REPUBLIQEU Du CAMEROON DUC REPUBLIC OF CAMEROON

Paix – Travail – Patrie Peace – Work – Fatherland

MINISTERE DES AFFAIRES SOCIALES MINISTRY OF SOCIAL AFFAIRS

ST. ELIZABETH NATIONAL RESIDENTIAL NURSING HOME FOR THE AGEING

SENHOFA

To S e e & S e r v e C h r i s t i n A l l B y S a v i n g L i v e s

Zamengoe Leboudi Yaounde HEAD OFFICE CAMEROON

+237650449671/+237620305979

Ogoja Cross River State Nigeria.

(+234)07057459037.

email: [email protected]

Auth No: 2023/AS/000009/MINAS/GS/DSPC/SDCP/CASS/31/03/2023

POLICY
St. Elisabeth Nursing Home For The Older Persons, Poor and Vulnerable International
As an employer SENHOFA has a responsibility to provide a working environment that is free
from harassment and discrimination, to be aware of what is happening in the workplace, and to
deal effectively, quickly and fairly with any situations involving claims of harassment or
discrimination, in order to ensure that harassment or discrimination cease. SENHOFA will
ensure that each employee and office volunteer receives a copy of this Policy and Program upon
commencing work with SENHOFA .Training regarding workplace harassment will also be
considered a legitimate and important part SENHOFA employee/volunteer training.
Policy Statement
SENHOFA is committed to provide a working environment in which all individuals are treated
with respect and dignity. All employees and volunteers of SENHOFA have the right to freedom
from harassment in any SENHOFA workplace. Any incident or complaint of harassment that
could constitute a violation of this Policy by any employee or volunteer by another employee or
volunteer constitutes a serious allegation that will be investigated and if founded, the perpetrator
will be subject to appropriate corrective and disciplinary measures up to and including
termination of employment/service of the offending employee or volunteer. Harassment is illegal
in the workplace and will not be tolerated.

Applicability
The provisions of this Policy and Program are designed to protect all SENHOFA employees and
volunteers, and apply to situations in all SENHOFA workplaces as well as in work-related
situations outside the workplace such as business travel, off-site meeting and other events.
Procedures relating to harassment of SENHOFA volunteers over the course of an overseas
placement by persons who are not SENHOFA employees nor volunteers are dealt with
separately.

Prohibited Grounds
The Ontario Human Rights Code1 prohibits discrimination and harassment on the basis of race,
ancestry, place of origin, colour, ethnic origin, citizenship, creed (religion), sex, age, record of
offences, marital status, family status, sexual orientation, gender expression and gender identity
or disability. This Policy and Program also prohibits “personal harassment”, which means
unwelcome behaviour that ought to reasonably be known to demean or embarrass an employee
or volunteer, but is not based on the above, prohibits grounds.

Definition of Harassment
Harassment means engaging in a course of vexatious comment or conduct against a worker or
volunteer in the workplace that is known, or ought reasonably to be known, to be unwelcome,
SENHOFA persons acting on behalf of SENHOFA, other employees and volunteers, are all
prohibited from harassing any employee or volunteer.
Workplace harassment includes:

1. Discrimination against an employee or volunteer on the grounds of race, ancestry,

place of origin, colour, ethnic origin, citizenship, creed (religion), sex, age, record
of offences, marital status, family status, sexual orientation, gender expression
and gender identity or disability;

2. Retaliation against an individual for having invoked this Policy, for having
participated or cooperated in any investigation under this Policy, for being
 associated with a person who has invoked this Policy or participated in these
procedures;

3. A “poisoned environment” which is one in which insulting or degrading

comments or actions, based on a prohibited ground, has an adverse effect on the
way in which one or more employees are treated by others. A poisoned
environment cannot, however, be based only on subjective views. There should be
objective facts to show that the comments or conduct result in unequal or unfair
terms and conditions of employment;

4. Unwarranted or arbitrary denial of advancement, training, or tools or information

required to carry out work-related responsibilities;

5. Personal harassment, as defined by the harassment definition above, but not based
on a prohibited ground.

6. Unwelcome remarks, jokes, innuendoes, taunts, or other discriminatory language

behaviour or conduct which might reasonably be expected to cause harm,
discomfort, offence or humiliation;

7. Insulting gestures or practical jokes which cause embarrassment or discomfort

8. Inappropriate communication via electronic mail and/or attainment, display and

distribution of improper information from the internet

9. Display of offensive pictures, graffiti, or other materials Over-protection of

someone because of a perceived need (e.g. disability or pregnancy).

