Managing Conflicts. 4.1 If an Individual identifies an actual or potential conflict of interest with any Application under review, they should disclose the nature and extent of this conflict to UK Biobank’s Board Secretary immediately. An actual or potential conflict of interest will include any situation which could reasonably be perceived to result in such conflict.
Managing Conflicts. We will always put in place arrangements that demonstrate we have taken all appropriate steps to prevent a conflict from adversely affecting the interests of our clients. We use the following types of arrangements in place to mitigate our conflicts: • a remuneration policy that sets out Ingenious’ arrangements to ensure that our compensation arrangements will not give rise to conflicts; • a staff dealing policy that sets the conditions under which its staff may engage in investment activity for their own account; • an Inducements, gifts and hospitality policy that sets out Ingenious’ arrangements. In general, Ingenious must not pay to, or accept from, a third party any fee, commission or other benefit in relation to business undertaken for a client; • appropriate restrictions on outside interests, such as directorships of other companies; • independent management structures and reporting lines which only meet at board level. ICML maintains and operates effective organisational and administrative arrangements with a view to preventing conflicts of interest from constituting or giving rise to a material risk of damage to the interest of its clients. These arrangements may include the following: • Systems and controls – to try to prevent or limit any Employee from exercising undue influence over the way in which others carry out services or activities we use clear job descriptions, reporting lines and independent oversight and monitoring by Compliance and the Audit and Risk Committee; • Insider List – ICML employees may come into sensitive information e.g. through confidentiality agreements with a firm, where ICML is planning or making a potentially sensitive transaction or where individuals are ‘wall crossed’ by other firms. Compliance maintains this information via an Insider List and advises on the appropriate measures to be put in place e.g. Information Barriers; • Information Barriers - are the physical, control, administrative and cultural barriers designed to prevent the flow of confidential and insider information. They are commonly referred to as ‘Chinese Walls’. ICML respects the confidentiality of information it receives about its clients operating a “Need to Know” approach and complying with all applicable laws with respect to the handling of that information. Chinese Walls are a key part of each Regulated Entity’s conflicts management policy, and are used to isolate the business area that has confidential information or inside information. Where ...
Managing Conflicts. 9.5 The Chief Executive should follow the advice and direction of the Board, except in very exceptional circumstances with a clear cut and transparent rationale for not doing so. The Accounting Officer must take care that his or her personal legal responsibilities do not conflict with his or her duties as an executive Board Member. In particular the Accounting Officer should vote against any proposal which appears to cause such a conflict; it is not sufficient to abstain.
Managing Conflicts. 11.4.1 We will proactively manage all Conflicts of Interest or potential Conflicts of Interest.
Managing Conflicts. 4.6. The Chief Executive should follow the advice and direction of the Board, except in very exceptional circumstances with a clear cut and transparent rationale for not doing so. These exceptional circumstances are described in paragraph 4.7 below, and where they arise, the conflict should be managed in accordance with the process described at paragraphs 4.7-4.9.
Managing Conflicts. Decision Making and Contingency Plan Two types of conflict are usually to be encountered: • Conflicts which do not change neither the ending date of a WP nor the results of the WP, and usually occur on the basis of a local (confined in a small part of the project and WP) technical problem and • Conflicts which can change the planned structure of the project, or causing delays, changes in costs, changes in quality of essence of the results, etc. In case of disagreement among partners, the work-package leader is responsible for trying to resolve the conflict in consultation with the partners involved, in a prompt and mutually acceptable manner. If this is not fruitful, the work-package leader will bring the issue to the next meeting of the PCC, unless the issue is deemed of special urgency (by agreement between the partners involved and the work-package leader), in which case the project coordinator will be notified immediately. If the project coordinator cannot resolve the issue in consultation with the work-package leader and the partners involved, then a special PCC meeting or teleconference will be held to handle the issue. In this meeting or teleconference, the PCC will resolve the issue by consensus after deliberation. If consensus cannot be reached, then a majority vote will be taken, each partner having one vote. In case of a draw, the decision will be made by the casting vote of the coordinating partner. The PCC decision will be final and all partners are bound to accept it or take legal action outside of the consortium with the legal authorities having jurisdiction over the relevant contracts (i.e., between partners and the EU Commission and among partners). In case of a disagreement over purely technical matters, the PCC will be convened, with the organisation leading work in the specific work- package having the power of the casting vote. Further details on voting, special conditions etc. will be specified in the consortium agreement to be agreed to and signed by all partners before project initiation. As many deliverables feed into or inform other workpackages, the project partners would instantly flag any deliverable that does not meet their requirements. Ultimately it is the project co-ordinator and the PCC who will ensure quality assurance. However, as many deliverables are proposed as peer reviewed publications, this by definition guarantees independently assessed quality assurance in terms of scientific output. Furthermore, through the proj...
