Director Security and Information - Information Security and Deputy
Risk Management
March 2012

A message from Jeff Brooker Director - Security & Information ............................................... 3
About the Role ......................................................................................................................... 7
Job Description ........................................................................................................................ 8
Responsibilities ................................................................................................................ 8
Key Interactions ............................................................................................................... 9
Performance Metrics ........................................................................................................ 9
Person Specification .............................................................................................................. 10
PART TWO .................................................................................................................... 10
Leadership Behaviours .................................................................................................. 10
Generic .................................................................................................................. 10
Function specific .................................................................................................... 10
Make fact-based decisions ............................................................................................. 10
Lead from the front ......................................................................................................... 11
Understand your customers ........................................................................................... 11
Think, align, and then act ............................................................................................... 11
Build your self-awareness .............................................................................................. 11
Keep people appropriately challenged ........................................................................... 11
Terms of Appointment ........................................................................................................... 12
Recruitment Process ............................................................................................................. 14
How to apply .......................................................................................................................... 14
Advertisement Text ................................................................................................................ 15
ANNEX A: Civil Service Code ................................................................................................ 16
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Dear Applicant,
Thank you for your interest in the post of Deputy Director Security and Information - Information
Security and Risk Management 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 £470bn 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, HMRC has taken huge leaps in productivity; raising compliance yield from £6.7 billion in 2005/06 to £12.6 billion last year while reducing resources by over 20%.
Security and Information has a significant role to play ensuring that HMRC meets its strategic objectives, the cross government requirements and supports its customer centric strategy. Specifically we are enabling this change through the development of professionalism, by improving the security of our customer information and by maximising the use of our information assets.
Meeting these commitment means changing and transforming how the Directorate operates.
As Deputy Director Security and Information - Information Security and Risk Management, you will be accountable for:

providing expert advice for the development of Information Security systems, commencing with the aspects of Access Management, to meet HMRC commitments to complying with Cabinet
Office standards;

providing timely identification, assessment and directing development of Information Security systems to ensure that HMRC systems and processes are not less effective than current industry practice, as demonstrated by businesses comparable to HMRC;

timely identification, assessment and planning for the development of Information Systems that will enable HMRC over SR10 to maintain systems and processes that are not less effective than industry practice;

to effectively transfer information security experience and knowledge to S&I Directorate and
HMRC people;

development of Information Security policy standards and guidance to meet HMRC commitments;

identification, assessment and management of Information Security risks within the corporate risk management framework;

timely and accurate assessment and reporting on HMRC compliance with Cabinet Office and other stakeholder requirements regarding control of Information Security risks.
This is a high profile and challenging role, with responsibility for some of the more complex and intellectually challenging parts of our business. A background in a large consulting or financial services firm would be beneficial, but this should not deter candidates with armed services, law enforcement, intelligence, or other information security background.
I look forward to welcoming your application.
Jeff Brooker
Director - Security & Information
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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 cu stomers and four million business customers. In 2008/9, we collected a total of £470 billion in revenue and paid out over £30 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 cus tomer 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%;
 reinvesting over £900 million of those savings into additional work against avoidance, fraud, evasion and criminal att ack 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 i s 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
Chief Executive and Permanent Secretary
Lin Homer
Executive Committee:
Dave Hartnett – Permanent Secretary for Tax
Mike Norgrove – 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
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Security & Information Directorate
Security and Information plays a key role ensuring that HMRC is seen as a professional organisation and we are trusted to provide all aspects of protective security. Additionally our task is to maximise the
Department’s information assets and ensure a robust approach to incident management and the recovery of key processes.
Security and Information provides a series of professional services to HMRC that enables and assures staff understand and undertake their responsibilities for security, continuity and information management. Security and Information staff includes security and business continuity professionals, statisticians, librarians and information management, records management and knowledge management professionals.
Security & Information Directorate brings together responsibility for setting standards and policy, for providing specialist advice and guidance, common enabling services for physical, personnel and information security, and for information and knowledge management. We provide independent assurance on the management of information and security risks and business continuity within the
Department and lead on the production of the Departmental Security Risk Management Overview
(SRMO).
This role also provides specialist knowledge for key change areas, such as systems access and identity management and data leakage protection.
Structure of Security and Information Directorate
Head of Assurance
& Accreditation
Security &
Information
Head of Information
Security Services
Director
DD Information
Security and Risk
Management
DD Security &
Information
Directorate
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Title: Deputy Director Security and Information - Information Security and Risk
Management
Reports to: Director - Security & Information
Location:
Remuneration:
London circa £100,000
Role Context
Security & Information Directorate brings together responsibility for setting standards and policy, for providing specialist advice and guidance, common enabling services for physical, personnel and information security, and for information and knowledge management. It provides independent assurance on the management of information and security risks and business continuity within the
Department and leads on the production of the Departmental Security Risk Management Overview
(SRMO).
Role Purpose
To deliver an effective service to the Director Security & Information in respect of:

Information Security aspects of corporate risk management

Development of Information Security policy standards and guidance aligned to the ISO 27000
Information Security Management System standards framework.
Lead on:

advising the planned development and application of Information Security aspects of risk management;

the professional development of a dedicated team of 5 HMRC staff who will become HMRC's
Information Security professionals;

the professional development of a wider group in HMRC of information security specialists who will be embedded within HMRC's business areas. (9 Information Security Managers (ISM) and
40 Data Guardians)
Responsibilities

Provide expert advice for the development of Information Security systems, commencing with the aspects of Access Management, to meet HMRC commitments to complying with Cabinet
Office standards;

Timely identification, assessment and directing development of Information Security systems to ensure that HMRC systems and processes are not less effective than current industry practice, as demonstrated by businesses comparable to HMRC;

Timely identification, assessment and planning for the development of Information Systems that will enable HMRC over SR10 to maintain systems and processes that are not less effective than industry practice;

To effectively transfer information security experience and knowledge to S&I Directorate and
HMRC people;

Development of Information Security policy standards and guidance to meet HMRC commitments;

Identification, assessment and management of Information Security risks within the corporate risk management framework;
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
Timely and accurate assessment and reporting on HMRC compliance with Cabinet Office and other stakeholder requirements regarding control of Information Security risk

Lead and coordinate IS Professional input into Information Security Strategy, Policy, Standards and Guidance, and Direction of Travel.

Identify, assess and report top Information Security risks and status of controls.

Coordinate production of SRMO for HMRC Statement of Internal Control

Promote and develop best practice in Information Security risk activity within and across HMRC

Drive forward the Security Profession within HMRC
Management of People
The role will have direct responsibility for a team of 4 grade 7 information security professionals and a grade 7 information security risk manager.
You will also have indirect management responsibility for 9 Information Security Managers across the line of business at SCS (senior civil service) and other grades.
Key Interactions
In this role you will interact with a wide range of colleagues and stakeholders across HMRC:

Director - Security & Information

Senior Information Risk Owner
– the Permanent Secretary for Tax
 Information Commissioner’s Office

National Archive

Corporate Risk Management Team

Director of Internal Audit

Directors General (Information Asset Owners)

Lines of Business Directors

Directorate risk leads

Directorate Information Partners

HMRC Corporate Governance team

Directorate governance and assurance teams

Data Guardian community

Information Security Managers
Performance Metrics
The role will play a key role in delivering:

The HMRC Security and Information Business Plan
 HMRC’s strategic objective 3 - reduce data security incidents, reduce mis-use of customer information