10. Definition of Sexual Harassment

Sexual harassment means the following:

a. engaging in a course of vexatious comment or conduct against a worker or volunteer in
the workplace because of sex, sexual orientation, gender identity or gender expression,
where the course of comment or conduct is known or ought reasonably to be known to be
unwelcome; or
b. making a sexual solicitation or advance where the person making the solicitation or
advance is in a position to confer, grant or deny a benefit or advancement to the worker
and the person knows or ought reasonably to know that the solicitation or advance is
unwelcome.
Examples of sexual harassment include, but is not limited to, the following:
1. Unwelcome remarks, jokes, innuendoes, taunts of a sexual nature about a person’s
body, clothing or sex
 2. Insulting gestures or practical jokes of a sexual nature which cause discomfort or
embarrassment

3. Display of pornographic pin-up pictures, graffiti, or other sexual offensive

material

4. Leering (sexually suggestive staring)

5. Demands for sexual favors

6. Unnecessary physical contact such as touching, patting or pinching

7. Repeated offensive sexual flirtations

8. Physical assault
Managers’ Responsibilities
It is the responsibility of each manager to ensure that workplace harassment does not occur
within her/ his department. Each manager will provide their employees and volunteers with
information and training regarding the contents of this Policy and the associated Procedures for
reporting and investigating incidents of harassment. It is also the managers’ responsibility to
protect any employee/volunteer from retaliation for having made a complaint. Managers must set
the example for appropriate workplace behaviour and must deal with situations of harassment
immediately upon becoming aware of them, whether or not there has been a complaint. If no
complaint has been made, the first step in addressing a possible case of harassment is to ensure
that, from the point of view of the person allegedly being harassed, harassment has indeed taken
place.
Employees’ and Volunteers’ Responsibilities
All employees and volunteers have the responsibility to treat each other with respect, and to
make their concern known to someone who subjects them to unwanted behaviour. Anyone who
is subject to harassment may report it to the general Administrator of Human Resources or
another manager.
Presumption of innocence
Any individual who is accused of harassing or discriminatory behaviour is, consistent with
principles of natural justice and fairness, presumed innocent until proven otherwise. The
individual will not be penalized in any way until an investigation has been completed and a
decision on the validity of the accusation has been made. Placing a Complainant or Respondent
on administrative leave with pay may be considered necessary during the period of investigation
and does not constitute a penalty or reprisal.
Protection from reprisals
Persons making a complaint, as well as anyone else involved in filing, investigating or
adjudicating a complaint, should be not penalised for doing so. Anyone who retaliates in any
way against a person who has been involved in a harassment complaint will be subject to the
same penalties as someone found to have engaged in harassing or discriminatory behaviour.
Consequences
No employee or any other individual affiliated with SENHOFA shall subject any other person to
harassment or discrimination or allow or create conditions that support harassment or
discrimination in the workplace. An employee of SENHOFA that subjects another employee to
harassment or discrimination or otherwise violates this Policy may be subject to disciplinary
action, up to and including immediate dismissal for cause, as well as other corrective action such
as retraining and reassignment.

Additionally, discipline, up to and including immediate dismissal for cause may be imposed on
the following individuals in the following circumstances:
 On managers who were aware of harassment or discrimination and permitted it to take
place;
 On employees who have made false accusation of harassment or discrimination,
knowingly or in a malicious manner.
Confidentiality
Confidentiality is required to properly investigate an incident and to offer appropriate support to
all parties involved: only those on a “need to know” basis will be advised of the complaint
and/or investigation. SENHOFA will endeavour to maintain confidentiality to the extent
possible; employees are advised that gossiping about an incident will not be tolerated. Those
with questions or concerns should speak to the Human Resources team.
Other Options
Employees or volunteers may choose to file a complaint with the human rights tribunal or other
appropriate body charged with investigating alleged human rights violations in their province or
country. In Canada, complaints must be filed with human rights tribunal in the province in which
the individual ordinarily works. Timelines and procedures established by these bodies for filing
complaints may vary from place to place. Unionized employees may also choose to lodge a
grievance under the terms of the Collective Agreement.
Record Keeping
The documents corresponding to any investigation will be kept on file in a secure location,
separate from the employee’s personnel files, for as long as necessary. Records of any remedial
action taken will be placed in the appropriate employee’s personnel file.
Policy Review
SENHOFA will review this Policy and Program as often as necessary and, at least, on annual
basis.
Cross Reference
• Procedures on Workplace Harassment and Discrimination
• Health & Safety Policy
 • The Workplace Violence Prevention Policy should be consulted whenever there are
concerns about violence in the workplace
Acknowledgement
_____________________________
I have read, understood, and agree to abide by terms of this Prevention of Workplace Harassment
and Discrimination Policy and Program.

