Platinum Coaching

Driving Growth.
The driving force behind our coaching philosophy is growth. We provide the tools to create constructive experiences which fuel personal development and translate to professional growth.

• Professional Services
• Addleshaw Goddard
• Andersen
• Bond Pearce
• Bourne Business Consulting
• Deloitte
• Dundas & Wilson
• Ernst & Young
• Gartner Group
• Hammonds
• Kempner & Partners
• SJ Berwin


• Not for Profit
• Greenpeace
• TED

• Financial Services
• Allied Irish Bank
• Lloyds TSB
• Royal Bank of Scotland
• Legal & General


• Corporate
• Hindustan Lever
• McBride
• Nexus
• Shell
• Toyota
• Unilever

Click above for information about our coaching partners. All coaches receive regular supervision for their practice; are members of the International Coach Federation (ICF); and adhere to and abide by the ICF Code of Ethics.

PLATINUM COACHING 101 Main Street, Suite 260 Huntington Beach California 92648 United States +1 714·536·4585 info@platinum-coaching.com  CEO Paul O'Donovan Rossa +1 714·907·3658 paul.odr@platinum-coaching.com EXECUTIVE COACHES Dr. Vikki Brock +1 206·910·4328 vikki.brock@platinum-coaching.com DP Waldman +1 760·815·5935 dp.waldman@platinum-coaching.com OFFICE MANAGER Jane Shobe +1 949·813·7656 jane.shobe@platinum-coaching.com

PLATINUM COACHING LTD. Central Court 25 Southampton Buildings London WC2A 1AL United Kingdom +44 (0)7774 294145 info@platinum-coaching.com  CEO Paul O'Donovan Rossa +44 (0)7774 294145 paul.odr@platinum-coaching.com EXECUTIVE COACHES Dr. Caroline Horner +44 (0)7771 726852 caroline.horner@platinum-coaching.com John Hannon +44 (0)7789 178585 john.hannon@platinum-coaching.com Carolyn Matheson +44 (0)7768 110823 carolyn.matheson@platinum-coaching.com John Pringle +44 (0)7802 927299 john.pringle@platinum-coaching.com OFFICE MANAGER Allison McCafferty +44 (0)7855 386775 allison.mccafferty@platinum-coaching.com

 

Vikki Brock has been in private practice as an executive leadership coach since 1995, following a 21-year corporate career.

She defines coaching as "raising awareness, so people are at conscious choice" and is committed to transformation at a global level. A third of her clients are international leaders committed to making a difference in their country.

Examples of Vikki's creativity include Active Legacy®, a coaching program developed to help people recognize that their behavior is their legacy; and the 9E™ Leadership program, an inside-to-out approach to improving authentic presence.

Vikki has been accredited as a Master Certified Coach by the ICF since 1998, and her credentials include a Ph.D in Coaching and Human Development from the International University of Professional Studies in 2008, and an Executive MBA from University of Washington in 1989.

A caring and creative human being, Vikki has always emphasized collaboration and inclusion throughout her coaching as well as her university teaching, writing, international speaking and leadership in the ICF.

Vikki coaches at CEO/President/Chairman; CXO/Board Member/EVP; SVP/MD and VP/Director levels in the USA, as well as in Canada, Europe, the Middle East and Asia/Pacific.

DP Waldman specializes in business and organizational coaching - drawing on more than a decade of professional coaching experience and a background in business management, marketing and personal development - to help leaders and managers improve relationships, develop executive presence and increase emotional intelligence.  He works effectively across cultures and industries, and has delivered over 3,500 hours of professional corporate coaching.

From his 25 years' experience in business management, marketing and coaching, DP combines a well-grounded business sense with intuition and insight, and challenges his clients to develop themselves as leaders and role models.  

DP was drawn to coaching because of its powerful combination of practical, goal-oriented work with the added dimension of support and inspiration for personal growth, leading then to the possibility of organizational transformation.  Among his clients and colleagues he has earned a reputation as an exceptionally insightful, wise and compassionate coach.

DP is credentialed as a Professional Certified Coach by the ICF, and has expertise in coaching for leadership development, career transition, sales and performance improvement.  His niche is in helping leaders and managers to improve interpersonal relationships in the workplace, by helping them to better understand themselves, the differences between people and how to make adjustments for greater impact.  He supports clients in dealing with the recurrence of difficult patterns that get in the way of clear communication, managing effectively and overall business performance.

