Code of Conduct

1. Code of conduct for interactions between members of the Defence Forces

The purpose of this Code, which is to be read in conjunction with the Defence Forces’ Dignity Charter (the Dignity Charter), is to detail the required standards with regard to interpersonal behaviours expected of all serving members of the Defence Forces.

The Dignity Charter encourages and supports the right to dignity at work while the codified values of respect, loyalty, selflessness, physical courage, moral courage and integrity are clearly recognised, understood and nurtured, so that the individual and the organisation can meet these obligations and expectations.

The Defence Forces are committed to maintaining a work environment, whether within the State or when deployed overseas, free from bullying, sexual harassment or harassment, and that encourages and supports the right that all serving Defence Forces personnel have to dignity and respect at work. Any complaints by serving personnel will be treated with fairness, sensitivity, with respect and as confidentially as possible. As outlined in the Dignity Charter, ‘All personnel of the Defence Forces are expected to respect the right of each individual to dignity in their work environment and in all activities of their service.

The objective of this document is to set down guidance regarding interpersonal relationships in the Defence Forces in order to deter unacceptable behaviour and promote a service environment aimed at providing Defence Forces outputs in an atmosphere of dignity, respect, collaboration, openness, safety and equality.

Bullying, sexual harassment, harassment, victimisation, or any behaviour by any serving member of the Defence Forces, by non-employees, such as clients, customers, sub-contractors and business contacts, which undermines the dignity of the person, will not be tolerated and will be subject to the appropriate processes for dealing with such behaviours.

For the purpose of this Code, the term “workplace” means any place where a person to whom this Code relates, works or carries out duties, in any employment related settings. It covers all interactions that take place as part of an individual’s role in the workplace, as so defined, whether at a fixed location, mobile or at home.

An employment related setting includes, but is not limited to, deployments, training, exercises, overseas, work undertaken, or duties performed, away from the normal workplace or social events and social media sites which are related to the workplace.

The scope of the sexual harassment and harassment provisions extend beyond the workplace for example to conferences and training that occur outside the workplace. It may also extend to work-related social events. Defence Forces personnel must additionally bear in mind their liability to Military Law at all times.

2. Provisions of the Code

This Code prohibits those to whom it applies from engaging in any form of prohibited conduct in the course of their duty in any workplace.

Prohibited conduct includes:

• Bullying (whether verbal, physical, cyber or exclusion);
• Harassment;
• Sexual Harassment;
• Victimisation

Compliance with the Code requires:

• Being civil and professional in tone in all verbal interactions and all forms of written communication including social media/ mobiles etc.;
• Refraining from any form of conduct that could undermine a colleague’s dignity at work;
• Refraining from any form of offensive conduct that could come within the definition of harassment or sexual harassment; and
• Ensuring that those who do make complaints are not subjected to any form of victimisation, as defined

The above is without prejudice to the application of military, civil or criminal law.

3. Definitions

3.1 Bullying

Workplace bullying is repeated inappropriate behaviour, direct or indirect, whether verbal, physical or otherwise, conducted by one or more persons against another or others, at the place of work and/or in the course of employment, which could be reasonably regarded as undermining the individual’s right to dignity at work. Examples of bullying at work include but is not limited to:

• Exclusion with negative consequences;
• Verbal abuse/insults;
• Being treated less favourably than colleagues in similar roles;
• Belittling a person’s opinions;
• Disseminating malicious rumours, gossip or innuendo;
• Socially excluding or isolating a person within the work sphere;
• Intrusion – pestering, spying or stalking;
• Intimidation/aggressive interactions;
• Excessive monitoring of work;
• Withholding information necessary for proper performance of a person’s job;
• Repeatedly manipulating a person’s job content and targets;
• Blaming a person for things beyond their control;
• Use of aggressive and obscene language;
• Other menacing behaviour

An isolated incident of the behaviour described in this definition may be an affront to dignity at work, but, as a once off incident, is not considered to be bullying

Apart from once-off behaviours, other on-going behaviours, which may upset or unsettle a person may not come within the bullying definition either.

Bullying does not include:

• expressing differences of opinion strongly,
• offering constructive feedback, guidance, or advice about work-related behaviour which is not of itself welcome,
• ordinary performance management,
• reasonable corrective action taken by an employer or supervisor relating to the management and direction of employees (for example managing a worker’s performance, taking reasonable disciplinary actions, or assigning work), or
• workplace conflict where people disagree with or disregard the others’ point of view.