PROCEDURES FOR HANDLING HARASSMENT AND DISCRIMINATION

COMPLAINTS
1. PREAMBLE
SENHOFA is committed to maintaining workplaces free of harassment and discrimination.
These procedures are to be used in conjunction with SENHOFA International’s Prevention of
Workplace Harassment and Discrimination Policy and Program. The following outlines the
procedures to be used by employees and volunteers in making complaints of workplace
harassment, along with the procedures for investigating and resolving those complaints, and
providing remedies in respect of any harassment or discrimination that has occurred. Workplace
harassment includes a course of offensive, vexatious or malicious comment or conduct in the
workplace that is known, or ought reasonably to be known, to be unwelcome. Workplace
harassment includes sexual harassment, unwelcome advances from a supervisor or colleague, or
threats of reprisals or promises of benefits made in an attempt to frighten or coerce.
Throughout this document, the term “Complainant” will be used to describe a person who has
made a complaint of harassment. The term “Respondent” will be used to describe a person who
has been accused of harassment. “Harasser” will be used to describe someone who, upon
investigation, has been shown to have engaged in an act of harassment.
2. APPOINTMENT OF AN ADVISOR
Anyone who feels that she or he has been discriminated against or harassed in the workplace
may want to discuss the matter with someone familiar with the Prevention of Workplace
Harassment and Discrimination Policy and Program, and the Procedures For Handling
Harassment Complaints. The Chief Executive Officer will designate at least one employee to act
in this capacity. This Advisor will provide advice and information on how to deal with the
problem, including information on how to file an internal complaint, and other options for
seeking redress, including the time limits for doing so. Any employee or volunteer accused of
discriminatory or harassing behaviour also has the right to discuss the matter with the Advisor.
The Advisor should be neutral, objective and knowledgeable about human rights issues. It is the
Advisor’s role to provide information only. The Advisor will not be involved in conducting
investigations of complaints.
The Advisor will also take responsibility for recommending education and training programs for
SENHOFA to ensure that employees and volunteers are familiar with the Policy, Program and
Procedures, and understand their rights and responsibilities therein.
3. IMMEDIATE AND INTERIM REMEDY In circumstances where the behaviour of the
individual(s) in question is deemed by the Chief Executive Officer, in consultation with relevant
staff/volunteers, to put the complainant(s) at risk for their health and/or safety, or where the
health, and/or safety of others may be at risk or warrant immediate action, the Chief Executive
Officer may decide to put in place any appropriate interim measure(s) to ensure the health and/or
safety of anyone involved in the alleged incident(s).
PROCEDURE

1. Informal procedure:
An employee or volunteer who believes they have been subject to harassment may choose to
deal with the matter informally or formally. However, complainants should seek an informal
resolution to the matter as a first step wherever possible. This option may resolve the matter
quickly. However, if this is not feasible or effective, the complainant can opt for the formal
process. The informal process should be initiated within one week of the most recent incident of
alleged harassment and should not take more than a further two weeks to complete.

a. The first step is for the Complainant to approach the Respondent directly, either verbally
or in writing.
b. The Complainant should describe the offending behaviour and request that it stop. If a
letter is written, it should be dated, and a copy should be kept. In addition, the
Complainant should tell a trusted friend or colleague what is going on.
c. The Complainant may prefer to approach her/his supervisor or anyone else the
Complainant trusts and ask this person to intervene with the Respondent on her/his
behalf. The person receiving this request may choose to decline. However, if the person
agrees, they will speak with the Respondent and, in consultation with the Complainant,
attempt to resolve the matter.
d. Throughout the informal process, those involved should keep written notes about the
events leading to the complaint and actions taken to resolve it. These notes should
include dates, events, locations and names of any other persons present or involved. Any
other documents or materials, such as letters, notes, pictures, etc. that may have to do
with the complaint, should be kept.

e. Regardless of the outcome, the person acting on behalf of the Complainant, will report
the event and the outcome to the Director of Human Resources within 10 days of
terminating her/his involvement in the matter. If the resolution is satisfactory, no further
 action will be taken. If the matter was not resolved, the investigation process will be
followed.
2.Formal process
(a) Letter of Complaint
The Complainant should submit a letter of complaint to her/his manager. If the manager is the
respondent, the letter should be sent to the Director of Human Resources. Formal complaints
shall be filed within a reasonable period of time following the incident(s) complained of. Please
note that anonymous complaints will be investigated to the extent possible if the allegations
could on their face constitute a violation of the Prevention of Workplace Harassment and
Discrimination Policy and Program. This letter of complaint should outline clearly the nature of
the complaint including:

• the date(s) and time(s) of the alleged offence(s);

• the location(s) where the offence(s) took place;

• the precise nature of the offence(s), specifically what was said and/or done that fits the
definition;

• the name(s) of the respondent(s);

• the names of any possible witnesses to the event(s) in question, in order of their
importance to the case, commencing with the most important witness;

• where relevant, a submission of any written or other documents which the

• Complainant(s) believe(s) substantiates the complaint; vii. an indication of the remedy or
remedies sought by the Complainant(s) in relation to the alleged offence.
The manager receiving the complaint should ensure that the Respondent is advised that a
complaint has been received. All parties should refrain from discussing the complaint with
anyone beyond those involved in the investigation procedure on a strictly ‘need to know’ basis.

(b) Initial Response by the Manager

Upon receipt of a complaint, the supervisor/manager will immediately contact the Director of
Human Resources to discuss the complaint.
1. Upon receipt of a formal written and signed complaint of harassment or
discrimination or upon being made aware of a complaint or incident otherwise, the
Director of Human Resources will determine whether the complainant’s allegation
constitutes a potential violation of the Prevention of Workplace Harassment and
Discrimination Policy and Program and if so, the Director of Human Resources will
assign the investigation to an internal or external person to investigate. If the allegations,
taken on their face, do not potentially constitute a violation of the Policy then the
Complainant will be advised accordingly, and no investigation will be conducted
 2. The Respondent should be advised that the above steps have been taken and they
must refrain from discussing the complaint with anyone other than those involved in the
investigation.

3. The investigation will include interviewing the Complainant and the Respondent
as soon as possible, interviewing any witnesses, reviewing relevant documents and other
materials and producing a final report detailing findings and recommendations (if any).

4. Following the investigation, the investigator may make a findings of fact and
conclusions, including:

a. Sufficient evidence to support a finding of violation of this Policy

b. Insufficient evidence to support a finding of violation of this Policy, or

c. No violation of this Policy.

d. Upon being advised of the investigator’s finding, the Director of Human

Resources will determine whether any action is required which may
include preventative, corrective and/or disciplinary action.

All employees and volunteers are expected to co-operate in the investigation, and to maintain
complete confidentiality with respect to the complaint.

(c) Informal approach to the respondent

If the informal process has not already been attempted, the complainant may ask the Director of
Human Resources to help in communicating with the Respondent or to speak to that person on
the Complainant’s behalf.

(d) Mediation
It may be appropriate to attempt to resolve the complaint through mediation before going to a
formal investigation. If the Complainant and Respondent agree to the appointment of a mediator,
the mediator will attempt to help the parties to settle the complaint. The mediator should not be
involved in any investigation of the complaint and should not be asked to represent SENHOFA
at any stage of any proceeding related to the complaint. Either party has the right to refuse
mediation. If mediation does become part of the process, each party has the right to be
accompanied or assisted during mediation session by a colleague or her/his union representative.
SENHOFA shall appoint and pay for the services of a mediator.
Other Recourse
Employees who are members of CUPE 2440 also have the option of filing a grievance.
Depending on the jurisdiction in which the alleged harassment took place, employees and
volunteers may also have recourse to the Ontario Human Rights Tribunal.
Representation
The individuals involved in the complaint resolution process may, if they wish, have a colleague
or a union representative represent them or accompany them through the process.

Cases involving the Chief Executive Officer or the Director of Human Resources
Where a complaint is made against the Director of Human Resources, the Chief Executive
officer will act in place of them as set down above.
Where a complaint is made against the Chief Executive Officer, the Chair of the Board will act
in their stead.

Allegations of Harassment against a non-employee

If an allegation of harassment is made against someone who is present in the workplace 2, but is
not an employee or volunteer, management will contact the authorized representatives and
inform them of the allegation made against the individual. If no action is taken by these
representatives, or if SENHOFA is not satisfied with the action taken, SENHOFA may prohibit
the alleged harasser from being present in the SENHOFA workplace.