Strategic Outline Business Case SOC 23 – delivery and outcomes
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PART ONE
Academic and Professional Qualifications
Appropriate Information Security qualifications and experience are essential, as this role is expected to provide specialist leadership and coordination for established professionals in Information Security.
Professional qualifications in any or all of Information Security Certified Professional Schemes such as
IISP, CISSP, CISM etc
Essential experience
For this post you will require existing experience at a senior level in an Information security function for a complex organisation.
As well as strong subject matter knowledge we also require individuals with strong stakeholder management skills as well as a proven track record in developing the capability of an information security team.
PART TWO
Leadership Behaviours
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 HMRC Leadership Behaviours - all 12 apply, but to be successful in this role the following are the most critical:
Generic

Understand your customer

Think, align, act

Keep people appropriately challenged
Function specific

Build capability

Use the power of the collective.
Make fact-based decisions
Know your business through and through: solve problems professionally - gather evidence, assess risks, decide between options and only then implement. Don’t jump straight into creating solutions - or fix only the bit in front of you and maybe make things worse overall
Work in a disciplined way
There’s only one way to work here - Our Way, using PaceSetter tools and techniques. So plan ahead, ensuring a clear line of sight between HMRC and front line goals; assign accountabilities, tie actions into agreed results and measure only what matters. Don’t act like a maverick - and do more fire prevention than fire fighting
Be professional and act with integrity
Honour your ‘deal’ with HMRC: do the job the Department needs you to do (not just what you want to do) and speak out positively on its behalf. Take our responsibilities seriously: recognise we have privileged access to information and must protect it.
Don’t compromise on civil service values or the Department’s
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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. Don’t act like an outsider looking in
Understand your customers
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. Don’t forget that most of our customers are honest: treat everyone with respect
Think, align, and then act
Before making important moves, ask yourself how well your plans line up with the HMRC Vision,
Purpose, Strategy and Objectives – and only then decide whether or not you would be adding real value. Don’t do things just because you can
Build your self-awareness
Acknowledge the impact of your behaviour on others and be the change you want to see. Seek regular feedback and be willing to learn to role model PaceSetter principles and behaviours. Don’t assume you needn’t change because you have reached a certain level of seniority
Keep people appropriately challenged
Create enough pace around work to engage people but not overload them. Work with the tension caused by difficulties: use it as an opportunity to seek innovative solutions and to increase operational excellence. Don’t avoid tough conversations or situations
Place work where it belongs
Learn when to delegate. Ensure the business context is understood but accept that the best solutions emerge when decisions are taken at the level closest to the problem. Equally, don’t be afraid to escalate fast when there are issues you can’t fix at your level. Don’t get seduced by the need to show you have all the answers
Drive continuous improvement in everything we do
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 - then celebrate success. Don’t live with problems and don’t create a blame culture
Build capability
Your success depends on your team’s: take pride in helping them succeed. Make expectations clear, understand and value their diversity, help them develop the skills and tools needed to do their jobs well.
Be quick to address poor performance or attendance and even quicker to praise. Don’t assume it’s your team’s job to help you do yours: it is also the other way round. And remember, we’re all here to support the front line work with customers.
Use the power of the collective
Reach solutions that stick by listening and being open to others’ ideas. Get valuable insight on current and future options by actively engaging your stakeholders and encouraging collaboration, not just within your team, but across and outside HMRC.
Don’t try and solve most problems on your own; and don’t take all the credit either
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:
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
People Management

