PSD 5_pages 23.docx

***"Keeping Our Communities Safe"*** **CODE OF ETHICS** -- -- -- -- **TABLE OF CONTENTS** [Introduction](#intro) [Section 1](#intro) ------------------------ -- --------------------------------...

***"Keeping Our Communities Safe"*** **CODE OF ETHICS** -- -- -- -- **TABLE OF CONTENTS** [Introduction](#intro) [Section 1](#intro) ------------------------ -- -------------------------------- [Section 2](#scope) [Section 3](#responsibilities) [Section 4](#policing) [Section 5](#standards) [Section 6](#inappropriate) [Section 7](#behaviour) [Section 8](#supplementary) -- ------------------ **Introduction** -- ------------------ 1.1. The policing profession has a duty to protect the public and prevent crime. The public expect every person within the profession to fulfil this duty by being fair and impartial and giving a selfless service. 1.2. While the great majority of people in policing act with honesty and integrity, any unprofessional behaviour detracts from the service provided to the public and harms the profession's reputation. 1.3. The Code of Ethics sets out the principles and standards of behaviour that will promote, reinforce, and support the highest standards from everyone who works in the SBA Police. 1.4. The Code also has a preventive role. It requires everyone in policing to prevent unprofessional conduct by questioning behaviour which falls below expected standards. Additionally, it supports reporting or acting against such behaviour. 1.5. The Code draws together and builds on the principles and standards of behaviour that the SBA Police already follow. These reflect the wider context of European and international codes on police ethics and human rights, including the: - - - -- ----------------------- **Scope of the Code** -- ----------------------- 2.1 The scope of the Code of Ethics extends beyond its statutory basis as a code of practice. 2.2 The expectation of the public is that every person working in policing will adopt the Code of Ethics. 2.3 The Code of Ethics applies directly to all police officers of the SBA Police and to everyone working for, including anyone engaged on a permanent, temporary, casual contracted or voluntary basis. 2.4 The Code has an important role to play in individual and organisational development, recruitment, vetting, promotion, and other processes. It guides the strategic direction of policing as well as operational strategy, tactics, and policy. 2.5 The SBA Police may from time to time revise the whole or any part of the Code of Ethics. -- ---------------------- **Responsibilities** -- ---------------------- Everyone -------- - - Senior officers --------------- - - - - - - - Leaders ------- - take personal responsibility for promoting and reinforcing the principles and standards set out in this Code of Ethics. - actively seek to embed the Code by ensuring regular reference to it in the day-to-day work and training undertaken. - -- --------------------------------- **Ethical Policing Principles** -- --------------------------------- The ethical policing principles are a series of guiding statements that should be used to help people in policing do the right things, in the right way, for the right reasons. The principles set out in this Code of Ethics, originate from the 'Ethical policing principles', as those are set by the College of Policing. Everyone in policing routinely makes important decisions. We make these decisions because it is our duty to maintain law and order, preserve the peace, prevent, and detect crime and apprehend offenders. Carrying out these duties can be physically, mentally, and emotionally demanding. Our decisions can raise complex ethical issues because they affect other people, often at difficult times in their lives. Deciding what to do is not always straightforward and the best course of action may only become apparent after decisions have been made. Everyone in policing holds a privileged position in society that depends on the consent of the public. Our mission, to help keep the public safe, relies on us having public acceptance and cooperation. We must all strive to deliver an honourable and legitimate police service deserving of the public's support. We work with, and for, the public. We earn the public's confidence when we listen to what they have to say, make decisions that are fair and unbiased, and are open and honest about our decisions. Securing public trust also means working within the limits of the law and being accountable for our actions. Each of us is responsible for upholding the integrity of our profession. We support each other, but never to the detriment of the public. We treat each other with respect and behave in ways that demonstrate and reinforce the standards of our society and the standards expected of us. The ethical policing principles help us to achieve this. **4.1 Using the principles.