Important Notice: MyPECB Platform and New Website — With the launch of our new MyPECB Platform and Website, some users may experience temporary issues or disruptions while using the system. At the same time, our support teams are receiving an unusually high number of requests, which may affect response times. We want to assure you that we are actively working to resolve these issues and improve the platform. Your patience and understanding during this important transition are greatly appreciated.
Important Notice: MyPECB Platform and New Website — With the launch of our new MyPECB Platform and Website, some users may experience temporary issues or disruptions while using the system. At the same time, our support teams are receiving an unusually high number of requests, which may affect response times. We want to assure you that we are actively working to resolve these issues and improve the platform. Your patience and understanding during this important transition are greatly appreciated.
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Behavior Policy

1. Purpose

PECB aims to provide top-quality, consistent, and accessible services for the benefit of its external stakeholders: distributors, partners,  trainers, invigilators, examiners, members of different committees and advisory boards, and clients (trainees, examinees, certified individuals, and certificate holders), as well as creating and maintaining a positive work environment which ensures safety and well-being of its staff, and holds the dignity, respect and human rights of its staff in high regard. 

The purpose of this policy is to ensure that PECB is managing unacceptable behavior of external stakeholders towards PECB staff in an impartial, confidential, fair, and timely manner. 

The objectives of the policy are to:

  • Inform PECB staff and external stakeholders what types of behavior are deemed unacceptable by PECB

  • Define the roles and responsibilities internally at PECB in dealing with unacceptable behavior

  • Inform external stakeholders of how unacceptable behavior will be managed by PECB

2. Scope

This policy applies to all external stakeholders when interacting with PECB staff while the staff are carrying out their duties or services for PECB or on behalf of PECB.  

3. Defining Unacceptable Behavior

What is deemed to be unacceptable behavior often differs depending upon the individuals involved, the culture in which the external stakeholder operates, and the particular circumstances of the interaction with PECB.

However, any behavior that is reasonably likely to be expected to make a member of the PECB staff feel threatened, harassed, frightened, offended, or physically at risk is considered unacceptable. 

Schedule A provides further examples of what will generally be considered unacceptable behavior. 

4. Roles and Responsibilities in Managing Unacceptable Behaviors

  • Individual employees are responsible for and expected to deliver excellent service to external stakeholders and to avoid any potentially difficult situations arising by displaying a professional attitude at all times.  Should they experience unacceptable behavior from external stakeholders, PECB staff must immediately and adequately warn the external stakeholder that they deem their behavior unacceptable, while remaining professional in their conduct. In the event that the unacceptable behavior occurs during a phone call, the PECB staff is authorized to notify the external stakeholder that they will hang up the call if the unacceptable behavior continues following such a warning, and do so if the external stakeholder does not stop immediately to display the unacceptable behavior.  The individual employee must report the incident as soon as possible to their Team Leader, Director, or C-Level Officer. However, they shall consider any such information as confidential information of PECB and will not disclose the same to any person other than such Team Leader, Director, or C-Level Officer.
  • PECB Leaders (Team Leaders, Directors, and C-Level Officers) have to ensure that this policy is properly communicated and enforced within their department. Leaders shall maintain accurate written records of all incidents reported by the PECB staff under this policy. If Leaders deem it necessary that further actions should take place, they should contact the CEO.

  • The CEO is responsible for properly communicating this policy to external stakeholders. The CEO, or another person appointed by the CEO, shall investigate the incident further and request additional information or evidence as needed. Based on their assessment of the behavior, they will send a formal notification to the external stakeholder, informing them that an incident has been reported and requiring a change in behavior. If the external stakeholder fails to comply with the formal notice requirements, the CEO must raise the issue with the Board of Directors.