3. Code of Conduct for Preventing and Responding to Sexual Violence (April 2020)
Leadership message
SENHOFA is a developmental organization that works with poor, vulnerable and marginalized
people, mainly older persons, orphans, women and girls to eradicate poverty and inequality. Our
Code of Conduct seeks to maintain and enhance public confidence in the integrity of SENHOFA
and our volunteers, interns, staff, managers, board members and subcontractors.
The objective of this document is to articulate our shared commitment to preventing sexual
violence in our organization and our programs by defining a framework for the way we carry out
our work and to set out our expectations. However, to be effective the Code of conduct needs to
be translated into actions. Identifying gaps between policies and practices and working to close
them are paramount.
SENHOFA is also a signatory to the Canadian Council of International Cooperation (CCIC )
Leaders’ Pledge, and has notably committed to:
• Establishing a culture of zero tolerance of sexual misconduct in all the work that we do,
• Improving our collective ability to recognize and tackle power imbalances and gender
inequalities that can enable sexual misconduct,
• Aiming to create work environments free from sexual misconduct within our
organization,
 • Benefiting from each other’s experiences and strengths, identifying joint solutions, and
by sharing and building knowledge and capacity around survivor/victim centred
approaches.

In recent literature covering sexual violence prevention, organizational culture has been defined
both as a key factor of the problem and as part of the solution. To create cultural change, it is
essential that everyone actively address issues contributing to sexual violence.
Guiding Principles
SENHOFA recognizes that sexual violence, notably sexual exploitation and sexual abuse,
violate universally recognized international legal norms and standards. We deliver projects and
programs grounded in a human rights framework.

Sexual violence is rooted in power imbalances, notably in gender inequalities. We will operate
within international legal norms, Canadian laws as well as the national laws in the countries in
which we work. We will engage partners in a dialogue on basis of discrimination (i.e. sexual
orientation, gender identity), as defined by the Canadian legal framework.

Zero-tolerance means that inaction towards sexual violence is unacceptable. Appropriate

disciplinary action will be taken against the perpetrator following an investigation process.
Sexual violence can be grounds for dismissal.

In recent literature on the prevention of sexual violence, organizational culture has been defined
both as a key driver of the problem and as part of the solution. We therefore decided to address
risks of sexual violence by engaging personnel, partners, volunteers and other program
stakeholders on these issues.

SENHOFA will focus on consent to raise awareness on issues of sexual violence. As such,
• sexual activities with the absence of consent will be considered as an assault’;
• the absence of “no” is not a synonym of consent;
• consent can be withdrawn at any time;
• obtaining “consent” when an individual is impaired or threatened is not a valid
consent. During investigation SENHOFA will,
• protect the rights of both the complainant and the respondent;
• ensure we take factual, fair and uphold confidentiality measures;
• maintain Independence between investigation process and provision of assistance;
• recognize the importance of identifying competent, skilled and experience individuals
to run investigations which may be internal or external.
When responding to sexual violence : SENHOFA
• Will use a Survivor Centered-Approach by giving the control over the decision-
making process to the survivor following an incident.
• Under certain circumstances, may reclaim decision-making authority. Depending on
the laws and legal obligations related to sexual violence in each country of activities,
senhofa might not be able to provide the flexibility required by the survivor.
• May also reclaim decision making authority, if the survivor’s choice places them or
others at risk of further harm. Being transparent about these limitations mitigate risks
of victimization. In such cases, survivors may feel less in control, but the focus of the
approach is ultimately on their recovery and health and on the protection of others.

Our Shared Responsibilities in Upholding This Code

Individual Responsibilities
Volunteers, interns, staff, managers, board members and subcontractors must:
• Familiarize themselves with this Code of Conduct and uphold it.
• Make every reasonable effort to ensure and maintain an environment free of sexual
violence.
• Raise concerns regarding risks or possibilities of sexual violence.
• Report incidents of sexual violence.
• Treat any information related to sexual violence with utmost confidentiality and share
related information only on a “need-to-know” basis, i.e. only with designated relevant
parties.

Managers’, Heads of Programs, Country Directors’ Responsibilities (Managers)

Managers have a key role to play and bear added responsibilities to:

• Ensure volunteers, interns, staff and subcontractors under their supervision are
informed, understand, sign and comply with the Code of Conduct.
• Ensure training on sexual violence is provided.
• Set example for appropriate behaviours.
• Address concerns and respond to incidents and disclosures according to
organizational standards.
• Protect individuals from retaliation.
• Use appropriate sanctions when lack of compliance is established,
• Ensuring that every partner organization either signs this Code, develop or have their
own Code of Conduct that is aligned with ours.
Organizational Leadership Responsibilities
The administrators and the Management Team are expected to ensure every effort is being made
to prevent sexual violence from occurring, and verify that an adequate response and protective
measures are implemented once they become aware of an incident by:
• Ensuring sufficient human and financial resources are available for the organization
to follow through on its commitment,
• Ensuring the implementation of best practices in recruitment and onboarding in
accordance with the Code of Conduct,
• Ensuring that all volunteers, interns, employees, managers and subcontractors
understand, sign and comply with the Code of Conduct,
• Ensuring protection from retaliation to individuals raising concerns or reporting
incidents,
• Ensuring performance management to mitigate against the occurrence of sexual
violence, including taking corrective action when needed,
• Review the Code of Conduct and its implementation on a regular basis and as is
needed.
Our Commitment to Our Colleagues
At SENHOFA we foster a healthy work environment.

