Managing Conflicts of Interest Sample Clauses
The Managing Conflicts of Interest clause establishes procedures to identify, disclose, and address situations where a party’s personal or financial interests could improperly influence their professional decisions or actions. Typically, this clause requires parties to promptly report any actual or potential conflicts to the relevant authority and may outline steps for mitigation, such as recusal from certain decisions or activities. Its core function is to maintain integrity and trust in the contractual relationship by preventing biased decision-making and ensuring transparency.
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Managing Conflicts of Interest. The Company has established suitable and adequate internal procedures for minimising any potential conflicts of interest. The Company maintains a compliance department that is an independent unit within the Company. Among the duties of the CO is to monitor any possible deviation from the Company’s internal policies and procedures as well as identifying and managing any possible conflicts of interest. Once a conflict has been identified it needs to be appropriately and adequately managed. The Compliance function will assess each conflict and determine if the conflict is actual or perceived and what the value of the conflict or exposure is and the potential reputational risk. Compliance will then decide whether it is viable to go ahead with the transaction or if the conflict is too severe. If Compliance decides that the particular conflict can be mitigated, then controls to manage the conflict should be put in place and documented. The Company will manage conflicts of interest fairly, between itself and its clients, between itself and its employees and between its customers and to organise and control their internal affairs responsibly and effectively. The Company and its employees should act as per the principle of placing clients’ interests before self-interests and Company’s interests in order to avoid conflicts of interest in the fulfilment of professional activities on the securities market. To ensure client’s fair treatment, the Company will introduce the following procedures: • The Company shall avoid any conflict of interest with clients and, where such a conflict unavoidably arises, ensure fair treatment to the client by complete disclosure or by declining to act. • Employees are also prohibited to keep investor accounts in other Brokers without Company’s prior authorization and are obliged to bring this to Company’s attention. They are also obliged to authorize the Company to directly request transaction reports from the other Brokers. • If the Company has a material interest in a transaction to be entered into with or for a client, or a relationship which gives rise to a conflict of interest in relation to the transaction, the licensee shall not knowingly either advise, or deal in the exercise of discretion, in relation to that transaction. The only exception is when the licensee has fairly disclosed that material interest or relationship, as the case may be, to the client or the client has taken reasonable steps to ensure that neither the materia...
Managing Conflicts of Interest. Acknowledgement and open discussion of conflicts of interest is important because people have complex lives, play many roles in their work and society, and have a stake in other organizations or corporations — some of which may intersect with the interests of the Co-op. Sorting through those intersections can seem complicated, but at the heart of a conflict of interest is a simple concept: if there is any action before the Board or Management that could personally benefit you directly or indirectly, you just need to acknowledge it for discussion and management before decisions are made. Director conflicts of interest are now easier to manage than they used to be. There was a time when co-op boards were actively involved in operational decisions, such as awarding contracts or determining the product mix on the shelves. Just the fact that Directors had their own personal desires as co-op shoppers needed to be acknowledged and understood, much less any personal connections to the co-op’s business partners. Now, with Policy Governance, the Board focuses on larger issues, the General Manager makes all operational decisions, and most conflicts of interest for Directors can be mitigated or prevented by good management practices. Regardless, conflicts of interest still merit special attention. Let’s consider a couple examples: ● Conflict: You own or work for a company that does snow plowing in the winter, and Co-op management has contracted with that company for some time now. You would have acknowledged that fact in your candidate materials, but after you are elected it should be discussed if that conflict of interest requires some attention, now that it is real. ● Conflict: You are already on the Board and have decided to grow local produce; you are planning to participate in local farmers markets and want to include the Co-op in your retail network. Before you proceed, you should request a Board discussion as to how to understand and manage this potential new conflict of interest.
Managing Conflicts of Interest. (a) The Mediator agrees to abide by the DRS Conflict of Interest Policy (attached).
(b) The Mediator is required to declare any conflict of interest promptly when assigned a Dispute to mediate by the DNC. In the event of a conflict of interest being notified, the DNC will reassign the Dispute to the next mediator on the list. The next available mediation will then be assigned to the Mediator.
(c) No fee will be payable to the Mediator for any work undertaken in respect of an assigned Dispute prior to identifying any conflict of interest.
Managing Conflicts of Interest contractors and people who provide services to the group
6.1 Anyone seeking information in relation to a procurement, or participating in a procurement, or otherwise engaging with the clinical commissioning group in relation to the potential provision of services or facilities to the group, will be required to make a declaration of any relevant conflict / potential conflict of interest.
6.2 Anyone contracted to provide services or facilities directly to the parties of this agreement will be subject to the same provisions of this constitution in relation to managing conflicts of interests. This requirement will be set out in the contract for their services.
Managing Conflicts of Interest general
5.1 Individual members of the group, the governing body, committees or sub-committees, the committees or sub-committees of its governing body and employees will comply with the arrangements determined by the group for managing conflicts or potential conflicts of interest.
5.2 The Chair of the Joint Coordinating Commissioning Group (JCCG) will ensure that for every interest declared, either in writing or by oral declaration, arrangements are in place to manage the conflict of interests or potential conflict of interests, to ensure the integrity of the group’s decision making processes.
5.3 Arrangements for the management of conflicts of interest include the following:
(i) when an individual should withdraw from a specified activity, on a temporary or permanent basis;
(ii) monitoring of the specified activity undertaken by the individual, either by a line manager, colleague or other designated individual.
5.4 Where an interest has been declared, either in writing or by oral declaration, the declarer will ensure that before participating in any activity connected with the group’s exercise of its commissioning functions, they have received confirmation of the arrangements to manage the conflict of interest or potential conflict of interest from the Chair of the JCCG.
5.5 Where an individual member, employee or person providing services to the group is aware of an interest which:
(i) has not been declared, either in the register or orally, they will declare this at the start of the meeting;
(ii) has previously been declared, in relation to the scheduled or likely business of the meeting, the individual concerned will bring this to the attention of the chair of the meeting, together with details of arrangements which have been confirmed for the management of the conflict of interests or potential conflict of interests.
5.6 The chair of the meeting will then determine how this should be managed and inform the member of their decision. Where no arrangements have been confirmed, the chair of the meeting may require the individual to withdraw from the meeting or part of it. The individual will then comply with these arrangements, which must be recorded in the minutes of the meeting.
5.7 Where the chair of any meeting of the group, including committees, sub-committees, or the governing body and the governing body’s committees and sub-committees, has a personal interest, previously declared or otherwise, in relation to the scheduled or likely business of the m...
Managing Conflicts of Interest. The Chief Executive should delegate to the Institute’s Finance Director16 (or one of the other Executive Institute Board members) the discretion to refer proposals which could involve a conflict of interest to the Institute’s Board, without first consulting him or her, if they believe that a conflict of interest arises and it would be inappropriate to bring it to the Chief Executive’s attention first. In any case where the Chief Executive is asked to consider a proposal which they believe could involve a conflict of interest, they should refer that decision to the Institute’s Board, along with the recommendation that the Institute’s Board take the advice of the PAO before making their decision.
Managing Conflicts of Interest. (a) The Expert agrees to abide by the DRS Conflict of Interest Policy (attached).
(b) The Expert is required to declare any conflict of interest promptly when assigned a Dispute to determine by the DNC. In the event of a conflict of interest being notified, the DNC will reassign the Dispute to the next expert on the list. The next available Dispute will then be assigned to the Expert.
(c) No fee will be payable to the Expert for any work undertaken in respect of an assigned Dispute prior to identifying any conflict of interest.
Managing Conflicts of Interest. We may act for clients which may compete with or, more rarely, may even be involved in business with you. Naturally, we will continue to assist those clients or new clients in projects that are not substantially related to work we are engaged to perform for you. We will not disclose or use any confidential information you may disclose to us in the course of our working for you except where required in the course of our acting for you.
Managing Conflicts of Interest. As part of its efforts to manage conflicts of interest, T1/HCI management has undertaken the following measures, which include but not limited to:
Managing Conflicts of Interest. The individual local Healthwatch listed in section 3 and the Greater Manchester ICS have individually made arrangements to manage any potential conflicts of interest to ensure that decisions will be taken without influence by external or private interest and do not affect the integrity of their decision-making processes. All parties will comply with their individual organisation’s policies on conflicts of interest. The parties will maintain registers of interest and Individuals should declare interests in line with their own organisation’s policy for the management of conflicts of interest. All parties to this PA must ensure that those representing their organisation declare any interest that is relevant to the functions described in this PA.