DP has served on the faculty of two European leadership development firms specializing in coach training for leaders and managers, where he assisted in the launch of an ICF-accredited Coaching for Leadership coach training Certification Program (ACTP) within a large global organization.  He has facilitated Coaching for Leadership learning groups for over 1,000 senior leaders and managers, and facilitated more than 300 live Coaching Supervision sessions.  He also trained both internal staff and external consultants in facilitation and supervision and worked as an Executive Coach for The Ken Blanchard Companies.

DP's coaching offers great value through his sheer interest in learning about the client's businesses, and utilizing his own in-depth understanding of business. As well as in the US, he has worked extensively with UK companies and with clients from the Netherlands, India, Japan and Poland.  DP has coached clients in the following industries: Publishing, Transportation, High Tech, Telecom, Healthcare, Professional Sales, Entertainment, Real Estate, Design, Professional Coaching, Energy, Foods, Hospitality and Retail.  Client companies have included British Telecom (UK), Network Rail (UK), IGT (International Gaming Technologies), Denver Newspaper Agency (DNA), National Basketball Association (NBA), Host Hotels & Resorts (REIT) and Bob Evans Farms.

As well as certification in Myers-Briggs Type Indicator (MBTI), DP also uses tools such as the DISC Profile, the Social Styles Matrix, Strengthfinder 2.0, the Pearson-Marr Archetype Indicator and the Human Design System.  He is also a member of the San Diego Professional Coaches Association and the San Diego Organization Development Network.

Caroline Horner is an experienced coach and consultant with over 15 years' international experience in delivering innovative and complex global projects with numerous and diverse stakeholder groups.  As a coach, Caroline combines her broad understanding of business and organizational dynamics with extensive qualifications in coaching to work with individuals as they seek to enhance their capacity to learn and perform in ever-changing environments.

Caroline's coaching experience focuses on working with those in transition, often leaders taking on more responsibility for delivering results through others, or those managing significant change in their organization and/or themselves.  Her coaching approach works well for those who are curious about themselves, open to challenge and motivated to develop.

Her clients comment that she is "astute and empathetic" creating a "comfortable" coaching environment, with an appropriate balance between "support and understanding and critical challenge" enabling them "to come to new insights about themselves, organizational issues and their individual leadership."

She has consulted widely to organizations looking to embed a coaching and learning culture. Caroline is a regular speaker on coaching and has presented in the UK, Switzerland and South Africa, as well as contributing to several books and articles on the profession.

Caroline holds a professional doctorate (DProf) in Coaching Psychology from the International Centre for the Study of Coaching (ICSC) at Middlesex University, UK and an MBA (Distinction) from Imperial College, London.

John Hannon is an experienced executive coach, corporate trainer and consultant, specializing in people development and change management.  Until 2003 John occupied a variety of leadership roles in his corporate career with Merrill Lynch, Barings, McDonnell Douglas and Robert Fleming.  Since then he has carried out a range of coaching, training and consultancy interventions, working with investment managers such as Schroders, AXA, Standard Life and Man Investments; technology companies such as Alcatel-Lucent, SWIFT and Fiserv; and not-for-profit organizations such as Save The Children, The Prince's Trust, Youth Music and Mowgli.

John's coaching approach incorporates a combination of the analytical, practical and action-focused; clarity of aim and intention; the deeper inner issues of values, purpose and creativity; and consideration of the larger system in which the client and organization operates.

As well as offering an open and clear-minded space for the client to self-explore, John offers insights and suggestions from his own leadership and development experience.  His key values when working with clients include respect, humility and empathy, and he believes in the importance of challenging a client where appropriate.

John has delivered training programs in leadership, coaching skills, personal development, change management and process improvement to a range of audiences in the UK, Europe, the USA and Canada.  He is particularly interested in the impact of change on the people in the business, and in the benefits of viewing an organization as a living human system rather than solely as an instrument of mechanized production.

John has an MA in Professional Coaching from Middlesex University (UK) and is accredited by the ICF.  He has presented at the European ICF Conference and published articles on coaching, leadership and personal development for Coaching At Work, CIO Magazine and Freelancing Matters.