This list is not exhaustive.

Bullying is distinct from sexual harassment and harassment, and this code does not address physical assault at work.

3.2 Harassment and Sexual Harassment

Harassment is distinct from bullying and means any form of unwanted conduct and sexual harassment means any form of unwanted verbal, non-verbal or physical conduct of a sexual nature, being conduct, which in either case, has the purpose or effect of violating a person’s dignity and creating an intimidating, hostile, degrading, humiliating or offensive environment for the person. Such unwanted conduct may consist of acts, requests, spoken words, gestures or the production, display or circulation of written words, pictures or other material.

The following list of examples that can constitute harassment is illustrative but not exhaustive:

• Verbal harassment- jokes, comments, ridicule or songs;
• Written harassment – including graffiti, text messages, emails, social media or internet posts ;
• Physical harassment – jostling, shoving or any form of assault;
• Intimidatory harassment- gestures, posturing or threatening poses;
• Visual displays such as posters, emblems or badges;
• Excessive monitoring of work;
• Isolation or exclusion from social activities; and
• Unreasonably changing a person’s job content or targets.

The following is an illustrative and non-exhaustive list of behaviours which can constitute sexual harassment:

• Physical Conduct of a sexual nature- may include unwanted physical contact;
• Verbal Conduct of a sexual nature- unwelcome sexual advances, propositions, etc.;
• Non-verbal Conduct of a sexual nature- display of pornographic or sexually suggestive pictures or objects etc.;
• Gender-based conduct- derogatory or degrading abuse of insults which are gender based.

3.3Victimisation

Victimisation occurs where a person suffers any adverse treatment as a reaction to:

• Having made a complaint of any prohibited conduct within the meaning of this Code, or threatening to make such a complaint,
• Supporting another employee in making or processing a complaint under this Code,
• Being a witness in an investigation of prohibited conduct within the meaning of this code,
• Having objected to any prohibited conduct within the meaning of this Code or having given notice of an intention to do any of the above.

4. Means of Redress

The primary purpose of this Code is to prevent those to whom it applies being subjected to any form of prohibited conduct by others with whom they must interact in the course of their duties.

This can best be achieved by promoting acceptable standards of workplace behaviour and the realisations that members of the Defence Forces are entitled to a workplace free from any form of prohibited conduct.

It is, however, recognised that instances of prohibited conduct may arise from time-to-time. In such instances, this Code provides a means by which the person who complains of prohibited conduct can have access to an effective and expeditious means of obtaining redress. Engaging in prohibited conduct can also result in the imposition of sanctions under the relevant disciplinary process for member of the Defence Forces.

The mechanisms for processing a complaint of prohibited conduct are outlined at paragraph 6 (below).

5. Responsibility of Commanding Officers

Commanding Officers in the Defence Forces will

• provide good example by treating all in the place of work with courtesy and respect;
• promote awareness of the policy and complaints procedures;
• be vigilant for signs of bullying at work through observation and through seeking employee feedback and take action before a problem escalates;
• deal sensitively with employees involved in a bullying complaint whether as complainant or alleged bully;
• explain the procedures to be followed if a complaint of bullying at work is made;
• ensure that an employee making a complaint is not victimised for doing so; and
• monitor and follow up the situation after a complaint is made so that the bullying at work does not recur.

6. Defence Forces complaints processes

There is a suite of complaint and grievance options, internal and external, which are currently available to serving members of the Defence Forces to have a grievance of an interpersonal nature considered.

6.1 Complaints Processes internal to the Defence Forces

1) Administrative Instruction A7, Chapter 1: sets out the Defence Forces policy and procedures regarding interpersonal relationships in the Defence Forces including bullying and harassment, in order to deter unacceptable behaviour and promote a service environment based on mutual respect, equality and professionalism. The framework provides for complaints of this nature to be dealt with in both a formal and informal way.

2) section 114 of the Defence Act 1954:provides the legislative framework for dealing with complaints by serving members of the Defence Forces. Defence Force Regulation (DFR) A7 sets out the regulatory provision for disciplinary matters in the Defence Forces, which includes duties of officers, and the regulatory provisions regarding complaints.

6.2 Complaints Processes external to the Defence Forces

1) Interim Grievance Manager:The Independent Review Group (IRG) in their Report published in March 2023, recommended that serving members of the Defence Forces have ‘access to an independent, external complaints service delivered by a professional service provider for as long as it takes to put a trusted internal system in place’.