** We will use the ethical policing principles to help us make and reflect on our professional decisions. As policing professionals, we commit to the following: +-----------------------------------------------------------------------+ | ** Courage** | | | | Making, communicating and being accountable for decisions, and | | standing against anything that could bring our profession into | | disrepute. | | | | **Respect and empathy** | | | | Encouraging, listening to, and understanding the views of others, and | | seeking to recognise and respond to the physical, mental and | | emotional challenges that we and other people may face. | | | | **Public service** | | | | Working in the public interest, fostering public trust and | | confidence, and taking pride in providing an excellent service to the | | public. | +-----------------------------------------------------------------------+ You can view a poster, addressing the ethical policing principles, shared by the College of Policing, by clicking [here](https://assets.college.police.uk/s3fs-public/2024-01/CoE-overview-landscape-A4-poster.pdf). You can watch a video, addressing the ethical policing principles, shared by College of Policing, by clicking [here](https://www.youtube.com/watch?v=u2LFLu91Unk&source_ve_path=MzY4NDIsMjg2NjMsMTI3Mjk5LDI4NjY2&feature=emb_logo). **4.1.1 Courage** We show courage by: - taking responsibility - setting an example - challenging unprofessional behaviour and practice - being honest, open, and accountable - encouraging feedback and scrutiny You can watch a video, addressing courage, shared by College of Policing, by clicking [here](https://www.youtube.com/watch?v=g7H55SVb7m0). 4.1.1.2 Taking responsibility. - We are responsible for doing the right thing, even when the circumstances are difficult. Deciding the right course of action is not always easy, particularly in situations that are uncertain. - We embrace the trust placed on us by the public. - As part of our decision-making process, we consider our options and think about the impact that our decisions could have on those affected. - We are open and transparent, clearly communicating our rationale for the decisions and actions we take. - We take ownership of our actions, address the consequences, and learn from the experience. 4.1.1.3 Setting an example. - We are role models and consistently demonstrate professional behaviour. - We support our leaders in creating a positive ethical culture. - We seek to build and maintain the confidence of the public we serve, and with our colleagues and partners, through the way that we conduct ourselves. - We help to protect ourselves, our colleagues and those around us by maintaining professional boundaries. 4.1.1.4 Challenging unprofessional behaviour and practice. - We always challenge behaviours, language and attitudes that undermine our profession. - We challenge all prejudice, discriminatory behaviour and any activity that undermines the impartiality of policing. - We are courageous in challenging colleagues, irrespective of rank or grade. - We support an environment where ethical issues can be raised and addressed. - We may have to engage in difficult conversations with colleagues when we hear or see things that are unprofessional. - We call out unprofessional behaviour, report incidents of unprofessional conduct, ask for assistance and/or offer support to those involved. 4.1.1.5 Being honest, open, and accountable. - We demonstrate integrity and understand the need to be truthful in accounting for our decisions and actions. - We expect to be judged by the quality of our decision-making, rather than just the outcome. - We show courage by encouraging feedback and scrutiny. 4.1.1.6 Encouraging feedback and scrutiny. [ ] - We welcome feedback, scrutiny, and challenge on our decisions, including where we make mistakes. - We reflect on our actions and their impact so that we can learn and develop. You can view a poster, addressing courage, shared by College of Policing, by clicking [here](https://assets.production.copweb.aws.college.police.uk/s3fs-public/2024-01/CoE-courage-A4-poster.pdf). **4.1.2 Respect and empathy** We show respect and empathy by: - acting with respect - listening to and understanding different perspectives - understanding the impact of emotions and welfare - responding to individual needs - being fair and impartial You can watch a video, addressing respect and empathy, shared by College of Policing, by clicking [here](https://www.youtube.com/watch?v=MihSBld0ADs&t=1s). 4.1.2.1 Acting with respect. - We treat everyone with dignity, respect, patience, and courtesy where at all possible. - We recognise that everyone may respond to the same situation in different ways, so we always seek to consider how others are thinking, feeling, or behaving. 4.1.2.2 Listening to and understanding different perspectives. - We ensure that people feel valued and listened to by giving them opportunities to share their views and taking these views into account. - We seek to understand people's experiences, values and beliefs, and we recognise that their perspectives may differ from our own. - Through keeping an open mind, we challenge our preconceptions and consider alternative ways of responding. 4.1.2.3 Understanding the impact of emotions and welfare. - We try to recognise the physical, mental, and emotional challenges that people may face, and listen to ensure that they feel valued and heard. - We are aware of our own emotions and of the impact that we may have on those around us. - Through reflection, we assess our biases, assumptions, and knowledge gaps, understanding that they may have an impact on our decision-making. - We recognise when we and our colleagues have been affected by the demands, stresses and traumas that can exist in policing. - We seek help when it is needed, and we understand that doing so is important for everyone's wellbeing. 4.1.2.4 Responding to individual needs. - As we engage with people who have a wide range of experiences and needs, we provide a service that takes account of everyone's unique circumstances. - In ensuring that everyone is treated equally and fairly, regardless of background or circumstance, we recognise the need to tailor our response to ensure that we are being responsive to individual needs and acting with integrity and respect. 