Carolyn Matheson is a highly experienced and long-serving international coach and public speaker, with extensive business experience in Europe, USA, Australia, the Middle East and the Far East.  Her clients have included KPMG, American Express, Standard Chartered Bank, Barclays Bank, Westpac Banking, Glaxo SmithKline, IBJ International, Johnson & Johnson and AMP.

Carolyn specializes in coaching senior executives and their teams to reach their full potential and become more productive, profitable and personally fulfilled.  Her coaching does this by enhancing their unique leadership needs and style, by leveraging strengths and improving motivation.  

Carolyn has frequently supported clients through various challenges, such as when facing significant business challenges, moving into a new role, an overseas relocation or when a role has changed significantly due to a merger.  Her coaching helps clients develop to implement strategies that deal with the personal and business challenges they are facing, and to achieve success in the areas that are important and meaningful to them.

Carolyn was the first coach outside of the USA to be accredited as Master Certified Coach (MCC) by the ICF, the most rigorous independent body for coaches worldwide.  She has pioneered innovative methodologies, combining many years experience of high performance coaching with an holistic approach to work/life balance.  She regularly speaks at international conferences and has led developmental workshops and seminars globally for other coaches.

John Pringle is a leadership development consultant, involved in the design, delivery and evaluation of organizational change interventions. He helps leaders be the best version of themselves, more consistently.

Central to John's philosophy on stimulating change, leaders are encouraged to notice the patterns of organizational conversation that they routinely engage in. This tends to elicit a number of unanswered questions about the current corporate culture and ambition to- wards the future. For experienced leaders, consciously exploring these questions is often the first and most powerful step towards creating something different.

John’s work is predominantely focused on executive-coaching assignments. He has worked with a wide range of leaders from middle management to CEOs, across many different sectors, providing services to clients in Mexico City, Kuala Lumpur, Shanghai, Bangkok, Sydney, New York, Dubai, Budapest and London.

A piece of work that John has found particularly engaging has been the facilitation of action learning groups for leaders from MIT, World Bank, BP, Siemens and Oxfam. Individuals from each of these differing sectors were brought together to learn, while working on global sustainability issues. Tantamount to John’s practice is the belief that in connecting real difference, breakthrough results are created.

Prior to working as an external consultant, John worked for 14 years with Uni- lever. His roles included direct responsibility for the leadership development of Unilever's most senior global management and their successors. He also worked as an HR business partner within the areas of supply chain and marketing for brands such as Flora Margarine, PG Tips and Bachelors Soup.

John has a Masters in Organisational Consulting and is a qualified practitioner in a number of psychometric tools.

In response to the changing economic landscape, we've each had to re-evaluate our business processes and assess the relevance of our current methods. Accountability has taken center stage and we're now being called upon to justify our decisions and choices.

In the midst of dynamic global transformation, fortunes change rapidly. Traditional thought processes are no longer sufficient for decision making. Clear vision and relevant purpose are more important than ever. And whole mind strategies - where rational and predictive skills are integrated with agility and creativity - are called for as the new processes of choice.

This change of processing requires 360 degree vision, and only new thinking will produce the change needed. Adjustments to an organization's processes today, can deliver transformation tomorrow.

The nature of today's problems is radically different than those of yesterday. In response, successful organizations are becoming more dynamic and fluid - faster-moving, agile, adaptable, resilient and flexible. And in order to meet the changing demands of their business, the people must adapt as well.

As tried-and-tested formulae diminish in their relevance and effectiveness, innovation, comfort with change and the ability to work with creative tension are required.

Platinum Coaching helps to facilitate your team's rising to these challenges. We assist in identifying the aspects of their (individual or collective) potential that you would like to see further developed, and we show you how it can be done effectively.

By unlocking their potential and tapping into their ingenuity, your team will be well equipped to meet the challenges of today, and will likely be the key architects of your business' success tomorrow.

You already understand where your market is headed, and you know that your business needs to adapt and reinvigorate itself accordingly. Now it's time to bring out the ingenuity in your organization to fuel that.

Accessing this potential isn't a behavioral upgrade or a matter of working harder or smarter. It arises through a flowering of innate ingenuity, which comes about when your people are challenged to perform in the right ways. That strengthens inner confidence, and allows them to create and maintain a leadership edge.

With your willingness and our help, the innate ingenuity of your people can flourish.