Mr Kevin Duffy has been appointed as the Interim Grievance Manager. The Interim Grievance Manager will assess complaints received from serving members of the Defence Forces and make recommendations to the Chief of Staff, where on foot of an investigation it is considered appropriate to do so in response to a finding that the provisions of this Code have been contravened.

The Interim Grievance Manager will be assisted in the investigation of complaints by an external professional HR investigator drawn from a panel of investigators.

This is an interim non-statutory option designed to meet the immediate recommendation from the IRG while a new statutory based complaints and grievance system is developed.

This option is without prejudice to the exercise of existing rights of members to access existing internal Defence Forces policies and procedures that govern the handling of complaints which are outlined earlier in this section.

The Interim Grievance Manager’s mechanism for processing complaints of prohibited conduct is outlined at TAB 1.

2) Ombudsman for the Defence Forces:The Office of the Ombudsman for the Defence Forces (ODF) provides serving and former members of the Defence Forces with an impartial and independent review of grievances.

Any individual, who is a serving or former member of the Defence Forces, may refer a complaint directly to the Ombudsman for the Defence Forces. Serving members may, however, (and frequently do), first use the Defence Forces’ Internal Investigation Process (Section 114 of the Defence Act 1954, as amended) prior to referring a complaint to the Ombudsman for the Defence Forces. The benefit in using the internal process is the possibility of a resolution of the complaint being achieved. Most complaints are resolved internally, and if not resolved a Complainant has the option to have the matter referred to the Ombudsman’s Office.

A serving member may also, in line with Section 6 of the Ombudsman (Defence Forces) Act 2004, submit their complaint directly to the Ombudsman, without having first initiated a complaint under the Redress of Wrongs process within timelines set down in that Act. Former members of the Defence Forces may also make their complaint directly to the ODF also within given timelines.

Note: The non-statutory Interim Grievance Manager process is not available to complainants where any of the above referenced statutory processes have already been initiated (and have not been discontinued) or completed.

7. Informal Complaints Process:

Informal complaint resolution pathways will still be available to the complainant in the first instance. However, situations may arise when an informal resolution of a complaint may not be appropriate. Ultimately, commencing an informal process will not preclude the complainant from opting to have the complaint dealt with formally.

8. Mediation:

One of the main objectives of this Code is to ensure that the Defence Forces make every reasonable effort to resolve and address allegations of prohibited conduct. As an alternative to a comprehensive investigation, mediation can be initiated with the consent of both parties.

The primary aim of mediation is to achieve a swift and confidential resolution to the dispute, while minimising the amount of conflict and tension that may be experienced by the parties involved. Mediation is a voluntary process that can be highly efficient in resolving disputes.

9. Access to the Workplace Relations Commission (WRC)

Under the Employment Equality Acts (1998-2021) members of the Defence Forces can bring a claim to the WRC provided they comply with the provisions of the Act and have made a complaint in the first instance under the procedure set out under Section 114 (1) and (2) of the Defence Act 1954, as amended (Redress of Wrongs), as outlined in Chapter 2 of the Administrative Instruction A7.

Where a complaint is made to the WRC, and is not withdrawn before the hearing of that complaint commences, the same matter cannot be processed under this Code.

10. Presumption of Innocence, Victimisation & Vexatious Claims

The Defence Forces uphold the principle of presumption of innocence for individuals accused of engaging in prohibited conduct, until the contrary is established. All Defence Forces members will be protected from intimidation, victimisation, or discrimination if they contribute to an investigation or make a complaint. Any act of retaliation will be viewed as a serious matter by the Defence Forces.

While the primary objective of this code is to prevent prohibited conduct and to assist those who make bona fide complaints (including where a bona fide complaint is not upheld), it is crucial to point out that the making of vexatious or frivolous complaints will be viewed as a serious matter by the Defence Forces. A claim can be regarded as frivolous if it has no reasonable prospect of succeeding and a claim can be regarded as vexatious if it is baseless and made for the purpose of imposing hardship on the person against whom it is made.

TAB 1:

Interim Grievance Manager Process

The Interim Grievance Manager will oversee all aspects of the complaints process, including, making recommendations to the Chief of Staff where on foot of an investigation it is considered appropriate to do so in response to a finding that the provisions of this Code have been contravened.

The Interim Grievance Manager (IGM) will assess complaints as and when required and will be resourced by an appropriate secretariat.