4.1.2.5 Being fair and impartial. - We respond fairly, impartially and with sensitivity to people's needs and situations. We accept this as part of the selflessness required to undertake our roles. You can view a poster, addressing respect and empathy, shared by College of Policing, by clicking [here](https://assets.production.copweb.aws.college.police.uk/s3fs-public/2024-01/CoE-respect-and-empathy-A4-poster.pdf). **4.1.3 Public service** We provide public service by: - delivering a service to be proud of - acting lawfully - understanding and responding to the public\'s needs - reflecting on and applying knowledge and experience - improving our self, our peers, and our profession You can watch a video, addressing public service, shared by College of Policing, by clicking [here](https://www.youtube.com/watch?v=IhOwstlv-Qc). 4.1.3.1 Delivering a service to be proud of. - We are committed to working in the public interest and we take pride in providing an excellent service. - We respect the authority and influence afforded to us by our role in society. - We work collaboratively with colleagues, agencies, and partners in service of the public. 4.1.3.2 Acting lawfully. - We take responsibility for using our powers within the law. - We respect the degree of discretion that we have, and we apply powers when lawful, proportionate, and necessary. - We help to foster a working environment in which everyone can -- in the public interest -- question, challenge and report any unlawful, unethical, or unprofessional actions. 4.1.3.3 Understanding and responding to the public\'s needs. - We engage with a wide range of people, including some experiencing trauma and adversity. - We seek to understand the experience and history of different communities and we take them into account in our decisions where appropriate, while always ensuring that we treat people as individuals and with impartiality. - We build and maintain strong relationships with the public and others we work with, including agencies and bodies. 4.1.3.4 Reflecting on and applying knowledge and experience. - We recognise the limits of our knowledge and skills, seeing these as opportunities to develop and improve. - When making decisions and taking actions, we draw from the best available evidence, as well as our own professional judgement, practical wisdom, and experience. - We reflect on our actions and decisions to examine what went well and what could be changed to improve the service we offer to the public. - We understand that reflecting openly, honestly, and objectively might be difficult, uncomfortable, or embarrassing. 4.1.3.5 Improving our self, our peers, and our profession. - To help improve ourselves, our peers, and our profession, we foster a safe and open working environment where everyone can -- in the public interest -- share experiences, evaluate good practice, and exchange feedback. Nothing in this paragraph though, is to be interpreted as sharing official sensitive information with unauthorised officers. - We expect our leaders to demonstrate a commitment to self-improvement. - We recognise that our leaders are responsible for providing a supportive organisational culture that facilitates learning and development, and for ensuring that honest reflection is supported and valued. You can view a poster, addressing public service, shared by College of Policing, by clicking [here](https://assets.production.copweb.aws.college.police.uk/s3fs-public/2024-01/CoE-public-service-A4-poster.pdf). **4.2 The Policing principles include:** - Accountability - Honesty - Integrity - Leadership - Objectivity - Openness - Selflessness - Fairness - Respect The following table shows how the policing principles link in and strengthen the ethical policing principles. **Ethical policing principles** **Code of Ethics policing principles** --------------------------------- ---------------------------------------------------------------------------------------------- Courage Accountability, honesty, integrity, leadership, objectivity, openness, fairness, respect Respect and empathy Objectivity, openness, selflessness, fairness, respect Public service Accountability, honesty, integrity, leadership, objectivity, openness, selflessness, respect -- ----------------------------------------- **Standards of Professional Behaviour** -- ----------------------------------------- 5.1 Honesty and Integrity ------------------------- 5.1.1 According to this standard, you recognise that being honest and honourable and having a strong moral code are crucial to securing and maintaining public confidence in policing. 5.1.2 When you have integrity, you gain the trust of the public, your leaders, your colleagues, and your team. You are dependable and a role model for others to follow. 5.1.3 In policing it is sometimes necessary to use covert tactics. Covert tactics must be appropriately authorised, and any deployments must be shown to be proportionate, lawful, necessary, and ethical. 5.1.4 Examples of meeting this standard are when you: - - - - - - - - - - - 5.2. Authority, Respect and Courtesy ------------------------------------ 5.2.1 While you may be legally empowered to do something (stop and search or use force), you need to be aware that the reasons for your actions may not always be understood by others. You should be prepared to explain the reasons for your decisions as fully as possible. 