CODE OF CONDUCT FOR MEMBERS OF THE BOARD OF THE FOOD STANDARDS AGENCY 
Contents 1. Introduction 2. Responsibilities of Board Members 3. Attendance at Board meetings 
4. Interests 5. Gifts and Hospitality 6. Discussions outside meetings 7. Collective responsibility 8. Attendance at conferences and industry/stakeholder events 9. Failure to observe the code of conduct Annex A: The Seven Principles of Public Life Revised and agreed at FSA Board Open Meeting, Tuesday 22 May 2012  
1. INTRODUCTION 1.1 This Code of Conduct sets out standards of conduct and probity that members of the FSA Board are expected to meet at all times.  
 
2. RESPONSIBILITIES OF BOARD MEMBERS 2.1 Board Members are responsible for upholding the values and principles of the FSA and for contributing their personal skills, knowledge and experience to the work of the Board. Board Members must comply with this Code of Conduct at all times. 2.2 Board Members must: 

 
act in good faith and in the best interests of the FSA;  
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ensure that the Board operates within the limits of its statutory authority and in accordance with the rules set out by the Treasury relating to the use of public funds;  
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ensure that high standards of corporate governance are observed at all times;  
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conduct the business of the FSA in accordance with its Code of Practice on Openness;  
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ensure that they understand the functions and role of the FSA and their own responsibilities;  
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be accountable to the 'appropriate authorities' (in practice, Health Ministers) for 
the effective discharge of their duties and responsibilities  
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be aware of and abide by FSA policy on personal data and confidentiality - Board Members must undertake to store and dispose of papers in the securest possible 
way;  
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be bound by the provisions of the Official Secrets Acts 1911 to 1989;  
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ensure that the Board operates sound environmental policies and practices, within the framework of the Government's Sustainable Development Strategy;  
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register and declare any interests in accordance with Section 4 of this Code;  
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comply with the restrictions on acceptance of gifts and hospitality as set out at Section 5 of this Code;  
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comply with the requirements on confidentiality and disclosure of information as set out in Section 6 of this Code;  
 
 
exercise proper discretion when engaging in any political activities - Board Members are expected not to occupy paid party political posts or to hold particularly sensitive or high-profile unpaid roles in a political party, although they are free to engage in political activities other than making political speeches or 
engaging in similar activities on matters directly affecting the work of the FSA (in case of doubt, Board Members should seek advice from the Chief Executive);  
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follow the Seven Principles of Public Life set out by the Committee on Standards in Public Life (Annex A);  
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comply with the provisions of equality legislation and value diversity; and  
 
treat others with respect.  

## 2.3 Board Members Must **Not** 

 
act in a way that brings the FSA into disrepute;  
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speak on a public platform or in the media and present themselves as an FSA Board Member unless that has been agreed by the Chair or Chief Executive. Where Board Members speak on a public platform in other capacities, they must ensure that there is no reasonable possibility that their comments could be seen to be attributed to, or represent the view of, the FSA;  
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use their position improperly for their own advantage or disadvantage or that of any connected person, firm, business or other organisation;  
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bully any person including other Board Members, officials or stakeholders;  
 
be members of any of the FSA scientific advisory committees which advise the Board  
 
3. ATTENDANCE AT BOARD MEETINGS  
 
3.1 A Board Member is expected to attend all Board meetings. A Board Member may be removed from office if he/ she is absent from more than two consecutive meetings [or more than three meetings in any twelve month period] unless the absence is due to illness or some other reason approved by the Chair.  
 
4. INTERESTS 4.1 Where a Board Member has a private financial or non-financial interest which might influence, or be perceived to influence, their judgement, a conflict of interest may arise. It is important for potential conflicts of interest to be properly managed.  
 
Register of Interests 4.2 The Food Standards Act 1999 requires the Agency to maintain a register of Board Members' private interests. Board Members must register with the Board Secretariat on appointment the following interests that may affect or be affected by the work of the Agency: 

 
Paid employment, office or profession  
 
Directorships, whether paid or not  
 
Any business, professional or public activities or interests that provides a regular 
source of income, recognition or some other benefit  
 
Membership of public bodies, trusteeship of a charity or other public or private trust, or membership, role or affiliation to clubs or organisations  
 
Any shareholdings other than those held by a unit trust or similar arrangements where the member has no influence on the management of the shares  
 Board Members must inform the Board Secretariat within 28 days of any changes to their registered interests. 

4.3 The known interests of a Board Member's close family members must also be registered. Close family members include a partner (i.e. spouse, civil partner or someone else with whom the Board Member lives in a similar capacity), parents and parents-in-law, children and step children, brothers and sisters of the Board Member and their partner, uncle and aunt, nephew and niece and the partners of any of these people. 4.4 The Board Secretariat is responsible for making the Register of Interests available for public scrutiny and for its publication on the Agency's website.  
 
