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Position Specification

VIEWS: 6 PAGES: 20

									Position Specification
Director General Business Tax
HM Revenue & Customs




December 2011     FINAL
Private and Confidential
#561812
Contents



Message from Dave Hartnett                                           2

Background Information                                               3

The Role                                                             6

Candidate Profile                                                    8

Selection and Recruitment Process                                   14

Application Instructions                                            15



APPENDICES:

Appendix 1                                           Civil Service Code

Appendix 2 (separate document)      Equal Opportunities Monitoring Form
A message from Dave Hartnett
Permanent Secretary for Tax and Interim Principal Accounting Officer


Thank you for your interest in the post of Director General Business Tax at HM Revenue and
Customs (HMRC).

HMRC‟s core purpose is to make sure that the money is available to fund the UK‟s public
services and help families and individuals with targeted financial support. HMRC is one of the
largest government departments with around £450bn in annual revenue, some 30 million
customers and 4 million business customers, and has one of the largest UK IT estates.

Since HMRC was formed in 2005, the organisation has taken huge leaps in productivity;
raising compliance yield from £6.7 billion in 2005/06 to £13.9 billion last year while
substantially reducing resources.

As part of the Spending Review in 2010, HMRC committed to making savings of 25%, and in
return for re-investing nearly £1 billion of the savings, HMRC agreed to raise a further £7
billion a year in additional revenues by 2014/15. The overall impact of this is a 15% reduction
in the resource budget, and a 25% reduction in capital spending compared to 2010-11.

Meeting this commitment means changing and transforming how the Department operates.

As Director General Business Tax, you will make a substantial contribution to this increase in
performance. You will lead the team of some 3,800 staff, with a budget of circa £180m.

This is a challenging and exciting role at a time of significant change, and a rare opportunity to
play a key role in contributing and influencing an organisation that touches the lives of almost
every person and business in the UK.

I look forward to welcoming your application.




Dave Hartnett




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Background Information
About HMRC

HM Revenue & Customs (HMRC) was formed on 18 April 2005, following the merger of the HM
Inspector of Taxes and Customs and Excise.

HMRC exists to ensure the correct taxes and benefits are paid and received at the right time. We
collect direct and indirect taxes, pay entitlements and credits. We also play a key role in enforcing UK
border controls, national minimum wage levels, administering environmental taxes and recovering
student loans.

Almost every UK individual and business is a direct customer of HMRC. The Department has over 30
million individual customers and four million business customers. In 2008/9, we collected a total of
£435 billion in revenue and paid out over £35 billion in tax credits and child benefit.

A high-profile, complex and influential department, we pride ourselves in HMRC on providing essential
public services, championing fairness and delivering to our customers.

HMRC Purpose, Vision and Way

In November 2008, we launched our Purpose, Vision and Way to make it clear to everyone what the
Department is here to do, where it is going and how we will deal with customers and each other.

Our Purpose:
    We make sure that the money is available to fund the UK's public services
    We also help families and individuals with targeted financial support

Our Vision:
    We will close the tax gap, our customers will feel that the tax system is simple for them and
      even-handed, and we will be seen as a highly professional and efficient organisation

Our Way:
    We understand our customers and their needs
    We make it easy for our customers to get things right
    We believe that most of our customers are honest and we treat everyone with respect
    We are passionate in helping those who need it and relentless in pursuing those who bend or
     break the rules
    We recognise that we have privileged access to information and we will protect it
    We behave professionally and with integrity
    We do our own jobs well and take pride in helping our colleagues to succeed
    We develop the skills and tools we need to do our jobs well
    We drive continuous improvement in everything we do

Our business plan

Our 2010-11 business plan which set out our plans for achieving our strategic objectives and delivering
the vision is available online - http://www.hmrc.gov.uk/about/bus-plan-2010-11.pdf

The long term plan (until 2015) is also available to download - http://www.hmrc.gov.uk/about/bus-plan-
2011-15.pdf




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Our customer-centric business strategy

Our approach puts customer understanding at the heart of HMRC‟s activities and plans so that we
maximise our influence on customer behaviour. This customer-centric approach draws on customer
research carried out between 2006 and 2009 and also our history of dealing with customers. Our
Strategy uses this insight to segment our customers by their probable behaviour. This has helped us
identify the things we need to do to influence each customer segment, and prioritise them so that we
balance our objectives.

