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PRELIMINARY -- INTRODUCTION -- A.ORGANISATIONAL COMMITMENT -- B.FACILITATING REPORTING -- C.ASSESSMENT AND INVESTIGATION OF REPORTS -- D.INTERNAL WITNESS SUPPORTAND PROTECTION -- E. AN INTEGRATED ORGANISATIONAL APPROACH -- APPENDIX 1 -- APPENDIX 2 -- REFERENCES

This guide sets out results from four years of research into how public sector organisations can better fulfil their missions, maintain their integrity and value their employees by adopting a current best-practice approach to the management of whistleblowing. This guide focuses on: the processes needed for public employees and employees of public contractors to be able to report concerns about wrongdoing in public agencies and programs; and managerial responsibilities for the support, protection and management of those who make disclosures about wrongdoing, as part of an integrated management approach.

The guide is designed to assist with the special systems needed for managing 'public interest' whistleblowing-where the suspected or alleged wrongdoing affects more than the personal or private interests of the person making the disclosure. As the guide explains, however, an integrated approach requires having good systems for managing all types of reported wrongdoing-including personal, employment and workplace grievances-not least because these might often be interrelated with 'public interest' matters.

This guide sets out results from four years of research into how public sector organisations can better fulfil their missions, maintain their integrity and value their employees by adopting a current best-practice approach to the management of whistleblowing. This guide focuses on: the processes needed for public employees and employees of public contractors to be able to report concerns about wrongdoing in public agencies and programs; and managerial responsibilities for the support, protection and management of those who make disclosures about wrongdoing, as part of an integrated management approach. The guide is designed to assist with the special systems needed for managing 'public interest' whistleblowing-where the suspected or alleged wrongdoing affects more than the personal or private interests of the person making the disclosure. As the guide explains, however, an integrated approach requires having good systems for managing all types of reported wrongdoing-including personal, employment and workplace grievances-not least because these might often be interrelated with 'public interest' matters.

This report presents key findings and actions flowing from the research project Whistling While They Work 2: Improving managerial responses to whistleblowing in public and private sector organisations - one of the world's largest studies into whistleblowing, and the first large-scale project to focus on management of whistleblowing across business and government. Coinciding with the roll-out of new corporate requirements in Australia, and proposals for further reform of whistleblower protection laws by governments from New Zealand to the European Union, the research helps pinpoint key actions which will make the difference for successful implementation of whistleblowing policies - at organisational and whole-of-government levels. This guide works as a companion to new regulatory requirements, guidance and proposed standards for whistleblowing policies, programs and reform. Whistleblowing is a vital pillar in the integrity, governance and compliance systems of every organisation, and healthy, corruption-free institutions across society as a whole. These key findings and actions identify what needs to be done, at practical and policy levels, to ensure this positive role is realised for all our benefits. ; This research was undertaken by the collaborative research project Whistling While They Work 2: Improving managerial responses to whistleblowing in public and private sector organisations, led by Griffith University, including funding from partner and supporter organisations and the Australian Research Council under ARC Linkage Project LP150100386.