You Uphold the Code of Conduct When you:

✓ Treat everyone with respect, not infringing on somebody else’s rights,
✓ Discourage jokes or comments that are sexist, racist, heterosexist, ableist, etc.
✓ Respect the confidentiality of anyone involved in a complaint,
✓ Co-operate in the investigation of complaints and the efforts to resolve them.

You Should Avoid:

 Condescending or disrespectful behavior, including derogatory messages, e-mails
or comments on social media,
 Any form of sexual violence, including sharing sexually explicit materials
without consent,  Trivialising sexual violence notably by:
1. supporting myths and stereotypes around consent (e.g. once consent is
given it cannot be removed, alcohol is useful to obtain consent, etc.)
2. denying or playing down sexual violence (e.g. “Boys will be boys” or
“the culture is different here”,)
3. making survivors responsible for being assaulted (e.g. a young person
going out alone is shared and your identity is confidential, asking for it,
women wearing short skirts are partly responsible, etc.)
 supporting myths and stereotypes around assault (e.g. people lie about being
assaulted, false accusations are very common, responsible
5, giving gifts to our benifitialries our being in private with the child or our
benifitialries
You Should Raise Concern:
✓ When suspecting possible violations of this Code of Conduct.
✓ When noticing risk factors in the workplace or in programs, including but not
limited to:
• acceptance of rape myths (e.g. “all men do this”),
• strong bias against groups or individuals (e.g. remarks, jokes or banter
that are crude, treating subordinates with disrespects, demeaning
comments towards beneficiaries),
• acceptance of coarsened social discourse outside the workplace (e.g.
increasingly heated discussions of current events happening within or
outside the workplace),
• minimization of other forms of misconduct such as bullying,
• substance abuse or encouraging alcohol consumption (e.g. excessive
alcohol consumption at a work-related event).

Our Commitments to our Partners and the Communities We Serve

Sexual violence is a considerable barrier to sustainable development and to the meaningful
participation of individuals, and particularly women. Our responsibility is to reduce risks of
sexual exploitation and abuse for our partners and the communities we serve.
You Uphold our Commitments When you:
✓ Treat partners and community members with respect and dignity,
✓ Exercise special care to protect children against sexual exploitation and abuse,
✓ Recognize and acknowledge some of the power dynamics at play within our
working relationships and stay alert to these realities (e.g. acknowledge your own
privilege and bias and how it might influence your work, avoid reinforcing power
dynamics)
✓ Build trust and recognize partners’ strengths and contribution,
✓ Engage partners in a dialogue around sexual violence, sharing best practices,
lessons learned and tools on a yearly basis.

You Should Avoid:

 Pursuing services from sex workers, regardless of the local and national laws of
the country of mission.
  Sexual activities with children (persons under the age of 18) and vulnerable
adults1 regardless of the local age of consent1. Ignorance or mistaken belief in the
age of the child or the status of the vulnerable adult cannot constitute a defence.
 Any action that would suggest or imply that a sexual act might be demanded as a
condition for engaging in offered programs and services.
 Exchanging money, employment, lodging, goods or services for sex, including
sexual favours or other forms of humiliating, degrading or exploitative
behaviour. This includes the exchange for services to which program
participants are entitled.
 Having a romantic or sexual relationship with an ultimate recipient or partners’
staff since they are based on inherently unequal power dynamics.

You Should Raise Concern:

✓ When suspecting possible violations of this Code of Conduct, ✓ When noticing
risk factors of sexual violence:
• Acceptance of rape myths (e.g. “all men do this”),
• Strong bias against groups or individuals (e.g. remarks, jokes or banter that
are crude, treating subordinates with disrespects, demeaning comments
towards beneficiaries),
• Minimization of other forms of misconduct such as bullying,
• Substance abuse or encouraging alcohol consumption (e.g. excessive alcohol
consumption at a work-related event),
• Hostility, demeaning attitudes or objectification.