The elements of ingenuity rest upon seven leadership capabilities in each of us:

• Active self-awareness
• Psychological resilience
• Effective interpersonal influence
• Acceptance and fulfillment of responsibilities
• Guidance through clear and persistent vision
• Strategic and dynamic leadership
• Ability to create the future.

Each capability in this sequence requires insight and practice in a promotive environment. The integrated development of these capabilities is what Platinum Coaching facilitates - customized for your leaders, your teams and your organization.

The capacity for growth among your people is almost certainly much greater than that which is being asked of them. It's time to require more from both your organization's leadership and your team members.

As human beings, we have significant untapped reserves of potential and passion. And when we access these and harness them, we thrive. For each individual, this is powerful. With a team, the level of power takes a quantum leap.

The end result is an operation that benefits from radically greater enthusiasm, confidence, quality thinking, willingness to embrace change and take calculated risks, and energetic purpose. It gives the business a real edge.

In this way, human ingenuity can sweep away some aspects that previously held your company back. There's now an environment that fosters talent, enables focus and generates motivation.

Platinum Coaching has a track record for bringing out the best in teams and leaders. We know how to identify and release untapped potential, and give your business and people the leading edge.

Each day we see dedicated people throughout our client organizations working diligently at their jobs. We also see a breadth of approaches and traits that require improvement. Some descriptions of those characteristics are:

• adversarial
• trained to identify weaknesses and flaws
• admiring complexity above commercial realism
• lacking clarity on purpose and priorities
• over-analytical
• respectful of tradition and hierarchy
• individually specialized and focused
• skeptical - trained to seek evidence and proof
• precedent-based, wary of difference and innovation
• change averse
• risk averse
• values "hard facts" over senses and intuitions
• uncomfortable with personal issues relating to oneself and others.

Part One: Definitions of Coaching

Section 1: Definitions

• Coaching: Coaching is partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential.
• A professional coaching relationship: A professional coaching relationship exists when coaching includes a business agreement or contract that defines the responsibilities of each party.
• An ICF Professional Coach: An ICF Professional Coach also agrees to practice the ICF Professional Core Competencies and pledges accountability to the ICF Code of Ethics.

In order to clarify roles in the coaching relationship, it is often necessary to distinguish between the client and the sponsor. In most cases, the client and sponsor are the same person and therefore jointly referred to as the client. For purposes of identification, however, the International Coach Federation defines these roles as follows:

• Client:  The "client" is the person(s) being coached.
• Sponsor: The "sponsor" is the entity (including its representatives) paying for and/or arranging for coaching services to be provided.

In all cases, coaching engagement contracts or agreements should clearly establish the rights, roles, and responsibilities for both the client and sponsor if they are not the same persons.

Part Two: The ICF Standards of Ethical Conduct

Preamble: ICF Professional Coaches aspire to conduct themselves in a manner that reflects positively upon the coaching profession; are respectful of different approaches to coaching; and recognize that they are also bound by applicable laws and regulations.

Section 1: Professional Conduct At Large

As a coach:

1) I will not knowingly make any public statement that is untrue or misleading about what I offer as a coach, or make false claims in any written documents relating to the coaching profession or my credentials or the ICF.

2) I will accurately identify my coaching qualifications, expertise, experience, certifications and ICF Credentials.

3) I will recognize and honor the efforts and contributions of others and not misrepresent them as my own. I understand that violating this standard may leave me subject to legal remedy by a third party.

4) I will, at all times, strive to recognize personal issues that may impair, conflict, or interfere with my coaching performance or my professional coaching relationships. Whenever the facts and circumstances necessitate, I will promptly seek professional assistance and determine the action to be taken, including whether it is appropriate to suspend or terminate my coaching relationship(s).

5) I will conduct myself in accordance with the ICF Code of Ethics in all coach training, coach mentoring, and coach supervisory activities.

6) I will conduct and report research with competence, honesty, and within recognized scientific standards and applicable subject guidelines. My research will be carried out with the necessary consent and approval of those involved, and with an approach that will protect participants from any potential harm. All research efforts will be performed in a manner that complies with all the applicable laws of the country in which the research is conducted.

7) I will maintain, store, and dispose of any records created during my coaching business in a manner that promotes confidentiality, security, and privacy, and complies with any applicable laws and agreements

8) I will use ICF member contact information (e-mail addresses, telephone numbers, etc.) only in the manner and to the extent authorized by the ICF.