The Interim Grievance Manager Complaint process is open to serving members of the Defence Forces (PDF and RDF). The Interim Grievance Manager will deal only with complaints pertaining to allegations of prohibited conduct/breaches of this Code where they relate to military personnel.

This option is without prejudice to the exercise of existing rights of members to access existing internal Defence Forces policies and procedures that govern the handling of complaints as currently set out in Administrative Instruction A7, Chapter 1, Section 114 of the Defence Act 1954, Redress of Wrongs, DFR A7 and Administrative Instructions Chapter 2 and the Ombudsman for the Defence Forces, outlined in section 7 above.

Preliminary examination of complaints: Complaints are initially screened by the Interim Grievance Manager within four weeks of the date on which the complaint is received. This will involve a preliminary examination of the facts alleged by the complainant, for the purpose of determining if a prima facia case has been made out by the complainant that a provision of this Code has been contravened and the complaint falls within the scope of this code and is not frivolous or vexatious.

The complainant will be informed of the outcome of the preliminary examination of the complaint. Where it is considered appropriate, the complaint will be referred for investigation. Where a complaint is referred for investigation, the complainant and the person against whom the complaint is made will be so informed.

Terms of Reference for an investigation: Where it is decided to undertake an investigation, the Interim Grievance Manager will draft Terms of Reference, which will include but not be limited to, the scope of the investigation, the objective of the investigation and a timeframe for the Investigation’s completion.

Panel of Investigators: Investigators will be drawn from an external panel of suitably qualified and trained investigators and assigned on a case by case basis. Initially external investigators will be drawn from the Office of Government Procurement (OGP) Framework for HR Investigators.

Supports Available to Personnel: The complainant will be made aware of the various supports available to serving members of the Defence Forces who may have experienced bullying, harassment or sexual harassment or other form of prohibited conduct in the workplace. These which include the Raiseaconcern Confidential Contact Person (CCP), the INSPIRE Counselling Service, and the Personal Support Service (PSS) in the Defence Forces, Military Police (including victim liaison officers), the Defence Forces Chaplaincy service and Medical Officers.

Informal Complaint Process: Informal complaint resolution pathways will still be available to the complainant in the first instance. However, situations may arise when an informal resolution of a complaint may not be appropriate. Ultimately, commencing an informal process will not preclude the complainant from opting to have the complaint dealt with formally, nor Commanding Officers from deciding to do so, where an informal process is not appropriate.

Mediation: Throughout this process, there is provision for access, at any stage of the process and to all parties concerned, to external mediation with a view to resolving the issue informally and at an early stage. Mediation is a voluntary process, which can be initiated at any point in the process, but only with the consent of both parties.

One of the main objectives of this Code is to ensure that the Defence Forces make every reasonable effort to resolve and address allegations of prohibited conduct. As an alternative to a comprehensive investigation, all parties are strongly encouraged to engage in the external mediation process. This is because the primary aim of mediation is to achieve a swift and confidential resolution to the dispute, while minimising the amount of conflict and tension that may be experienced by the parties involved.

In mediation, the parties to the complaint, with the assistance of an independent neutral third party called a mediator, attempt to reach a mutually acceptable agreement to resolve the complaint. Mediation is private and confidential. No one involved can publicise the fact of or details of the mediation.

It is important to emphasise that mediation is a confidential and voluntary process that can be highly efficient in resolving disputes. Even when the parties have agreed to use mediation, it remains voluntary. The parties are free to decide at any time not to continue.

Processing of Complaints and Timelines

A complaint alleging a contravention of the Code may be made to the Interim Grievance Manager on a form provided for that purpose which is available on the IGM Complaint Process website (admin@IGMDF.ie)

The complaint must be made within six months from the date of the occurrence of the event giving rise to the complaint or the time that the person making the complaint became aware, or should have become aware, of the action, whichever is the later. Where the Interim Grievance Manager is satisfied that a failure to present a complaint within that period is due to reasonable cause, the period may be extended by up to a further six months.

Except where an extension of time is allowed, a complaint submitted outside the six-month time period shall be inadmissible under this process.

A complaint will be considered by the Interim Grievance Manager, within four weeks of the date on which it is received, to determine if the facts alleged by the complainant disclose a prima facie case that the Code has been contravened and that the complaint does not appear frivolous or vexatious.