Our Strategic Objectives and our Spending review settlement

Our main objectives over the four years of the Spending Review settlement are to maximise revenues,
improve customer experience and reduce costs. To enable us to deliver these objectives, we will need
to find a balance between all three, while creating a better working environment for our staff, increasing
our professionalism and transforming our performance thorough making the best use of IT services.




We used our Strategy as the basis for discussions we had with Ministers around these objectives
during the 2010 Spending Review, resulting in the coalition government‟s decision to invest extra
resource in HMRC to increase tax revenues by encouraging greater voluntary compliance, whilst at the
same time cracking down on avoidance, evasion and fraud.

Over the next four years, HMRC is committed to:

   stabilising the new National Insurance and Pay As You Earn (PAYE) Service (NPS) and continuing
    to reform the PAYE system by collecting tax and earnings information from employers more
    frequently to support the Government‟s welfare reform agenda;
   identifying and making savings to reduce spending by 25%;
   re-investing over £900 million of those savings into additional work against avoidance, fraud,
    evasion and criminal attack to bring in additional revenues of £7 billion a year by 2014-15;
   reducing fraud and error in the tax credit system by £2 billion a year by 2014-15 in a joint strategy
    with the Department for Work and Pensions (DWP).




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Our Change Plan

Meeting these commitments means making fundamental changes to how we operate – a massive and
complicated task. The Department will be transformed through a coordinated Change Programme,
ensuring all of the changes we make fit together and that the changes take place in the right order. We
have published our four-year Change Plan separately, which can be accessed online at
http://www.hmrc.gov.uk/about/change-plan.pdf

Corporate Governance

The Executive Committee is the leadership body of HMRC. The committee oversees HMRC‟s entire
operations and is responsible for continuous improvement and change strategies.

The organisation is structured into the following lines of business: Personal Tax, Benefits and Credits,
and Enforcement & Compliance and is supported by central services functions: Finance, People, IT,
Legal, Governance, Security and Communications.

Chairman:

Mike Clasper

Executive Committee:

Dave Hartnett – Permanent Secretary for Tax and Interim Principal Accounting Officer
Mike Norgrove – Acting Director General, Business Tax
Mike Eland – Director General, Enforcement and Compliance
Anthony Inglese – General Counsel and Solicitor
Stephen Banyard – Acting Director General, Personal Tax
Steve Lamey – Director General, Benefits and Credits
Mike Falvey – Chief People Officer
Phil Pavitt – Chief Information Officer
Simon Bowles – Chief Finance Officer




                                                                  Russell Reynolds Associates | P a g e 5
The Role
HMRC is looking to recruit a new Director General, Business Tax. This is a substantial and challenging
leadership role which will support the work of around a fifth of the Civil Service Compliance population
of around 3,800 staff. Reporting directly to the Chief Executive, the Director General, Business Tax is
responsible for the department and will lead on all departmental business issues as a member of the
Executive Committee and HMRC Board.

The role will be responsible for managing a team of up to eight direct reports, including Business Tax
HR and Finance Directors) and will interact regularly with the Chief Executive, members of the
Executive Committee, the Business Tax Leadership team, large business customers, Directors
General and senior leaders within OGDs – in particular, HMT groups representing customers and
taxpayers, as well as Ministers.

The main focus of the role will be to deliver the Business Tax elements of the HMRC strategy including
responsibility for Corporation Tax, Anti-Avoidance, VAT, Excise duties, Customs duties, and Stamps
taxes.

Key areas of responsibility include:

   Ownership of the operational policy for business taxes
   Tax policy implementation
   Risk and intervention
   Assuring HMRC‟s delivery of business plans and targets

Along with his/her membership colleagues on the HMRC‟s Executive Committee, the Director General,
Business Tax will be accountable for: demonstrating HMRC leadership behaviours in a visible way, and
encouraging his/her senior team does the same; ensuring accurate forecasting, spending within
budget, and the delivery of agreed performance targets; engaging and leading teams and staff
effectively to ensure they are clear on HMRC‟s strategies, are better connected to HMCR as an
employer; and, positioning HMRC in the cross-government reform agenda. Members of the Executive
Committee are collectively responsible for Executive Committee decisions, delivering HMRC targets
and the management of HMRC reputation and risks, including risk of financial loss.

