Search results with tag "Managing conflicts of interest"
Preventing and Managing Conflicts of Interest in the ...
www.unodc.orgManaging conflicts of interest: Methods and tools 3 Dealing with apparent, potential, and actual conflicts of interest 4 Scope of application of COI regulations 5 Strategies for evaluating the implementation, functioning, and relevance of conflict of interest policies 6 2. Types of conflict of interest - Understanding country priorities 7
Conflict of Interest Policy - .NET Framework
sharepointpubstor.blob.core.windows.netidentifying, disclosing and managing conflicts of interest increases its public accountability and reduces the risk of corruption, misconduct and bias in its operations and decision-making processes. The University also recognises that conflicts of interest are not unusual in the exercise of public responsibility, and cannot always be avoided. ...
Licensing: Managing conflicts of interest
download.asic.gov.auLicensing: Managing conflicts of interest Chapter 7 — Financial services and markets Issued 30/8/2004 From 5 July 2007, this document may be referred to as Regulatory Guide 181 (RG 181) or Policy Statement 181 (PS 181). Paragraphs in this document may be referred to by their regulatory guide number
The Constitutional Practice and Discipline of the ...
www.methodist.org.ukmanaging conflicts of interest and loyalty amongst trustees – S.O. 919 has been revoked and incorporated within an enhanced S.O. 019A. See also new S.O. 411(1A), 514(2A) and 613(2A). (6) The Conference has suspended various Standing Orders relating to candidates’
MANAGING CONFLICTS OF INTEREST: REVISED …
www.england.nhs.uk7. In addition to complying with this statutory guidance, CCGs will also need to adhere to relevant guidance issued by professional bodies on conflicts of interest, including the British Medical Association (BMA),3 the Royal College of General Practitioners, 4 and the General Medical Council (GMC), 5 and to
Managing Conflicts of Interest in the NHS
www.england.nhs.ukupdate their declarations of interest, or make a nil return. 4.5. rganisations. O should define decision making staff according to their own context, but this should be justifiable and capture those groups of staff that have a material influence on how taxpayers’ money is spent. 4.6. The following non-exhaustive list describes who