Communication and Marketing

Financial Management

Project and Programme Management

Analysis and Use of Evidence

Strategic Thinking
This appointment will be to the Senior Civil Service on an initial three year fixed-term contract, under normal civil service terms, with the possibility of extension or conversion to permanent status, subject to mutual consent. This post is graded at Senior Civil Service Payband 1.
Remuneration
The base salary is circa £100,000, with the starting salary for this role dependent 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 inyear business and corporate objectives, and relative to all others in their Pay Band.
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 unless we agree differently.
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 flexible 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
Other Benefits
Occupational Health Services, including counselling and eye care provision.
Leave provision including:
 Carers’ leave.
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
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.
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 Hays Executive.
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.
Location
This is a London based role. Travel may be required to our other locations.
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).
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.
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The HMRC has appointed Hays Executive, an executive search agency, to advise on this appointment.
Please see the timetable below for indicative dates:
Closing date for applications
rd
th
Long list meeting
Preliminary interviews (Hays offices)
Short list meeting
Informal meetings
Candidate assessments
Referencing
Final Interviews with HMRC
th
th
th th
th
To apply for this role, please email Andrew Timlin at Hays Executive on andrew.timlin@hays.com
You will need to submit an up to date copy of your CV, along with a Supporting Statement (maximum of
4 pages) that addresses the Qualifications and experience criteria set out in Part 1 of the person specification , using examples to demonstrate how you meet the essential requirements. Please provide your home, work, mobile and email contact details and let us know of any dates when you are not available or where you may have difficulty with the indicative timetable. You should also provide the names, positions, organisations and contact details for two referees, one of whom should be your current or most recent employer. If you do not wish us to approach your referees without your prior permission, please state this clearly. Please also complete the equal opportunities monitoring form accompanying this pack.
Once you have submitted your application, you will receive an e mail to confirm that you have applied.
If you do not receive this e mail, please make contact with Andrew Timlin on 020 7259 8743
If you have any questions or wish to discuss the role or the process further, please call Andrew Timlin or Mark Bearn on 020 7259 8743
The closing date for applications is 23 rd March 2012
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Deputy Director, Information Security and Risk Management
£100,000
HMRC collect and administer taxes and duties as laid down by parliament, as well as helping families and individuals with targeted financial support. In order to deliver our objectives, we hold personal and financial information on every taxpayer and their families. This places an enormous responsibility on us to ensure that information is safeguarded, and the public protected.
As Deputy Director, Information Security and Risk Management, you will lead a team of specialists across HMRC charged with delivering an expert service in relation to the information security aspects of corporate risk management. This will include developing policy and guidance as well as leading and implementing change that drives forward how the organisation manages information security risk.
This is a significant and high profile role that requires an exceptional candidate in the field, capable of leading the organisation through significant change. Suitable information security qualifications (eg
IISP, CIISP, CISM) are essential, as is implementation and delivery experience of an appropriate scale and complexity.
About the role
Reporting to the Director of Security and Information, you will:

Provide expert advice on the development of information security systems

Identify, assess and direct the development of information security systems in line with current industry best practice
 Develop HMRC’s capacity to manage information security risk, by raising knowledge and awarness and devloping a cadre of information security professionals.

Develop policy standards and guidance to meet HMRC commitments

Identify, assess and manage information security risks

Assess and report on HMRC compliance with Cabinet Office and other stakeholder requirements
About You
Possessing information security qualifications (eg IISP, CIISP, CISM) as well as a significant track record at a leadership level in information security, you will be able to evidence:

Significant experience and expertise of managing information security risk in organisations (in either the private or public sector) of significant scale and complexity

A track record of delivering transformative change that has driven forward the management of information security risk

The ability to lead and develop a team of staff as well as influence staff behaviours relating to information security across the organisation

The ability to form effective relationships with a range of internal and external stakeholders
To find out more about this vacancy please call our consultants Andrew Timlin and Mark Bearn at Hays
Executive on 020 7259 8743 or see our dedicated website: www.hays.co.uk/jobs/hmrcinfosec
Closing Date: 23 rd March
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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 Ministers 2 , who in turn are accountable to Parliament 3 .
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 Code 4 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 professional 5 and that deserves and retains the confidence of all those with whom you have dealings 6 ;

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:
1.
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;
2.
accept gifts or hospitality or receive other benefits from anyone which might reasonably be seen to compromise your personal judgment or integrity; or
3.
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 Government 7 , 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.
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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 depa rtment’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 procedures 8 , and do not receive what you consider to be a reasonable response, you may report the matter to the Civil Service Commission 9 . The Commission will also consider taking a complaint direct. Its address is:
3rd Floor, 35 Great Smith Street, London SW1P 3BQ.
Tel: 020 7276 2613
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.
November 2010
8 The whistleblowing 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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