Role Purpose and Accountabilities

   Lead the people of Business Tax to deliver the strategy and business plans to achieve targets on
    intervention yield.

   The customer strategy for Small & Medium Enterprises (incorporated & non-incorporated), Large
    Businesses, agents and employers.

   Tax Policy for Income Tax for businesses, Corporation Tax (CT), VAT, Excise duties, Customs
    duties and stamps taxes.

   Policy implementation for the above taxes and duties.

   Efficient end-to-end processes to collect above taxes (apart from income tax for businesses):

       o   To maximise revenue collection and close the tax gap
       o   To improve customer experience.

   Managing the commissioning relationship with UKBA.

   Policy and implementation of policy for international aspects of business taxation.


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   Operational policy for large businesses.

   Operational delivery for Customer Relationship Manager (CRM) managed large businesses (top
    1000 businesses), including Corporation Tax and Income Tax processing.

   Operational delivery of some elements of VAT process – registration, written enquiries.

   Development of effective anti-avoidance strategy including “avoidance proofing” legislation.

   Delivery of anti-avoidance support across HMRC.

   Delivery via Business Link of one online interface for all online government services for businesses.

   Building strong relationships with HMRC‟S business customers.

   Providing strategic direction to resourcing and risk, improving professionalism within Business Tax.

   Encourage transparency and disclosure, working across HMRC to resolve issues.

   Engage effectively with very senior external stakeholders in the business world.

   Detailed understanding of Business Tax matters and taxation issues at policy level.

   Lead major internal change.

   Deliver significant performance improvements within own area and across HMRC.




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Candidate Profile
PART ONE: Experience

Essential experience

A successful track record of operating in a relevant business tax context, either at Partner-level in the
profession (tax, accounting, law) or in-house in a very large, complex organisation. This must be
combined with the ability to lead and motivate a team of up to 3,800.

Essential qualifications

Candidates for this role will be experienced tax professionals, used to operating at the highest level.
This experience is likely to be supported by an appropriate professional qualification.

Person Specification

The ideal candidate will have a sound working knowledge of a range of business sectors and a track
record of meeting and exceeding objectives. He/she will have a proven ability to work within a large
complex organisation and a track record of achieving high performance and successful results through
effective influencing and an effective leadership style. Significant team and organisational leadership
experience will be essential. Strong influencing and relationship building skills will be very important,
as well as a collaborative, team-playing approach. Energy, resilience and tenaciousness will be crucial
– the new DG (Business Tax) will find an organisation of this scale and complexity challenging. There
are opportunities to make a very big difference.

Personal Characteristics

In terms of personal characteristics, candidates for this role will have a high level of confidence and
challenge suitable for the role of DG Business Tax. They will be able to participate as a member of the
Executive Committee and the Board of a very large organisation and make contributions beyond their
immediate area of responsibility. They will have high levels of integrity and business ethics. They will
have an approachable style and be a good listener. Their natural approach is to win respect and build
effective relationships with those staff and fellow Directors General through personal actions and
commitment to declared intentions.


PART TWO: Knowledge, Skills and Abilities

The successful candidate will be an exceptional leader who is able to show that he/she has the
necessary imagination, skills and track record for this demanding role. He/she will need to be able to
demonstrate the following leadership behaviours:

   Understand your customer – Stand in their shoes; make sure we act in an even-handed, joined-
    up way, so getting it right and complying becomes the easy option. Be passionate in helping those
    who need it, while relentlessly pursuing those who bend or break the rules.

   Think, align, act – Before making important moves, ask yourself how well your plans line up with
    HMRC‟s Vision, Purpose, Strategy and Objectives – and only then decide whether or not you would
    be adding real value.

   Keep people appropriately challenged – Create enough pace around work to engage people but
    not overload them. Work the tension caused by difficulties: use it as an opportunity to seek
    innovative solutions and to increase operational excellence.


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   Lead from the front – Do your own job well, showing passion and pride in your work. Own key
    problems and opportunities: go & see for yourself so you can help your people get it right. Act on
    what you see and insist on results.

   Drive continuous improvement – Recognise that HMRC needs to change constantly. Have a
    vision of the future that inspires people to aim for higher performance standards. Reward the
    tackling of risks and issues: make it safe to admit failure, learn from it - and then celebrate success.