Reporting: You Should report:

✓ Unwanted, inappropriate or disrespectful sexual advances or harassment,
✓ Bullying, perceived threats, intimidation, verbal or physical outrages,
✓ Hostility to individuals due to race, religion, gender, gender identity, gender
expression, sexual orientation, disability or other characteristic protected by law.
✓ Incidents of sexual violence or situations that threaten the safety, security or
wellbeing.
✓ Sexual Abuse of Children.

Other relevant policies and organizational documents:

1. Child Protection Policy and Code of Conduct
2. Prevention of Workplace Harassment and Discrimination Policy and Program
3. Workplace Violence Prevention Policy and Program
1 Local and national laws of the country where programs are implemented.
 4. Safety and Security Policy and Procedures
5. Confidentiality and Conflict of Interest policy

1
Vulnerable adults are defined as: those aged over 18 years and who are unable
to take care of
themselves/protect themselves from harm or
exploitation.
6. Whistleblowing Policy
7. Employee Policies and Procedures
8. Volunteer Handbook

Declaration of Adherence

I understand that I can significantly contribute to risk mitigation and prevention of sexual
violence by translating this Code of Conduct into actions in my work.

I understand that I must uphold our collective commitments to colleagues, partners and the
communities we serve by adhering to the standards of behaviour outlined in the Code of
Conduct.

I, undersigned, _______________________________________, hereby declare that I have

read, understood, and will comply with this Code of Conduct.

I understand that breach of any provision of the Code may result in disciplinary action up to
and including termination of my employment or a contract with SENHOFA

NAME:

SIGNATURE: DATE:
 INTERNAL RULES AND REGULATIONS
LABOUR CODE ARTICLE 27
The private Health Known as St. Elisabeth Nursing Home For The Older Persons, Poor and
Vulnerable International non service structure at the service of older person/ disabilities,
orphans, poor and vulnerable persons and orphans. The entire staff of the organization must carry
out their duties of education prevention nursing with competence and in the spirit of the Gospel
inspired by love for neighbor and respect for the older persons
ARTICLE I:
RESPONSIBLILITY OF THE PERSON IN CHARGE OF THE GENERAL DIRECTOR
ORGANIZATION
The person in charge of the organization organizes and run its Technical activities according
to the instructions given him/her superiors, or r Public Authorities in this respect he/she is
expected to;
1) Executive order by the government or any other competent Authorities
2) Collaborate with the rest of the staff in organizing the service
3) Collaborate with the UN Global compact and the public Authorities in carrying out the
work of organization
4) Manage the affairs and finances of organizations

ARTICLE II:
GUARD’S DUTY
For those institution where there is a guard duty. The time of the guard is to be calculated
according to the existing legislature. The equivalent for a whole week of fifty six [56]
hours .Guard duties corresponds to the forty five [45] hours of normal work in a week in the
institution. Ten [10] hour of guard duty are equivalent to eight [8] hours of ordinary work.

ARTICLE III
LEAVE AND TRAVEL
The staff member benefits every year from annual holiday which is calculated according to
the legislation. The calendar for holidays as pasted after agreement between the charge Nurse
and staff taking into account the need of the service. Expenses (travel. Lodging and of course
fees incurred for duties requested by the health institution at other sites will be reimbursed. Any
other expenses are the responsibilities of the staff member.
ARTICLE IV
STAFF AMENITIES
i) In the case of sickness arising after the contract if employment comes into force but not
otherwise, the worker, his/her legally married wife/husband and their children (up to the 12 th
birthday are entirely to free treatment in the health institution. Each staff is required to
registers all family member in health insurance, e.g. Integrated Health Care etc. before a
complete treatment is being taken, and staff who is not register to health insurance, 25% of
their treatment will be covered by the institution. The staff covers 75% dental extraction and
lenses are excluded.
ii) Uniforms for the staff members will be provided by the organization and would be replaced
whenever they need arises.
iii) Laundry and mending of the uniform is the responsibility of the staff member.
iv) In case of death the organization shall be responsible to provide a coffin for the deceased
staff member

ARTICLE V
RELATIONSHIP WITH OLDER PERSON/DISABILITY
The relationship should be characterized by the staff displaying a welcoming attitude showing
respect for the patient displaying complete devotion to duty. The staff must inspire the
confidence in patient and comport themselves with dignity and respect.

