Whistleblowing and speaking up are critical components of a healthy organisational culture. They provide a safety valve for employees, contractors, and even suppliers to raise concerns about wrongdoing or risk without fear of reprisal. Yet, in many organisations, speaking up channels exist more on paper than in practice.
Boards are increasingly expected to do more than confirm that a whistleblowing policy is in place. They must ensure that the system is accessible, trusted, and genuinely effective in surfacing issues before they escalate into reputational, legal, or operational crises.
Why Speaking Up Systems Fail
A policy is only as good as the culture and systems that support it. Common weaknesses include:
- Procedural over cultural focus
Organisations often meet the letter of regulatory requirements by creating a policy and a reporting channel, but fail to embed the values that encourage employees to use it.
- Lack of anonymity or perceived confidentiality
Even if systems promise confidentiality, employees may suspect that their identity will be revealed, discouraging them from speaking up.
- Poor visibility of outcomes
If staff never hear how issues were addressed, they may assume nothing happens after a report is made.
- Managerial bottlenecks
Middle managers can be a weak link, either discouraging complaints or handling them informally without escalation.
- Fear of retaliation
Real or perceived risk of career damage is one of the biggest deterrents to using formal channels.
Boards must address these weaknesses head-on if they want a speaking up system that actually works.
The Board’s Role in Oversight
Boards have both a legal and ethical interest in ensuring that speaking up channels function effectively. The role goes beyond approving a policy. It includes:
-
Monitoring reporting trends and patterns, not just the number of cases.
-
Ensuring there is an independent escalation route outside line management.
-
Reviewing how cases are investigated and whether outcomes are acted upon.
-
Linking whistleblowing data to other indicators of organisational health, such as staff turnover or engagement surveys.
By taking an active interest in these areas, boards can identify cultural or operational red flags early.
Best Practices for Effective Speaking Up Systems
1. Multiple Access Points
Not all employees will be comfortable with the same reporting method. Offering multiple channels, such as online platforms, hotlines, email, and in-person contacts, increases accessibility.
2. Independent Oversight
Reports should be reviewed by a function that is independent from the line of command involved in the complaint. Many organisations appoint a designated whistleblowing champion, often a NED, to oversee the process.
3. Visible Support from Leadership
When executives and board members openly state their support for speaking up, it reinforces psychological safety. This needs to be more than a once-a-year statement. It should be integrated into ongoing communications.
4. Timely and Transparent Follow-Up
While confidentiality must be maintained, employees should be informed when issues are addressed and, where possible, the outcome. This builds credibility.
5. Regular Testing and Review
Boards should commission periodic testing of speaking up systems, such as mystery shopping or independent audits, to ensure they are user-friendly and effective.
Trust Signals Employees Look For
An effective speaking up culture is built on trust. Employees tend to look for certain signals before they decide whether to speak up:
- Colleagues who have spoken up were treated fairly and without retaliation.
- Leaders respond constructively to criticism and feedback.
- Whistleblowing is discussed openly as a positive contribution to organisational integrity.
- Reports are resolved and communicated promptly.
If these signals are missing, the existence of a reporting channel alone will not drive usage.
Linking Speaking Up to Organisational Culture
Speaking up is not an isolated mechanism; it reflects and reinforces wider organisational culture. Boards that treat whistleblowing as part of a broader cultural commitment will see higher trust and engagement.
Culture audits can be particularly revealing. If survey responses show low confidence in raising concerns, boards should investigate whether the root cause is process-related, leadership behaviour, or a history of unaddressed issues.
Questions Boards Should Ask About Speaking Up Systems
Boards can strengthen oversight by asking:
-
How do we measure the effectiveness of our speaking up channels beyond volume of reports?
-
What patterns or themes have emerged from recent reports?
-
How do we ensure anonymity and protect against retaliation?
-
What proportion of reports are resolved, and how quickly?
-
How do employees learn about the outcomes of speaking up?
-
When was the last time the system was independently tested?
These questions shift the focus from compliance to performance.
Integrating Speaking Up with Risk Management
Speaking up systems are a valuable source of intelligence for risk management. Early warnings from whistleblowers can identify fraud, safety hazards, or compliance breaches before they become material risks.
Boards should ensure that whistleblowing data feeds into risk registers and is reviewed alongside other internal audit findings. This integration ensures that speaking up contributes directly to organisational resilience.
Case Example: Rebuilding Trust After a Breakdown
In one organisation, staff surveys revealed that employees felt speaking up would damage their careers. Investigation showed that while the policy promised confidentiality, several managers had previously discussed reports inappropriately.
The board responded by:
- Moving whistleblowing oversight to an independent compliance function.
- Providing mandatory manager training on handling concerns.
- Communicating success stories where speaking up led to positive changes.
Within a year, usage of the system increased by 40 percent and employee trust scores improved significantly.
Looking Forward – Speaking Up in a Remote and Hybrid World
Remote and hybrid work environments bring new challenges. Employees may feel more isolated and less certain about how to raise concerns. Digital channels must be secure, accessible, and easy to use from different devices.
Boards should also be alert to the risk of reduced informal feedback loops when employees are not physically together. This makes formal speaking up systems even more critical.
Making Speaking Up Work in Practice
For whistleblowing systems to be more than a procedural requirement, they must be trusted, accessible, and visibly supported by leadership. Boards have a central role in ensuring these conditions are met.
The most effective systems treat speaking up not as a compliance obligation but as an essential tool for organisational learning and resilience. When employees believe that their voice will be heard and acted upon, they are more likely to come forward. This in turn helps the board fulfil its duty to safeguard the organisation’s integrity, reputation, and long-term success.