PART THREE: Professional Skills for Government

As well as the qualities and skills above the post holder will need to demonstrate to a high level the
Professional Skills for Government (PSG). The PSG skills framework is at
www.civilservice.gov.uk/about/improving/psg/index.aspx.The four elements of the framework are
Leadership, Professional expertise, Broader experience and Core skills. The core skills are:

   People Management
   Communication and Marketing
   Financial Management
   Project and Programme Management
   Analysis and Use of Evidence
   Strategic Thinking

Conduct and Probity

To avoid conflicts of interest the candidate should not have connections with the Department or any
other relationships that are, or appear to be, not in the best interest of the organisation. A conflict of
interest would prejudice an individual‟s ability to perform their duties and responsibilities objectively.




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HMRC Terms of Employment
Terms of Appointment

This appointment will be to the Senior Civil Service on a permanent contract under normal civil service
terms and this post is graded at Senior Civil Service Pay Band 3.

Remuneration

The base salary will be up to £140,000, depending on the calibre and experience of the successful
candidate. The salary will be reviewed annually. This appointment will be on normal Civil Service
Terms and Conditions. Salary and terms of appointment for a serving Civil Servant would be within
normal rules for appointment on level transfer or promotion.

Future base pay awards will be dependent on public sector pay policy. Non-consolidated performance
pay is normally available within the SCS performance-related pay system and is not determined until
after the year end, so it is not possible to quote amounts in advance of the annual pay award each
April. It is paid in addition to any base pay increases and paid as a lump sum. They do not count
towards pension entitlements. Non-consolidated performance pay is awarded on the recommendation
of line managers based on the level of success with which an SCS member has met their specific in-
year business and corporate objectives, and relative to all others in their Pay Band.

Secondment arrangements from existing employers will also be considered.

Hours and Annual Leave

If you work full time, your working week is 37 hours (36 hours in London) excluding meal breaks. You
may however, need to work more hours if your job demands it and as we may reasonably require. Your
hours are worked over a five day week.

Your annual leave allowance will be 30 days with pay. In addition, staff receive eight days‟ bank and
public holidays and 2.5 privilege days to be taken at fixed times of the year.

HMRC is prepared to discuss alternative working arrangements with candidates.

Retirement Age

There is no mandatory retirement age for members of the Senior Civil Service.

Pension

HMRC offers an excellent occupational pension scheme. For staff starting work on or after 30 July
2007, we offer the choice of either:

A high quality, index-linked defined benefit pension scheme that currently has a 3.5% member
contribution rate. We also make contributions and meet the bulk of the cost of this scheme; or

A stakeholder pension with a contribution from ourselves. Our basic contribution is based on your age,
and we pay this regardless of whether you choose to contribute anything. You do not have to
contribute if you do not wish to but, if you do, we will also match your contributions up to an additional
3% of pay.

Full details can be found on the Civil Service Pensions website at: www.civilservice-pensions.gov.uk




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Other Benefits

Occupational Health Services, including counselling and eye care provision.

Leave provision including:
 Carers‟ leave.
 Paid and unpaid maternity leave.
 Flexible paid paternity leave.
 Flexible paid adoption leave.

Nationality

This role is open to UK nationals, Commonwealth citizens, and nationals of EU states who have the
right to live and work in the UK.

Conflicts of Interest

Applicants are asked to consider any potential conflicts of interest before applying to work for HMRC,
including their tax affairs.

Health and Security

The appointment will be subject to satisfactory completion of checks on health, security and other
matters.

Political Activities

You will be subject to certain restrictions on national and local political activities. These include
standing as a candidate in parliamentary elections, canvassing on behalf of candidates and expressing
views on matters of political controversy in public speeches or publications.

Other Outside Activities

You should not do anything or take on any outside work which might conflict with the interests of the
HMRC or which is inconsistent with your official position. You will need prior permission to take on
outside work.

Equal Opportunities

HMRC is an equal opportunities employer, committed to equal opportunities policies. We welcome
people from all backgrounds so that our workforce mirrors the community we serve.

Location

The location of the role is flexible although there will be a significant amount of London based work.

Travel Expenses

Please note that in some circumstances travel and subsistence (T&S) may be taxable. Prospective
applicants should familiarise themselves with the appropriate guidance. The successful candidate will
need to discuss the T&S rules applicable to their individual circumstances with the vacancy holder.
Further information can be found by using the following link:
 http://www.hmrc.gov.uk/helpsheets/490.pdf (HMRC internet site).