5.2.2 Examples of meeting this standard are when you: - - - - - - - - - - 5.2.3 Police officers hold a post which carries authority and power, this sometimes may induce civilians in offering gifts or other advantages to officers. Officers are reminded that any gift or advantage should be recorded as per the Gifts, Rewards and Hospitality Policy. 5.3. Equality and Diversity --------------------------- 5.3.1 Police discretion is necessary but must be used wisely. When making decisions you must: - rely on your training, skills and knowledge about policing. - ensure you are consistent with organisational principles and standards. - consider any relevant organisational policies and procedures and other controls, consider community expectations, and needs. - consider the potential effects of your decisions. 5.3.2 Examples of meeting this standard are when you: - understand and uphold the existing legal framework regarding human rights, as set down in the ECHR. - treat all people or groups of people fairly, irrespective of personal beliefs and values. - respect, maintain and uphold the human rights and dignity of everyone. - act and take decisions on merit, without prejudice, using the best evidence. - make decisions about human rights according to the principles of proportionality, legality, accountability, necessity, non-discrimination, and humanity. - 5.4. Use of Force ----------------- 5.4.1 This standard is primarily intended for police officers who may be required to use force in the course of their lawful duties. 5.4.2 According to this standard: - there will be occasions when you may need to use force in carrying out your duties, e.g., to make an arrest or prevent harm to others. - you may use force only if other means have been or are likely to be ineffective in achieving the intended result. - 5.4.3 It will be for you to justify your use of force, and show that it was proportionate, lawful, necessary, and reasonable. In assessing your use of force, the circumstances facing you at the time will be considered. 5.5. Orders and Instructions ---------------------------- 5.5.1 There may be instances when failure to follow an order or instruction does not amount to misconduct. For example, when a police officer reasonably believes that an order was unlawful or has good and sufficient reason not to comply. 5.5.2 Policies and Procedures include: - 5.5.3 Those working in or for the police force of the Sovereign Base Areas can have business interests if they are authorised and there is no conflict with their police work or responsibilities. 5.5.4 According to this standard, you must seek authority for any business interest or additional occupation in accordance with the policy in place. i.e., any activity over and above your normal policing duties for which payment in cash or kind is received or expected to be received. 5.5.5 Examples of meeting this standard are when you: - only give orders or instructions which you reasonably believe to be lawful. - follow lawful orders and instructions and recognise that any decision not to follow an order or instruction needs to be fully justified. - 5.6. Work and Responsibilities ------------------------------ 5.6.1 According to this standard, you recognise you are part of a profession dedicated to protecting people and preventing crime. You understand that you provide skilled and knowledgeable assistance to the public in relation to some of their most vital needs, particularly for security and justice. 5.6.2 Examples of meeting this standard are when you: - take responsibility for and are prepared to explain and justify your decisions. - carry out your duties and obligations with care, attention, and diligence, fulfilling them to the best of your ability. - ensure that accurate records are kept as required by relevant legislation and force policies and procedures. - exercise reasonable care to prevent loss of life or loss or damage to the property of others (including police property). - engage the community in developing and implementing policing priorities, policies and decisions. - understand the expectations, changing needs and concerns of different communities, and do what is proportionate and necessary to address them. - build public confidence by talking with people in local communities to explore their viewpoints and break down barriers between them and the police. - work together with other agencies to deliver the best possible overall service to the public. - address any feedback which indicates you are or may be falling short of standards. - maintain strictly professional behaviour when on duty, including not engaging in sexual conduct or other Notifiable behaviour while on duty. - do not use your professional position to establish or pursue a sexual or improper emotional relationship with a person with whom you come into contact in the course of your work and who is vulnerable to abuse of trust or power. - 5.7. Confidentiality -------------------- 5.7.1 According to this standard, you must: - treat information lawfully and only access it as authorised. - not disclose information to unauthorised recipients, this includes requests from family or friends and approaches by private investigators. - not use policing information to support business interests unless specifically authorised. - 5.7.2 This standard also relates to the internet, social networking sites, and other types of social media. 