Section 2: Conflicts of Interest

As a coach:

9) I will seek to avoid conflicts of interest and potential conflicts of interest and openly disclose any such conflicts. I will offer to remove myself when such a conflict arises.

10) I will disclose to my client and his or her sponsor all anticipated compensation from third parties that I may pay or receive for referrals of that client.

11) I will only barter for services, goods or other non-monetary remuneration when it will not impair the coaching relationship.

12) I will not knowingly take any personal, professional, or monetary advantage or benefit of the coach-client relationship, except by a form of compensation as agreed in the agreement or contract.

Section 3: Professional Conduct with Clients

As a coach:

13) I will not knowingly mislead or make false claims about what my client or sponsor will receive from the coaching process or from me as the coach.

14) I will not give my prospective clients or sponsors information or advice I know or believe to be misleading or false.

15) I will have clear agreements or contracts with my clients and sponsor(s). I will honor all agreements or contracts made in the context of professional coaching relationships.

16) I will carefully explain and strive to ensure that, prior to or at the initial meeting, my coaching client and sponsor(s) understand the nature of coaching, the nature and limits of confidentiality, financial arrangements, and any other terms of the coaching agreement or contract.

17) I will be responsible for setting clear, appropriate, and culturally sensitive boundaries that govern any physical contact I may have with my clients or sponsors.

18) I will not become sexually intimate with any of my current clients or sponsors.

19) I will respect the client's right to terminate the coaching relationship at any point during the process, subject to the provisions of the agreement or contract. I will be alert to indications that the client is no longer benefiting from our coaching relationship.

20) I will encourage the client or sponsor to make a change if I believe the client or sponsor would be better served by another coach or by another resource.
21) I will suggest my client seek the services of other professionals when deemed necessary or appropriate.

Section 4: Confidentiality/Privacy

As a coach:

22) I will maintain the strictest levels of confidentiality with all client and sponsor information. I will have a clear agreement or contract before releasing information to another person, unless required by law.

23) I will have a clear agreement upon how coaching information will be exchanged among coach, client, and sponsor.
 
24) When acting as a trainer of student coaches, I will clarify confidentiality policies with the students.

25) I will have associated coaches and other persons whom I manage in service of my clients and their sponsors in a paid or volunteer capacity make clear agreements or contracts to adhere to the ICF Code of Ethics Part 2, Section 4: Confidentiality/Privacy standards and the entire ICF Code of Ethics to the extent applicable.

Part Three: The ICF Pledge of Ethics

As an ICF Professional Coach, I acknowledge and agree to honor my ethical and legal obligations to my coaching clients and sponsors, colleagues, and to the public at large. I pledge to comply with the ICF Code of Ethics, and to practice these standards with those whom I coach.

If I breach this Pledge of Ethics or any part of the ICF Code of Ethics, I agree that the ICF in its sole discretion may hold me accountable for so doing. I further agree that my accountability to the ICF for any breach may include sanctions, such as loss of my ICF membership and/or my ICF Credentials.

Our Values

• All individuals should have the opportunity to live autonomous and socially responsible lives
•  
• Respect is given to the individual and common humanity of all people
•  
• Relationships shall be carried out without discrimination on the basis of religion, race, colour, creed, disability, nationality, socio-economic status, gender, age, sexual preference, or any other form of diversity
•  
• Physical, psychological and social violence and oppression are opposed
•  
• Individuals are encouraged to be aware of their relationship to the world around them, and to choose effectively their own responses and be responsible in their behaviour
•  
• These values and subsequent actions are to enhance the well-being of individuals and society

EMCC aims to conduct its activities in ways that reflect the values listed above and the practices listed below.

In order to achieve this for EMCC as a body, we also expect our members and member organisations, and any employees, consultants, advisers or suppliers working with us, to likewise conduct their activities in ways that reflect the same values and follow the same practices.

Our Practice

• We avoid knowingly discriminating on any grounds
•  
• We constantly seek to enhance our own awareness of possible areas of discrimination
•  
• We aim to challenge in a supportive way any colleagues, employees, service providers, clients or participants whom we perceive to be using discriminatory behaviour
•  
• We monitor our language, both spoken, written and non-verbal, for inadvertent discrimination
•  
• We engage in developmental activities that are likely to increase our self awareness, especially in relation to diversity

This policy is subject to continual review in order to maintain its currency.
With acknowledgements to the International Transactional Analysis Association.

