The role, independence and resources

1. Regulatory Concept & Core Standards

In this video we will work through a concrete decision: define the channel manager's role and the conditions needed to perform it. The aim is to explain the criterion used and apply it to a workplace situation. We will start with the concept, move to the procedure and finish with a case to solve. This course connects the channel’s statutory duties with wider prevention work. The proposed coordination model does not create a new statutory Danish position. Allocate each task with regard to competence, impartiality and confidentiality.

A coordinator may monitor risks, controls and training. The whistleblower unit has specific receipt, contact, follow-up and feedback duties under section 11. Roles may be organised in different ways, but combining them requires assessment of competence and conflicts. Impartiality must work in practice, including when a report concerns management.

Apply the following rule: Employers with 50 or more employees generally need an internal scheme. Ministry guidance uses the average over the four preceding quarters, counting employees regardless of working hours. New or substantially expanded workplaces use the available quarters. Sectoral rules may add duties. Section 10 requires written or oral reporting, or both. Where oral reporting is offered, a physical meeting must be available on request within a reasonable time.

2. Practical Implementation & Procedure

Describe the mandate, access, resources and reporting route. Provide authorised cover and alternative handling for conflicts. Assess workload and specialist needs. Distinguish programme monitoring from reading every case. Document the scheme’s establishment and procedures under section 16 and update them when arrangements change. Before moving on, turn this procedure into a sequence you could explain to a colleague. Identify the first check, the action that depends on its outcome and the record that allows the decision to be reconstructed. Follow the sequence on screen and identify the point where an error would change the result.

3. Case Study & Compliance Action

A company appoints an integrity coordinator but requires permission from the department under review before accessing necessary records. This prevents independent oversight. Management revises information routes and defines functional access without granting unrestricted access to reporting data. Now read the case carefully. Separate established facts from information you would still need to confirm. Do not add motives or events that have not been described. This distinction matters when choosing a response proportionate to the information available.

The exercise is as follows: Is formal appointment sufficient if the integrity coordinator cannot obtain necessary information? Choose an answer and write one sentence explaining it. During the pause, compare your choice with the criteria we have just considered. Also think about the material you would retain to explain the decision later.

No. Effective working conditions must exist. Access must suit the role and respect confidentiality and data protection. The organisation should document how it resolves obstacles.

One mistake to avoid is: assigning a title without autonomy, resources or functional access to information.

Now apply the national rule to a second decision. A subsidiary copies its foreign head office's policy without assessing its own activities and size. What must it check?

Identify the local legal entity, sector, national counting method and any public-sector or territorial regimes. Then link each obligation to a source and a responsible person. A group model can support operations but does not replace this assessment.