The IBE says its most recent research has shown that fifth of British employees said they had been aware of misconduct during the past year. This level of awareness has been relatively consistent since the survey began in 2005. However, only half of those who witnessed misconduct said they raised their concerns. The most prominent reason they gave for keeping silent is that they fear it would jeopardise their job (30%), while nearly a quarter believed that corrective action would not be taken.

Katherine Bradshaw, author of the IBE’s good practice guide, said: ‘It is one thing asking employees to speak up, but quite another to listen to what they are saying. If employees repeatedly speak up and don’t feel heard, they might stop talking. And that silence can be dangerous. Those who speak up protect lives and livelihoods and should be recognised.’

‘We should celebrate these guardians of ethical culture, however uncomfortable it is for management to hear what they have to say.’

The guide examines practical ways that organisations can encourage a speak up culture by establishing a procedure to give employees the confidence to raise concerns about anything they find unsafe, unethical or unlawful without fear of retaliation.

Drawing on a benchmarking survey of IBE subscriber companies with case studies from organisations like AIB, BT, Diageo, Lancashire Constabulary, the NHS, Rio Tinto, Serco, SSE and Smiths Group, the guide shares examples of how successful organisations implement their speak up process and investigations.

IBE’s director Philippa Foster Back said: ‘An increasing number of organisations are striving to create an open culture in which individuals feel free to speak up and raise any concerns they may have. This good practice guide offers practical advice and case studies to help embed an effective process into a supportive speak up culture.’

Encouraging a Speak Up Culture is here.

Report by Pat Sweet