The coach/mentor will acknowledge the dignity of all humanity. They will conduct themselves in a way which respects diversity and promotes equal opportunities.

It is the primary responsibility of the coach/mentor to provide the best possible service to the client and to act in such a way as to cause no harm to any client or sponsor.

The coach/mentor is committed to functioning from a position of dignity, autonomy and personal responsibility.

The EMCC Code of Ethics covers the following:

• Competence


• Context


• Boundary Management


• Integrity


• Professionalism

Competence

1) The coach/mentor will:

Ensure that their level of experience and knowledge is sufficient to meet the needs of the client.

Ensure that their capability is sufficient to enable them to operate according to this Code of Ethics and any standards that may subsequently be produced.

Develop and then enhance their level of competence by participating in relevant training and appropriate Continuing Professional Development activities.

Maintain a relationship with a suitably-qualified supervisor, who will regularly assess their competence and support their development. The supervisor will be bound by the requirements of confidentiality referred to in this Code. What constitutes a “suitably-qualified” supervisor is defined in the EMCC’s standards document.

Context

2) The coach/mentor will:

• Understand and ensure that the coach/mentoring relationship reflects the context within which the coach/mentoring is taking place.


• Ensure that the expectations of the client and the sponsor are understood and that they themselves understand how those expectations are to be met.


• Seek to create an environment in which client, coach/mentor and sponsor are focused on and have the opportunity for learning.

Boundary Management

3) The coach/mentor will:

• At all times operate within the limits of their own competence, recognise where that competence has the potential to be exceeded and where necessary refer the client either to a more experienced coach/mentor, or support the client in seeking the help of another professional, such as a counsellor, psychotherapist or business/financial advisor.


• Be aware of the potential for conflicts of interest of either a commercial or emotional nature to arise through the coach/mentoring relationship and deal with them quickly and effectively to ensure there is no detriment to the client or sponsor.

Integrity

4) The coach/mentor will:

Maintain throughout the level of confidentiality which is appropriate and is agreed at the start of the relationship.

Disclose information only where explicitly agreed with the client and sponsor (where one exists), unless the coach/mentor believes that there is convincing evidence of serious danger to the client or others if the information is withheld.

Act within applicable law and not encourage, assist or collude with others engaged in conduct which is dishonest, unlawful, unprofessional or discriminatory.

Professionalism

5) The coach/mentor will:

a. Respond to the client’s learning and development needs as defined by the agenda brought to the coach/mentoring relationship.

b. Not exploit the client in any manner, including, but not limited to, financial, sexual or those matters within the professional relationship. The coach/mentor will ensure that the duration of the coach/mentoring contract is only as long as is necessary for the client/sponsor.

c. Understand that professional responsibilities continue beyond the termination of any coach/mentoring relationship. These include the following:

• Maintenance of agreed confidentiality of all information relating to clients and sponsors.


• Avoidance of any exploitation of the former relationship


• Provision of any follow-up which has been agreed to


• Safe and secure maintenance of all related records and data

d. Demonstrate respect for the variety of different approaches to coaching and mentoring and other individuals in the profession.

e. Never represent the work and views of others as their own.

f. Ensure that any claim of professional competence, qualifications or accreditation is clearly and accurately explained to potential clients and that no false or misleading claims are made or implied in any published material.

Breaches of the Code

EMCC members will at all times represent coaching and mentoring in a way which reflects positively on the profession.

Where a client or sponsor believes that a member of the EMCC has acted in a way which is in breach of this Code of Ethics, they should first raise the matter and seek resolution with the member concerned. Either party can ask the EMCC to assist in the process of achieving resolution.

If the client or sponsor remains unsatisfied they are entitled to make a formal complaint. Complaints will be dealt with according to the EMCC’s ‘Complaints and Disciplinary Procedure’. EMCC Members will provide a copy of this document upon request. A copy can be obtained by writing to:

European Mentoring & Coaching Council, PO Box 3154, Marlborough, Wiltshire, SN8 3WD

or e-mail: info@emccouncil.org

In the event that a complaint should be made against an EMCC member, that member must co-operate in resolving such a complaint.

EMCC members will confront a colleague when they have reasonable cause to believe they are acting in an unethical manner and, failing resolution, will report that colleague to the EMCC.

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