  • The Board of Directors is responsible for making the final decision upon the further actions to be taken, including, without limitation, regarding the way they will manage future communications and contacts with such Partners or Clients. If it considers it appropriate, it will refer the issue to the Legal Department. Actions following the review process may include one or more of the following actions:
    • Limit future contact to a particular form (e.g., written form only);
    • Arrange for a single, named member of staff to deal with all future calls or correspondence from the respective external stakeholder;
    • Record all the phone calls and personal contacts (ensuring that GDPR and other relevant requirements are met);
    • Terminate all contact(s) if the external stakeholder is a complainant;
    • Terminate the relevant contract with such external stakeholder, and such termination will be deemed to be a termination for cause;
    • Take legal action, such as apply for an injunction or court order to prohibit contact and ensure the cessation of such unacceptable behavior, or request damages.

The actions taken shall be communicated to the external stakeholder in written form by an authorized representative of PECB.

  • The Legal Department is responsible for dealing with the legal aspects and initiating legal procedures regarding unacceptable behavior, as applicable.

5. Monitoring and Reporting

PECB will monitor this policy to ensure that it is being applied in a fair, reasonable, and consistent manner. The monitoring will be done by the Internal Auditor during the annual internal audit.

SCHEDULE A

EXAMPLES OF UNACCEPTABLE BEHAVIOR

6.1 Aggressive Behavior

This type of behavior is violent and may result in physical harm. This behavior also includes violent language used towards PECB staff, whether written or verbal, which is threatening in its nature and simulates aggressive acts.

6.2 Abusive Behavior

Abusive behaviors are considered behaviors that may be verbal and intimidating. 

  1. Verbal — this includes rudeness, derogatory remarks, inflammatory statements, and unsubstantiated allegations. This type of behavior also includes offensive language or shouting towards PECB staff via phone calls or any correspondence (email, letter, etc.). 
  2. Intimidating – This includes behavior that makes PECB staff feel afraid and threatened.

6.3 Vexatious Behavior

This type of behavior is manifested generally through different comments, actions or gestures which are hostile or unwanted and such behavior affects the dignity or psychological integrity of a PECB employee.  Moreover, this type of behavior is manifested when an external stakeholder is seeking to cause unnecessary aggravation or annoyance to the PECB employees through groundless complaints. 

6.4 Discriminatory Behavior

This type of behavior is generally manifested through comments, actions, or gestures that are hostile or unwanted, and such behavior affects the dignity or psychological integrity of a PECB employee.  Moreover, this type of behavior is manifested when an external stakeholder seeks to cause unnecessary aggravation or annoyance to PECB employees through groundless complaints. 

6.5 Defamation

An external stakeholder must operate with integrity and shall not defame or disparage PECB or its staff. An external stakeholder is prohibited from making false or misleading statements regarding PECB or its products and services.

6.6 Persistent Behavior

An external stakeholder’s actions may be considered persistent behavior when, after all internal review mechanisms have been exhausted, the external stakeholder continues to challenge the PECB’s decision relating to their complaint or dispute. This persistent behavior is unacceptable because it may take up a disproportionate amount of time and resources. The following are some examples of persistent behavior:

  1. Persistently refusing to follow the proper procedures explained to them by PECB in order to pursue their issue;

  2. Continuously making an excessive and unnecessary number of phone calls or visits to PECB offices; 

  3. Continuously contacting PECB on the same issues without presenting any new information; or
  4. Falsely using names to contact and access PECB offices to raise the same issue.

6.7 Extreme Behavior

Extreme behaviors threaten the immediate safety and well-being of the PECB staff and should be regarded with critical importance.  

6.8 Unauthorized Recordings   

Any unauthorized filming or sound recording of face-to-face, phone communication, or meetings is prohibited without the prior agreement and knowledge of all parties involved.

6.9 Deliberate Damage

Unacceptable behavior can also include deliberate physical damage caused by an external stakeholder to the PECB office premises.

1 A “C-level officer” refers to an executive at the highest level within an organization’s management hierarchy. The “C” stands for “Chief,” indicating their leadership role in a specific area of expertise or responsibility.

Version 1.4. Latest update: 2024-09-25