Where the Interim Grievance Manager is satisfied that the complaint does disclose a prima facie contravention of the Code, and does not appear frivolous or vexatious, it will be referred to an investigator for investigation within a further four weeks.

The time allowed for completion of the investigation shall be specified in the Terms of Reference for the investigation. This should normally be a period not exceeding three months, although a longer period may be provided for where that is required by the complexity of the case or other compelling circumstance, which could include, but is not limited to, illness.

Investigation Report

Having completed the investigation, the investigator will prepare a report for the Interim Grievance Manager, within the timeframe prescribed, setting out their findings and giving the reasons for those findings. The report will also contain a summary of the evidence submitted to the investigator in the course of the investigation.

Draft Investigation Report

In advance of the Report being finalised by the Investigator, the complainant and the respondent will each be provided with a copy of the draft Investigation Report. This will be for the purposes of correcting any factual or other inaccuracies, or raising any issues or concerns they may have about the conduct of the investigation in terms of fair process and adherence to procedures. There will be an opportunity to comment within five working days of receipt of the draft Investigation Report. If either party fails to respond within five working days, it will be considered that they have no comments to make.

The Investigation Report, when completed, will be issued to the Interim Grievance Manager.

Before any final outcome is reached, the report will be reviewed by the Interim Grievance Manager for the purpose of ensuring that the guidelines for the investigation have been adhered to and that the conclusions are supported by the evidence. In this review, due regard will be had of any comments made by the complainant and the respondent to the draft report.

Conclusion of an investigation

Following an investigation, the Interim Grievance Manager will determine whether the complaint/s is/are upheld in part or in whole. Where it is considered appropriate, the Interim Grievance Manager can report and may make recommendations to the Chief of Staff for his attention and onward referral to a relevant Commanding Officer (CO) for consideration

It is important to note that if, following investigation, a complaint is not upheld, the Chief of Staff will also be notified of the outcome, which will also be for onward communication to the COs of the personnel involved, the complainant and the person against whom the complaint is made. This is necessary to ensure that these COs are aware that the investigation has been concluded and of the outcome.

The Interim Grievance Manager shall inform both parties in writing of the outcome of the case and where applicable, the next steps.

While every effort will be made to adhere to the timeframes referred to, a failure to do so at any stage will not invalidate the investigative process or cause it to discontinue.

Oversight

The Interim Grievance Manager will oversee all aspects of the complaints process. In order to adequately discharge this function:

• A report of complaint outcomes that will be anonymised will be collated on a six monthly basis or as required, for submission to the Minister for Defence, the External Oversight Body and the Chief of Staff.
• This Interim Grievance Manager process will be in place initially on 12-month basis and, following a review, a report will be prepared for the Minister for Defence following its first 12 months of operation.
• The Interim Grievance Manager will treat personal data provided to the IGM as confidential in accordance with the General Data Protection Regulation and Data Protection legislation.
• For the purpose of investigation, personal data may be exchanged by the IGM with persons acting as Investigators and with the parties relevant to the investigation of a complaint. Any such data will be limited to what is strictly necessary.

View the Interim Grievance Manager Process - Quick Step Guide

TAB 2

Legal framework

Various legal frameworks, both at common law and statute law, are currently in place to protect an individual’s right to dignity in the workplace. They include:

A.1 Employment Equality Acts

The Employment Equality Acts 1998-2021, prohibits discrimination, which includes harassment and sexual harassment, on nine discriminatory grounds., i.e., age, civil status, family status, disability, gender, sexual orientation, religion, race, membership of the travelling community.

For the purposes of the Acts, harassment on any of the discriminatory grounds constitutes unlawful discrimination. Sexual harassment is deemed to constitute unlawful discrimination on the gender ground.

The protection of the Employment Equality Acts extends to situations where the employee does not have a relevant characteristic related to a prohibited ground but the perpetrator believes that s/he has that characteristic. Therefore, harassment and sexual harassment extends to situations where the person does not have the relevant characteristic but the harasser believes that he/she has that characteristic, for example, if the harasser thought that the person was of a particular religion or ethnic background, but this was not in fact the case.

The Employment Equality Acts also provides protection in situations where a person who does not have a relevant characteristic is subjected to less favourable treatment because of their association with a person who does have a relevant characteristic. So, for example, if an employee is harassed because his or her spouse or partner is of a particular nationality, or is a person with a disability, the victim of the harassment can have a cause of action under the Acts.