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Interview Expenses

Candidates who are required to travel a significant distance to attend an interview will be reimbursed
standard-class rail fare from their point of entry into the UK.

Guaranteed Interview Scheme

The Department, as an Equal Opportunities Employer, actively encourages applications from people
with disabilities and operates a guaranteed interview scheme for disabled people (as defined by the
Disability Discrimination Act 1995), who meet the minimum essential experience criteria for this
appointment set out in the earlier section Candidate Profile. You will then be guaranteed an invitation
to an initial interview with Russell Reynolds Associates.

If you qualify for this scheme please make this clear in your covering letter. Please also advise us of
any special arrangements for interview you will require, enabling us to make the appropriate
arrangements.

What do we mean by disability?

      You must have a disability or long term health condition that is likely to last for at least 12
       months,

And

      The disability or health condition puts you at a substantial disadvantage in either obtaining or
       keeping jobs.




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Civil Service Commissioners and the Civil Service Code
Sir Michael Aaronson, a Civil Service Commissioner, will chair the Selection Panel for this
appointment.

The Civil Service Commissioners have two key functions:

The first is to maintain the principle of selection for appointment to the Civil Service on merit on the
basis of fair and open competition. For the most senior posts in the Civil Service, the Commissioners
discharge their responsibilities directly by overseeing the recruitment process and chairing the final
selection panel.

The second is to promote an understanding of the Civil Service Code which sets out the constitutional
framework in which all civil servants work and the values they are expected to uphold, and to hear and
determine appeals made under it.

View further information on The Civil Service Commissioners and the Civil Service Code can be found
at http://www.civilservice.gov.uk/about/values/cscode/index.aspx

Civil Service Commission’s Recruitment Principles

HMRC‟s recruitment processes are underpinned by the principle of selection for appointment on merit
on the basis of fair and open competition as outlined in the Civil Service Commission‟s Recruitment
Principles which can be found at www.civilservicecommission.org.uk




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Selection and Recruitment Process
Russell Reynolds Associates (RRA) has been appointed by HMRC to work with them on this
recruitment project.

Application instructions are set out in the next section.

Indicative Timetable (subject to change)


Proposed Dates                             Actions

Advertisement                              Online Sunday Times
                      th
Noon, Thursday, 29         December 2011   Advert closes
     th
w/c 9 January 2012                         Long List Meeting
      th        rd
w/c 16 and 23 January 2012                 Candidates:
                                           Preliminary competency-based assessment interviews with RRA
      st
w/c 31 January 2012                        Short List Meeting

Post short list meeting, pre-Panel         Short-Listed Candidates:
Interview                                  Pre-interview informal discussions, chats with vacancy holder/key
                                           stakeholders
                                                                                          nd               th
                                           **NB: IPAs and tax checks will be undertaken 2 February to 10
                                           February for short-listed candidates prior to Panel Interview
                     th
Target Monday, 13 February 2012            Finalist Candidates:
                                           Panel Interview

February 2012                              Appointment announced

** NB: The Individual Psychological Assessment (IPA) is a demanding assessment of leadership strengths,
utilising psychometric instruments which supports the planning and decision making of Senior Civil Service
interview panels across most of the big Government Departments.

The Appointments Panel will comprise:

Sir Michael Aaronson, Civil Service Commissioner
Dave Hartnett, Permanent Secretary for Tax
Robert Devereux, Permanent Secretary, DWP
Sue Bonney, Partner, KPMG

In addition, Mike Clasper, Chairman of HMRC will act as an advisor to the Panel and will brief the
shortlisted candidates.

If you are successful at the application stage, you will be invited to attend an interview with Russell
Reynolds Associates in London, potentially targeted during, or close to, the weeks commencing 16th
and 23rd January

If you are shortlisted at this stage, you will be invited to undertake an Individual Psychological
Assessment (IPA) and to participate in informal discussions with Dave Hartnett (Permanent Secretary
for Tax and Interim Principal Accounting Officer), Mike Clasper, Chairman of HMRC, and other
members of the Department. These are potentially targeted to take place during the first two weeks of
February 2012. Final panel interviews are targeted to be held at HMRC, London during week
commencing 13h February 2012.


