, community or The above principles guide those setting the long- customer assets for private use. term goals of Council, as well as employees using buildings, furniture and whitegoods. CoM has a Ensure suitable practices are in place for the use of policy on planning and the sustainable use of assets, so where appropriate, employees can obtain resources. authorisation to use them.

Only use CoM’s internet, email, data and social When using CoM’s communication resources always media channels for business purposes. write in a friendly and professional tone. Being clear in your meaning, using plain English not jargon. Don’t send sensitive information to external parties unless encrypted using an approved technique. Be respectful to your colleagues in CoM’s Yammer network. IP is a valuable asset which is to be protected. Protect CoM’s reputation when communicating with external parties.

Secure sensitive data - don’t store or transfer files to insecure devices or internet locations such as websites, apps or external email accounts. The principles Your responsibility

If you’re using a CoM device, such as a computer or tablet, ensure any data downloads are for justifiable business uses only. Particular care should be taken to limit data downloads when using mobile devices on 4G and international roaming networks.

Ask yourself

Is this file, email or document sensitive, should I secure it? If you’re unsure, ask yourself what reaction would the news media have if they had this knowledge? If in doubt, secure it.

Some examples

John was taking medication and didn’t read the warning label. He didn’t realise the medication may impair his ability to drive and he shouldn’t have driven a pool vehicle. CoM has replaced its corporate iPhone 4 models. All old phones must be returned to CoM so they are disposed of in the appropriate and sustainable way. A damaged street sign, with the old CoM logo, is being replaced and must be returned to CoM to dispose of appropriately. Where to get help

Corporate Transport Office, located in the Corporate Car Park, CH1. Open from 8am to 5pm, Monday to Friday. Please call extension 9035. Corporate Transport Coordinator – Dave Allen, extension 8698 Property Services Team CoM Web – Property Services Technology Services Help Desk extension 9440 People and Culture Business Partner Security Control Centre, Business extension 9774 Tools and resources

Procurement Policy 4 Corporate Vehicle Fleet Policy Intellectual Property Guidelines Section 6 Acceptable Use in the Information Security Policy Social media policy Protocols supporting decision making structure

4 http://www.melbourne.vic.gov.au/business/opportunities/tenders/pages/procurement-policy.aspx 41.Key contacts and resources

Intranet = CoM Web

CoM Web > People Hub

Yammer

Governance and Legal Branch

Security Control Centre, Emergency extension 9999

Contact Officers

Protected Disclosure Officers

CEO Ben Rimmer - [email protected]

Your Branch Manager

Your People Manager