Search
quote

Procedures and routes for the Proactive Confidential Advisor in cases of undesirable behavior and integrity violations.

The Role of the Proactive Confidential Advisor

Today’s confidential advisor is more than just a point of contact for reports. As a Confidential Advisor in Prevention, you act as the strategic compass of the organization when it comes to social safety and integrity. You offer individual support, but you also actively identify risks, provide policy-level advice, and promote cultural change.

You:

  • Support employees who experience undesirable behavior or face integrity dilemmas;

  • Help clarify available options and possible courses of action;

  • Identify patterns and provide anonymized feedback to HR, the executive board, or management team;

  • Initiate dialogue and help translate prevention strategies into practical application.

Preventive Position & Signaling Role

A conversation is not automatically a case — but it can be a signal of a broader underlying issue. The proactive confidential advisor:

  • Registers and recognizes recurring signals without naming individuals;

  • Works with confidential trend reports;

  • Provides advice on structural issues related to behavior, leadership, or organizational culture;

  • Connects individual experiences to organizational development.

Informal Route

This route provides space for clarification, processing, and empowerment.

Key characteristics:

  • There is no formal report or complaint.

  • The conversation is confidential and non-committal.

  • The employee remains in control of any possible next steps.

  • The proactive confidential advisor can offer advice on communication, mediation, or restorative approaches.

Proactive interventions:

  • Offering conversation tools to help address the issue independently.

  • Using reflection cards.

  • Discreetly raising points of concern in meetings (with HR or leadership).

 

Formal Routes (Report or Complaint)

If an employee decides to initiate a formal procedure, you support them in choosing the appropriate route:

Report

  • Aimed at stopping undesirable behavior.

  • Shared with an authorized official (e.g., HR or integrity officer).

  • Can also be submitted anonymously (in cases of integrity violations) in accordance with legislation.

Complaint

  • Aimed at recognition and formal assessment of the behavior and its impact.

  • Handled by an independent complaints committee.

  • Both complainant and accused are heard; anonymity is not possible.

The proactive confidential advisor remains independent and supportive, but does not take part in the investigation process.

 

Internal and External Procedures

Internal:

  • Faster, more accessible, with greater control over follow-up.

  • Confidentiality must be structurally safeguarded.

External:

  • Involves an external confidential advisor, integrity office, or ombuds function.

  • Offers greater distance and objectivity, but the process often takes longer.

  • Suitable for (very) sensitive issues or when there is a lack of trust in internal handling.

 

Legal Frameworks and Rights

  • Whistleblower Protection Act: right to anonymous reporting in cases of integrity violations.

  • Working Conditions Act (Arbowet): requires organizations to have policies against undesirable behavior.

  • General Administrative Law Act (AWB): provides frameworks for complaint procedures.

  • The proactive confidential advisor  is not a legal helpdesk but informs employees about their rights and options.

 

Culture, Communication, and Prevention

The proactive confidential advisor:

  • Contributes to clear communication about behavior, boundaries, and a culture of accountability;

  • Encourages dialogue, for example through team discussions, lunch sessions, post-it reflections, or safe check-ins;

  • Supports leadership in visibly demonstrating values and role modeling;

  • Advises HR, works councils, and management based on data, conversations, and intuition.

 

Recommendations for Organizations

  • Ensure that the confidential advisor is not a “dumping ground,” but a strategic partner.

  • Allow space for trend reports without compromising confidentiality.

  • Involve the proactive confidential advisor in culture and risk assessments.

  • Put prevention on the agenda — not just after incidents occur.

Conclusion

The proactive confidential advisor is not an endpoint, but a catalyst for awareness, dialogue, and change. By identifying and addressing signals early on, the proactive confidential advisor contributes to a work environment where integrity and safety are not just policies on paper, but a shared reality in practice.