ARTICLE VI
MAINTANACE AND USE OF EQUIPMENTS
The staff members should maintain the equipment of the organization which is at their
disposal in perfect condition. He/she must also keep the building, veranda, yard clean as well as
the other place of which he/ she has to use e.g. rest room, bathroom etc according to the
distribution of jobs within the organization. The staff shall maintain the hygienic condition of the
other person as well as feeding and medication according to work distribution. The security
guard will keep all record of those who come in and go out, maintain the safety and protection of
the people, ensure that any visitor is being recorded including the time. Alert the Administration
or the police in any emergency.
The cook is entitled to prepare enough and delicious food three times a day according to their
diet. Ensure that the kitchen environment including the dishes. The cleaner is responsible for
cleaning all the rooms’ beddings. And as well as patients dresses and the whole surroundings.
The drivers shall take charge of all transportation, including picking up of visitors from the
airport, escorting the matron to any seminar or meeting. Teacher gives effective teaching to those
required.

ARTICLE VII
MEDICAL EXAMINATION
Every member of the staff must undergo the prescribed medical examination according to the
task and regulation in force.

ARTICLE VIII
DISCIPLINE OF DUTIES
i) Each member of the staff must be respectful to those in charge and respect the time table
which has been posted on the board
ii) Each member of the staff must come on duty clean and tidy in complete uniform with
minimal make-up and jewelries.
iii) Each member of the staff must perform his/her duty/job correctly, consciously, ethically
and with application.
iv) Each member of the staff shall at once notify those in charge of any mistake or accident
occurring during work.
v) Each member of the staff should notify those in charge of anything needed to repair or
replacement.
vi) Each member of the staff must attend training session days, which are proposed by the
organization even if they are off duty.
vii) Each member of the staff is forbidden to:
 Abuse the moral teaching of the Catholic Church.
 come to work drunk or to have alcoholic drinks in his/her possession at work in the
organization
 Smoke
 Abuse the right of the older person etc rapes Exploitations of any form.
 Barrow or accept money from older persons or guardians, be it from whatever reason.
 Where collection of fees is part of his/her duty, a proper record must be kept.
 Eat, smoke, sleep or to occupy him/herself with personal matters outside the work.
 Specifically authorized by those in charge.
 Be absent from work without prior permission at least in writing two weeks before and
wait for response from the authority or to come late to work or to leave his/her work
place without permission.
 Engage in work beyond his/her competence or other than that which has been confided
to his/her, or to alter him/her working instructions without prior permission.
 Handle instrument which he/she do not normally use or to instruments for an
unauthorized purpose e.g. criminal abortions.
 Steal materials or drugs belonging to the
 Engage in arguments to cause disorder, be provocative, or participate in an unofficial
meeting at his/her place of work.
 Bring outsiders into the building or compound or to be in the compound outside working
hours without a justified or reasonable permission.
 Engage in private practice in the village or quarter.
  Put up notices which have not been authorized by the correct Authority.
 Engage in party politics at the work site or come to work in a political uniform.
 Carry out any activities that may directly or indirectly affect adversely the reputation and
the smooth running of the organization

ARTICLE IX
SANCTIONS
Staff members, who do not respect the present internal rules and regulations are guilty of
professional fault and risk one of the following, sanctions according to the text, of laws.
Proportional to the gravity of the infringement.
 Request for a written explanation
 An admonition
 A warning
 Suspension (maximum eight days)
 Dismissal without notice.

The sanction is applied after the person in charge has considered the employee’s written
explanation on the listened to his/her excuses. The sanction is notified in writing.
An admonition or request for a written explanation shall be given or inflicted in the following
cases:
 Late coming
 Poor handling of materials, documents, and equipment belonging to the institution.
 Poor relationship with patients or elderly.
 Poor output at job site.

A written warning notified to the inspector of labour shall be inflicted in the following cases:
 Absence from duty without permission
 Insults, threats, assault and battery towards staff or any other person at the place of
work.
 Drunkenness and smoking on duty.
 Lack of respect toward persons in charge.
 Immoral practice at work place e.g. sexual harassment. Or indecent dressing at job
site. Or surreal exploitation.
 Another offence committed after two (2) admonitions or verbal warnings.
 Deterioration of care standards.

Dismissal with/without notice in accordance with texts and regulations in force shall be applied
in the following cases. (the list is not exhaustive).
 Theft or abuse of confidence prejudicial to the institution. The staff or client.
  Provocation of the personnel to disobedience.
 Fraud, falsification of papers, removal, tempering of documents. Materials drugs or
any other matters belonging to the organization to the staff or to its clients.
 Sexual abuse of any kind or immoral practice at work.
 Criminal aborting.
 Any other acts likely to adversely affect the smooth running of organization directly
or indirectly.

ARTICLE X
DATE OF APLICATION
 These internal rules will be applied after approval and visa of the Labour contract,
Read and understand.
Sign: ___________________________________ Date:________________

By: __________________________________________________________

At_______________________________