5.7.3 You meet this standard when you: - recognise the benefits of social media to policing as well as the potential risks. - use social media responsibly and safely. - - breaching trust or confidence by disclosing information obtained by police forces. - increasing your vulnerability to harassment, corruption, and blackmail by revealing personal information. - 5.8. Fitness for Work --------------------- 5.8.1 According to this standard you must be fit to carry out your policing role. This includes: - not making yourself unfit or impaired for duty because of drinking alcohol, using an illegal drug or using a substance for non-medical purposes or intentionally misusing a prescription drug. - 5.8.2 If you let your management know you have an alcohol misuse problem or any other kind of addiction, you will be supported if you demonstrate an intention to address the problem and take steps to overcome it. The use of illegal drugs, however, will not be condoned. 5.8.3 If you are aware of any health concerns that may impair your ability to perform your duties, you must seek guidance from a senior officer and reasonable adjustments will be made. If you are unexpectedly called to attend for duty and you consider yourself not fit to perform such duty, you must declare this. 5.9. Conduct ------------ 5.9.1 Think about how others will judge your actions. You should ask yourself, for example, whether a particular decision, action or omission might result in members of the public losing trust and confidence in the police -- and possibly being reluctant to provide information to the police or give evidence in court. 5.9.2 Examples of meeting this standard are when you: - avoid any activities (work-related or otherwise) that may bring the force into disrepute or damage the relationship of trust and confidence between the police, other agencies, and the public. - report as soon as reasonably practicable any occasion in the Sovereign Base Areas or elsewhere where you have been subject to one or more of the following: - arrest - required to provide a statement - a summons for an offence - a penalty notice for disorder - a charge or caution for an offence by any law enforcement agency - a charge or caution for an offence in the SBA's - report as soon as reasonably practical all convictions and sentences and conditions imposed by any court, whether criminal or civil. 5.10. Challenging and Reporting Improper Conduct ------------------------------------------------ 5.10.1 According to this standard you must: - never ignore unethical or unprofessional behaviour by a colleague. - take action to prevent and challenge any suspected violation of this Code. - report all violations or potential violations of the Code, as well as any violations which you reasonably believe are about to occur. 5.10.2 If you feel you cannot challenge a colleague directly, you should report your concerns, preferably to a line manager. 5.10.3 You will be supported by your force if you report conduct by someone working for or with the police whom you believe has fallen below the standards expected. You will not be supported if your report is found to be malicious or otherwise made in bad faith. 5.10.4 According to this standard a supervisor must: - ensure that the staff carry out their professional duties correctly. - -- ---------------------------- **Notifiable Association** -- ---------------------------- 6.1. All forms of police corruption are damaging. Corruption undermines investigations, prosecutions, endangers members of the Force and impacts on the trust and confidence that our communities have in the SBA Police. 6.2. The SBA Police therefore expects and demands the highest levels of honesty and integrity from all police officers and police staff that is expected to always observe the highest standards of conduct on and off duty. It is of fundamental importance that our communities have confidence in our ability to discharge our functions with fairness and total impartiality. 6.3. As such, inappropriate associations are likely to have an adverse impact on the integrity of individuals and the effectiveness and reputation of the SBA Police. 6.4. The Force recognises that most of its officers and staff behave honestly and with absolute integrity. There are, however, personnel who associate with individuals, groups, or organisations whose character or history makes an association undesirable. This Code is intended to protect the integrity of all SBA Police officers and staff, and to ensure adherence to Force values for the benefit of the Force and the communities we serve. 6.5. The Force does not seek to unnecessarily restrict a police officer / staff's right to privacy and any decision-making will be undertaken in a lawful, proportionate, and reasonable manner, ensuring that the member of staff / officer or other affected persons Human Rights are considered in each case. The SBA Police acknowledges that this may engage several Human Rights but not limited to: - Article 8, Human Rights Ordinance 2004 - Right to respect in one's private and family life. - Article 10, Human Rights Ordinance 2004 - Right to freedom of expression. - Article 11, Human Rights Ordinance 2004 - Freedom of assembly and association. - Article 12, Human Rights Ordinance 2004 - Right to marry. 6.6. Whilst the Force will always consider the Human Rights of its personnel in determining whether an association makes them or the Force vulnerable, these articles do not prevent the existence of lawful conditions or restrictions on officers / staff where these are necessary to prevent crime or disorder, to prevent a breach of confidence or to prevent the aims of the Force from being achieved. 