Declaration of Interests at Board Meetings 4.5 Board Members with an interest in a matter on the agenda for a Board Meeting should notify the Chair (or the Deputy Chair in the case of the Chair having an interest) in advance of the Meeting and declare the nature of the interest at the Meeting before the matter is discussed. The interests to be notified to the Chair and declared at the Meeting include 

 
any which must be registered  
 
any other interest which affects the well being or financial position of the Board Member (or a close family member)  
 
any other interest which the Board Member considers may affect or be affected 
by the matter to be discussed  
 4.6 After a Board Member has declared the nature of their interest at the Meeting, the Chair (or Deputy Chair in the case of a declaration by the Chair) will decide whether the Board Member should participate in the discussion and decision on an issue. If a Board Member has a direct financial interest in a matter under discussion, the Chair will require that the Board Member leave the meeting. If the Chair considers that an observer who knows the facts might reasonably think that any other declared interest is so significant as to prejudice the Board Member's judgement, the Board Member will be required to leave the meeting. In any other case, the Chair may agree that the Board Member may remain and participate in the meeting. 4.7 All interests declared at a Board Meeting, including the nature of the interest and the reasons why the Chair decides a Board Member may remain present at the Meeting, shall be recorded in the Minutes of the Meeting. 4.8 In the event of the Chair having an interest that requires them to leave the Meeting, the Deputy Chair will chair the discussion of the relevant item.  
 
5. GIFTS AND HOSPITALITY 5.1 Board Members should not accept or offer a gift, hospitality or any other benefit as a reward, either for doing or not doing something in their official capacity, or for showing advantage to someone or to an organisation. 5.2 Hospitality is defined as meals or functions such as cocktail parties, receptions, presentations, and invitations to social, cultural and sporting events. It includes overnight accommodation and travel to and from a venue at which the event is held. Hospitality does not include light refreshments, working lunches or meals provided at conferences particularly if the FSA has paid for attending such events. 

5.3 Gifts of cash should **always** be refused. Gifts of a trivial nature or minor seasonal items such as calendars or diaries may be accepted. 5.4 Board Members must inform the Board Secretary of all gifts and hospitality that they receive in the course of their official FSA duties where the nominal value exceeds £25 so that the details may be recorded in the Gifts and Hospitality Register. Notification should be made within 28 days of receipt of the gift or hospitality.  
 
6. DISCUSSIONS OUTSIDE THE MEETING 6.1 A Board Member may consult external colleagues or advisers on any issue to be discussed by the Board in advance of meetings, but should make clear in any discussion that policy decisions can only be made by the Board as a whole in open session. Board Members should not give those advising them the impression that views expressed will carry any more weight than views expressed by others, and members must reach their own view of matters at the Board meeting having heard all the arguments. Should Board Members wish to discuss specific papers with others prior to wider publication of those papers, they should ensure that those whom they consult are made aware of the status of papers and the information they contain (for example, where research results are preliminary rather than final). Board Members are responsible for the acts of any person whom they consult and should therefore ensure that they are made aware of the draft, sensitive or confidential nature of any information and behave accordingly. 6.2 Board Members should treat papers for Business Meetings and other confidential information that may be circulated as confidential to them and not for discussion outside the FSA. Board Members must take responsibility for the safe keeping of such information.  
 
7. COLLECTIVE RESPONSIBILITY 7.1 The Board will take collective responsibility for its decisions. Board Members are therefore expected, if questioned on a matter on which the Board has taken a view, to represent the views of the Board. If Board Members are questioned on a matter that falls within the remit of the FSA but on which the Board has not taken a view, they are free to give their own personal view but should stress that this does not necessarily represent the view of the Board. 

8. ATTENDANCE AT CONFERENCES AND INDUSTRY/ STAKEHOLDER EVENTS 8.1 All invitations to attend or speak at conferences and industry or stakeholder events as an FSA Board Member should be referred to the Chair, who will consult with the FSA's Engagement Planning Team before advising on whether the invitation should be accepted. 9.  FAILURE TO OBSERVE THE CODE OF CONDUCT 9.1 The following paragraphs of this Code of Conduct apply where any Board Member is the subject of allegations that they have failed to comply with this Code. The nature of such allegations can vary widely, and the procedure for handling them needs to be flexible, to reflect the circumstances. In all cases of allegations concerning the conduct of Board Members the following principles should be followed: 
a. Board Members of the FSA are not employees and the relationships between a Board Member and the Board and between any Board Member and the FSA are not the same as the relationships between an employee and their employer. Allegations against a Board Member will be dealt with in accordance with this Section of the Code and not through the procedures adopted by the FSA for dealing with matters concerning its employees. 