In effect, employers are obliged to have in place measures aimed at preventing workplace harassment and sexual harassment. The Employment Equality Acts apply to all categories of employment including service in the Defence Forces. Consequently, in addition to the protections afforded by this Code, all personnel to who the Code applies can seek redress under the Acts where any of its provisions are contravened. This Code prohibits workplace related sexual harassment and harassment in any circumstances.

A.2 The Employment Equality Act (Code of Practice)

Employers must adhere to the Employment Equality Act 1998 (Code of Practice) (Harassment) Order 2012 (S.I. No. 208 of 2012). This requires them to provide employees with access to policies and procedures related to harassment, and to conduct investigations in a fair and unbiased manner, following principles of natural justice. These principles have been integrated into this policy.

The Defence Forces have policies in place to protect all members of the Defence Forces from any inappropriate behaviour displayed by other members, colleagues, contractors, clients, suppliers, visitors, or any other individuals they may come into contact with during their professional activities with the Defence Forces.

These policies apply not only to official responsibilities or during regular working hours, but also to any connected social gatherings, work-related activities, business trips, and training courses, regardless of their location or schedule.

A.3 Safety, Health and Welfare at Work Act 2005

Under the Safety, Health and Welfare at Work Act 2005, employers have an obligation to provide employees with a safe place of work. It is established that workplace bullying can jeopardise the well-being, safety, health and welfare of employees and can amount to a contravention of that Act. Serving members of the Defence Forces have a responsibility not to engage in improper conduct or other behaviour that is likely to endanger his or her own safety, health and welfare at work or that of any other person.

A.4 The Health and Safety Authority (HSA) and Workplace Relations Commission (WRC) Joint Code of Practice for Employers and Employees on the Prevention and Resolution of Bullying at Work (2021)

The guidance notes for employers and workers, provided in the HSA/WRC Joint Code of Practice on the Prevention and Resolution of Bullying at Work (2021), have been incorporated into this complaints procedure.

A.5 Relevant Legal Considerations

In addition to the legal dimensions mentioned earlier concerning dignity at work, it is important to note that the Health and Safety Authority (HSA) endeavours to establish protocols for employers to follow in regard to workplace bullying, with the ultimate goal of rigorously prohibiting such behaviour.

Furthermore, the Safety, Health and Welfare at Work Act 2005, WRC/HSA Code of Practice for Employers and Employees on the Prevention and Resolution of Bullying at Work" provides ‘guidance for employers, employees and their representatives on good practice and procedures for identifying, preventing, addressing and resolving issues around workplace bullying’.

Workplace bullying can significantly harm the well-being and security of employees. Under the 2005 Act, employers have a legal duty to ensure the well-being and safety of their employees. Specifically, Section 8 of the Act imposes a duty on employers to take appropriate measures to prevent inappropriate conduct or behaviour that could potentially endanger the safety, health, and welfare of employees.

That duty places an obligation on employers to ensure that employees do not engage in conduct or activity that could jeopardise the well-being, security, and welfare of those with whom they must interact in the course of their employment. This Code complements the Defence Forces Dignity Charter.

• Óglaigh na hÉireann Values in Action.
• Dignity Charter for the Defence Forces
• S.I. 674/20 p36
• complaints of bullying at work by non-employees, such as clients, customers, sub-contractors and business contacts will not have access to the complaints procedure under this Code
• The Health and Safety Authority and the Workplace Relations Commission: Code of Practice for Employers and Employees on the Prevention and Resolution of Bullying at Work p7
• The Health and Safety Authority and the Workplace Relations Commission: Code of Practice for Employers and Employees on the Prevention and Resolution of Bullying at Work p8
• The Health and Safety Authority and the Workplace Relations Commission: Code of Practice for Employers and Employees on the Prevention and Resolution of Bullying at Work p9
• S.I. No. 674/2020 Industrial Relations Act 1990 (Code of Practice for Employers and Employees on the Prevention and Resolution of Bullying at Work) Order 2020 p10-11
• Irish Human Rights and Equality Commission (2022) Code of Practice on Sexual Harassment and Harassment at Work p9
• For a list of illustrative but non exhaustive examples see Irish Human Rights and Equality Commission (2022) Code of Practice on Sexual Harassment and Harassment at Work p10
• 674/20 p.37; 208/12 p17
• EEActs 1998-2021 Section 37(6)(a) Defence Forces exemption in relation to discrimination on the age ground and the disability ground
• Safety Health and Welfare at Work Act (2005) s13 (1)(e)