6.7. An inappropriate association will be notifiable where it has the potential to: - compromise a member of the SBA Police - compromise investigations conducted by the Force or partner agencies. - 6.8. The SBA Police is committed to: - protect officers from organised crime groups and individuals who are likely to attempt to corrupt officers. - protect individuals from unwarranted allegations of corruption. - increase public confidence in the SBA Police - provide an ethical framework that guides employees and their management where it is suspected that a police officer is subject to an inappropriate association. - ensure fairness, objectivity, and proportionality in the application of this Order. 6.9. Where any police officer or staff member, suspect's or become aware of a of an inappropriate association which is notifiable, they should refer to the Notifiable Association Policy which gives guidance on the reporting of such associations. -- ----------------------------------------------- **When behaviour does not meet expectations** -- ----------------------------------------------- 7. Breaches of the Code ----------------------- 7.1 Breaches of the Code of Ethics will not always involve misconduct or require disciplinary proceedings. Breaches will range from relatively minor shortcomings in conduct, performance, or attendance through to serious misconduct and corruption. Different procedures exist according to the type of unprofessional behaviour or misconduct alleged. 7.2 Relatively minor breaches of the Code may be simply and effectively dealt with through peer or team challenge. Others may require local management action -- for example, by a line manager. More significant failures may require formal action by the individual's organisation -- such as the application of the Police Discipline Regulations. 7.3 All officers, particularly, supervisors have a duty to act where a concern is raised about any behaviour, level of performance or conduct which may amount to a breach of the Code. 7.4 Behaviour that does not uphold the policing principles or which falls short of the expected standards of professional behaviour set out in this Code of Ethics will be dealt with: - according to the severity and impact of any actual, suspected, or alleged breach. - at the most appropriate level. - in a timely and proportionate manner to maintain confidence in the process. 7.5 Supervisors are expected to exercise professional judgement and consider the principle of proportionality in determining how to deal effectively with alleged unprofessional behaviour. 7.6 Procedures must be applied in a non-discriminatory manner, and due regard must be paid to the need to handle allegations sensitively and confidentially. Fairness and consistency are watchwords. 7.7 There is no single formula for determining the action to be taken in relation to a concern about the behaviour or performance of a member of the Police Force or someone working closely with the police. Each case must be considered separately. 7.8 Consideration should always be given to any relevant regulations, policies, or guidance on managing unprofessional behaviour, misconduct, unsatisfactory performance, or unsatisfactory attendance. 7.9 Where evidenced or alleged breaches of the standards are so serious that the threshold for formal assessment is breached, and investigation is merited, such cases will be referred under existing mechanisms. 7.10 A failure by a police officer to have regard to the standards of professional behaviour in the Code of Ethics may be admissible in evidence in any disciplinary proceedings or on any appeal arising from a decision made in such proceedings. 7.11 Similarly, a failure by a member of police staff to have regard to the standards of professional behaviour in the Code of Ethics may be admissible in evidence in any disciplinary proceedings or on any appeal arising from a decision made in such proceedings under relevant disciplinary proceedings identified in any police staff contract of employment. -- ----------------------------------------------- **Supplementary notes on the Code of Ethics** -- ----------------------------------------------- National Decision Model ----------------------- 8\. **Making ethical decisions** 8.1 The Code of Ethics promotes the use of the National Decision Model (NDM) to help embed ethical reasoning in accordance with policing principles and expected standards of behaviour. 8.2 The model places the Code of Ethics at the centre of all decision making. This reminds those in the policing profession that they should consider the principles and expected standards of behaviour set out in the Code at every stage of making decisions. 8.3 The NDM is inherently flexible. It can be applied to spontaneous incidents or planned operations, by an individual or teams of people, and to operational and non-operational situations. It can also be expanded as appropriate for specialist and other areas of policing. The NDM also works well for reviewing and debriefing decisions and actions. 8.4 In every case the elements of the NDM stay the same, but users decide for themselves which questions and considerations they apply at each stage. 8.5 Understanding, practising, and using the NDM helps people develop the knowledge and skills necessary to make ethical, proportionate, and defensible decisions in all policing situations. 8.6 In a fast-moving incident, the main priority of decision makers is to keep in mind the principles and standards set out in the Code of Ethics. 8.7 You are not expected to know the Code of Ethics word for word. What is expected is that you apply the intent of the Code to your decisions and ask yourself questions such as: