I would be happy to provide some background in terms of the processes we use.
First of all, I think the process is always dependent upon the nature of the complaint. Our role in the Privy Council Office is to provide advice to decision-makers throughout a complaint process that involves a GIC appointee. As I've mentioned, every case is unique, and our advice has to take into account the specifics of a circumstance.
There are four main principles that really underpin our approach. They are a respect for procedural fairness to all parties; supporting investigations that are independent, fair and free from bias; safeguarding personal information of all of those implicated, in accordance with legislative frameworks, and notably, as I have mentioned, the Access to Information Act and the Privacy Act; and respecting the confidentiality of the advice that we provide back to ministers and to the government of the day.
In general terms, when we have information to provide advice on an issue that is related to the conduct of a GIC appointee, we base our advice on those legislative and policy frameworks that govern workplace well-being.
We could, depending on the nature of the issue, the specific case [Technical difficulty—Editor] a course of action that would be an administrative review. It could be referral to an independent third party for investigation, or we could need to refer the matter to the appropriate police authorities, whether that is local police, RCMP or the CFNIS. It all depends on the nature of the information that is brought forward.
If a complaint comes forward that falls under the purview of the new Work Place Harassment and Violence Prevention Regulations, which came into force in January of this year, we would provide advice to our colleague on how best to address the complaint under that policy and legislative framework.
Our role is really providing advice to decision-makers and the officials who are overseeing the complaint at various stages throughout the process. At the initial stage, we can advise on best practices for determining whether an occurrence that was described in the complaint meets the test for the definition of harassment, and that is set out in the Canada Labour Code.
If the complainant, the principal party, requests an investigation, we can then advise on ensuring due process, for example, ensuring that the complainant and the responding parties are able to review portions of the draft report in a way that protects the appropriate level of confidentiality.
We would also advise officials on the steps that will follow upon the conclusion of an investigation in terms of assessing the findings and providing advice to a decision-maker. We do that in support of what the outcome would be from the investigation.
Then we also provide advice for the Governor in Council at the conclusion of a complaint process. That could range from a recommendation to take remedial actions—training and development, for example—or potentially a recommendation for removal if the findings of the investigation are such that the appointee has lost the confidence of the Governor in Council.
I hope that answers your question.
Thank you.