b. Allegations must be dealt with fairly, thoroughly and as quickly as practicable, and in a manner which upholds the reputation of the FSA, and of its Board Members and employees. 

c. The Chair (or, if the allegations concern the Chair, the Deputy Chair) is responsible on behalf of the Board for determining in any case the detailed process for handling an allegation, including the timescales within which any actions are to be taken and the appointment of any person to conduct any investigation (In the remainder of this Section 9 references to the Chair are references to the Chair or, if the allegations concern the Chair, the Deputy Chair as appropriate). 

 
d. In determining how to handle allegations the Chair will normally consult the Chief Executive and will consult with such other Board Members and seek such legal and other advice as seems to the Chair appropriate in the circumstances. 9.2 On becoming aware of any allegations concerning the conduct of a Board Member, the Chair will first consider their seriousness and decide whether they can be dealt with informally by the Chair with the Board Member(s) concerned, or whether further action is required. If allegations are dealt with informally the Chair will advise the person who has made the allegations as to how the matter has been dealt with. 9.3 In the case of serious allegations, where the Chair decides that formal action may be required, the Chair will arrange for the allegations to be investigated by someone independent of the FSA. In such cases the Chair will write to those involved - including the Board Member against whom the allegation has been made and any person who has made the allegation - and explain the nature of the allegations and how they will be dealt with (including the timescales for dealing with them). The Chair may request that the Board Member concerned play no part in the proceedings of the FSA until the allegations have been finally disposed of. 

9.4 The result of any investigation into allegations that a Board Member has breached this Code of Conduct will be considered and decided by a panel of three Board Members appointed by the Chair for that purpose. The Board Member against whom the allegations have been made will have an opportunity at a meeting with the panel to put to the panel any matters which that Board Member wishes to be taken into account before deciding what, if any, action is appropriate. The Board Member concerned may be accompanied at that meeting by another person of their choice.  Any such meeting also will be attended by an advisor to the panel and a note-taker. 9.5 The panel will determine, taking into account the nature of the allegations, the outcome of any investigation carried out and any representations made by the Board Member, the appropriate action to take. That action may include a recommendation to the Chair on behalf of the Board that the Chair seek the Board Member's removal from the Board of the FSA on the basis that the conduct of the Board Member has been such that the Board Member is unfit to carry out their duties. Where the panel makes such a recommendation the Chair shall first offer the Board Member an opportunity to have the matter referred to a special meeting of the Board members. 9.6 If a Board Member elects to have the question of their suitability to remain a member of the Board of the FSA reviewed by the Board Members a special meeting for this purpose shall be convened as quickly as practicable. The Board Member concerned shall be entitled to address the meeting and to be accompanied when doing so but shall not otherwise attend or play any part in the meeting. The Board's decision on behalf of the FSA in relation to the allegations shall be final. Where the Board decides that the Board Member is unfit to carry out their duties the Chair shall forthwith write to the relevant ministers requesting that the Board Member be removed from the Board of the FSA. Where the Board reaches any other decision in relation to the allegations that decision shall be communicated in writing to the relevant Board Member by the Chair. 9.7 The Chair will ensure that all involved in the matter, including the Board and the person or persons who made the allegations, are kept informed and notified of the Chair, or Board's decision in relation to the allegations. 

Revised and agreed at FSA Board Open Meeting, Tuesday 22 May 2012  

## Annex A The Seven Principles Of Public Life Selflessness Holders Of Public Office Should Take Decisions Solely In Terms Of The Public Interest. They Should Not Do So In Order To Gain Financial Or Other Material Benefits For Themselves, Their Family, Or Their Friends. Integrity Holders Of Public Office Should Not Place Themselves Under Any Financial Or Other Obligation To Outside Individuals Or Organisations That Might Influence Them In The Performance Of Their Official Duties. Objectivity In Carrying Out Public Business, Including Making Public Appointments, Awarding Contracts, Or Recommending Individuals For Rewards And Benefits, Holders Of Public Office Should Make Choices On Merit. Accountability Holders Of Public Office Are Accountable For Their Decisions And Actions To The Public And Must Submit Themselves To Whatever Scrutiny Is Appropriate To Their Office. Openness Holders Of Public Office Should Be As Open As Possible About All The Decisions And Actions That They Take. They Should Give Reasons For Their Decisions And Restrict Information Only When The Wider Public Interest Clearly Demands. Honesty Holders Of Public Office Have A Duty To Declare Any Private Interests Relating To Their Public Duties And To Take Steps To Resolve Any Conflicts Arising In A Way That Protects The Public Interests. Leadership Holders Of Public Office Should Promote And Support These Principles By Leadership And Example