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Application Instructions
Please submit your full application, marked for the attention of Patrick Johnson, to either of the
following addresses:

By email (preferred): Responses@RussellReynolds.com

By post to:           Russell Reynolds Associates
                      Reference No 1112-999L
                      Almack House
                      28 King Street
                      London SW1Y 6QW

The deadline for receipt of applications is Noon on Thursday 29th December 2011.

All applications must include the following:
   the reference number 1112-999L in the subject line
   a short covering letter of not more than two A4 sized pages explaining why this appointment
    interests you and how you meet the appointment criteria and key competencies as detailed in the
    candidate profile
   a CV with educational and professional qualifications and full employment history, where possible
    giving details, where applicable of budgets and numbers of people managed, relevant
    achievements in recent posts, together with reasons for absence within the last two years
   current remuneration
   names of at least two referees who may be contacted at short list stage, before final interview
   confirmation from you that you are happy for Russell Reynolds Associates or its client to undertake
    any necessary background checks, including career, credit and qualifications, or similar, post short
    list stage
   please provide day-time, evening and mobile telephone numbers, together with an appropriate,
    confidential and acceptable e-mail address for all correspondence relating to your application
   please also include with your application the completed equal opportunities form found at Appendix
    2, which is provided as a separate document
   Guaranteed Interview Scheme – If you believe this applies to you, please note details in your
    covering letter (see under terms and conditions section, earlier)




Questions and Informal Discussion:
If you have any queries about any aspect of this application, or merely wish to have an informal
discussion, then please call +44 (0) 20 7830 8052.


Appendices

    1. Civil Service Code
    2. Equal Opportunities Monitoring Form – separate document




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                                                                                                       Appendix 1
Civil Service Code

Civil Service Values

1. The Civil Service is an integral and key part of the government of the United Kingdom 1. It supports
   the Government of the day in developing and implementing its policies, and in delivering public
   services. Civil servants are accountable to Ministers2, who in turn are accountable to Parliament3.

2. As a civil servant, you are appointed on merit on the basis of fair and open competition and are
   expected to carry out your role with dedication and a commitment to the Civil Service and its core
   values: integrity, honesty, objectivity and impartiality. In this Code:

       „integrity‟ is putting the obligations of public service above your own personal interests

       „honesty‟ is being truthful and open

       „objectivity‟ is basing your advice and decisions on rigorous analysis of the evidence; and

       „impartiality‟ is acting solely according to the merits of the case and serving equally well
        Governments of different political persuasions

3. These core values support good government and ensure the achievement of the highest possible
   standards in all that the Civil Service does. This in turn helps the Civil Service to gain and retain the
   respect of Ministers, Parliament, the public and its customers

4. This Code4 sets out the standards of behaviour expected of you and other civil servants. These are
   based on the core values which are set out in legislation. Individual departments may also have
   their own separate mission and values statements based on the core values, including the
   standards of behaviour expected of you when you deal with your colleagues




1
 Civil servants working for the Scottish Executive and the Welsh Assembly Government, and their Agencies,
have their own versions of the Code. Similar Codes apply to the Northern Ireland Civil Service and the Diplomatic
Service. Civil servants working in Non Ministerial Departments in England, Scotland and Wales are covered by
this Code.
2
  Some civil servants are accountable to the office holder in charge of their organisation. This is made clear in
terms and conditions of employment.
3
 Civil servants advising Ministers should be aware of the constitutional significance of Parliament, and of the
conventions governing the relationship between Parliament and the Government.

4
 The respective responsibilities placed on Ministers and special advisers in relation to the Civil Service are set
out in their Codes of Conduct: www.cabinetoffice.gov.uk/propriety_and_ethics. Special advisers are also covered
by this Civil Service Code except, in recognition of their specific role, the requirements for objectivity and
impartiality (paras 10-15 below).



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Standards of behaviour

Integrity

5. You must:

       fulfil your duties and obligations responsibly

       always act in a way that is professional5 and that deserves and retains the confidence of all
        those with whom you have dealings6

       carry out your fiduciary obligations responsibly (that is make sure public money and other
        resources are used properly and efficiently)

       deal with the public and their affairs fairly, efficiently, promptly, effectively and sensitively, to the
        best of your ability

       keep accurate official records and handle information as openly as possible within the legal
        framework; and

       comply with the law and uphold the administration of justice

6. You must not:

       misuse your official position, for example by using information acquired in the course of your
        official duties to further your private interests or those of others

       accept gifts or hospitality or receive other benefits from anyone which might reasonably be seen
        to compromise your personal judgment or integrity; or

       disclose official information without authority. This duty continues to apply after you leave the
        Civil Service

Honesty

7. You must:

       set out the facts and relevant issues truthfully, and correct any errors as soon as possible; and

       use resources only for the authorised public purposes for which they are provided

8. You must not:

       deceive or knowingly mislead Ministers, Parliament or others; or

       be influenced by improper pressures from others or the prospect of personal gain




5
Including taking account of ethical standards governing particular professions.

6
 Including a particular recognition of the importance of cooperation and mutual respect between civil servants
working for the UK Government and the devolved administrations and vice-versa.

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Objectivity

9. You must:

       provide information and advice, including advice to Ministers, on the basis of the evidence, and
        accurately present the options and facts

       take decisions on the merits of the case; and

       take due account of expert and professional advice

10. You must not:

       ignore inconvenient facts or relevant considerations when providing advice or making decisions;
        or

       frustrate the implementation of policies once decisions are taken by declining to take, or
        abstaining from, action which flows from those decisions.

Impartiality

11. You must:

       carry out your responsibilities in a way that is fair, just and equitable and reflects the Civil
        Service commitment to equality and diversity.

12. You must not:

       act in a way that unjustifiably favours or discriminates against particular individuals or interests.

Political Impartiality

13. You must:

       serve the Government7, whatever its political persuasion, to the best of your ability in a way
        which maintains political impartiality and is in line with the requirements of this Code, no matter
        what your own political beliefs are

       act in a way which deserves and retains the confidence of Ministers, while at the same time
        ensuring that you will be able to establish the same relationship with those whom you may be
        required to serve in some future Government; and

       comply with any restrictions that have been laid down on your political activities.

14. You must not:

       act in a way that is determined by party political considerations, or use official resources for
        party political purposes; or

       allow your personal political views to determine any advice you give or your actions.




7
  Some civil servants are accountable to the office holder in charge of their organisation. This is made clear in
terms and conditions of employment.

                                                                         Russell Reynolds Associates | P a g e 18
Rights and responsibilities

15. Your department or agency has a duty to make you aware of this Code and its values. If you
    believe that you are being required to act in a way which conflicts with this Code, your department
    or agency must consider your concern, and make sure that you are not penalised for raising it.

16. If you have a concern, you should start by talking to your line manager or someone else in your line
    management chain. If for any reason you would find this difficult, you should raise the matter with
    your department‟s nominated officers who have been appointed to advise staff on the Code.

17. If you become aware of actions by others which you believe conflict with this Code you should
    report this to your line manager or someone else in your line management chain; alternatively you
    may wish to seek advice from your nominated officer. You should report evidence of criminal or
    unlawful activity to the police or other appropriate regulatory authorities. This Code does not cover
    HR management issues.

18. If you have raised a matter covered in paragraphs 16 to 18, in accordance with the relevant
    procedures8, and do not receive what you consider to be a reasonable response, you may report
    the matter to the Civil Service Commission9. The Commission will also consider taking a complaint
    direct. Its address is:

   Address: 1 Horse Guards Road, London, SW1A 2HQ
   Tel: +44 (0) 20 72710836
   Email: info@civilservicecommission.org.uk

   If the matter cannot be resolved using the procedures set out above, and you feel you cannot carry
   out the instructions you have been given, you will have to resign from the Civil Service.

19. This Code is part of the contractual relationship between you and your employer. It sets out the
    high standards of behaviour expected of you which follow from your position in public and national
    life as a civil servant. You can take pride in living up to these values.


Policy wef: November 2010




   8
    The whistle blowing legislation (the Public Interest Disclosure Act 1998) may also apply in some
   circumstances. The Directory of Civil Service Guidance and the Civil Service Management Code give more
   information: www.cabinetoffice.gov.uk/conduct-ethics/civil-service.aspx.

   9
    The Civil Service Commission‟s Guide to Bringing a Complaint gives more information, available on the
   Commission‟s website: www.civilservicecommission.org.uk.



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